RECRUITMENT, HIRING,
AND RETENTION
STRATEGIES STATUS
REPORT
Item (d)5
September 21, 2023
Presented By:
Linh Le, Employment Division Manager, Human
Resources
Randi Perry, Learning and Development Program
Manager, Human Resources
AGENDA
Hiring and Recruitment Strategies Updates
NeoGov System
Employee Retention
2 CITY'S VACANCY RATE IS STABLE DESPITE ADDITION OF
POSITIONS EACH YEAR
Fiscal Year Change in Budgeted FTE
from Prior Fiscal Year Vacancy Rate
2017-2018 +91 12.0%
2018-2019 +162 12.3%
2019-2020 +234 11.4%
2020-2021 (55) 13.0%
2021-2022 +54 11.7%
2022-2023 +237 12.4%
•723 budgeted FTEs have been added between July 1, 2017 – June 30, 2023 (an average of +120.5 FTEs per year)
•With these additions, the City’s vacancy rate has remained stable •While positions have been added in the budget, and while vacancies have occurred through retirements and resignations, the City is filling these vacancies 3 3
CITY'S VACANCY RATE HAS BEEN DECREASING THIS FISCAL YEAR Vacancy Rate*
Fiscal Year Vacant Benefitted Budgeted FTE Vacancy Rate Jul-2022 937 14.5%
Aug-2022 956.70 14.8%
Sep-2022 940.95 14.5%
Oct-2022 916.95 14.2%
Nov-2022 889.20 13.7%
Dec-2022 925.20 14.3%
Jan-2023 941.45 14.6%
Feb-2023 925.95 14.3%
Mar-2023 905.7 14.0%
Apr-2023 882.3 13.6%
May-2023 860 13.3%
June-2023 799 12.4%
* Positions tracked by Vacancy Rate have criteria of: Budgeted and Benefited 4 HIRING UPDATES
FT Hiring Trend*
Fiscal Year
Budgeted
External Internal Hiring Total
FY17-18 439 701 1,140
FY18-19 445 641 1,086
FY19-20 398 491 889
FY20-21 275 419 694
FY21-22 381 660 1,041
FY22-23 576 717 1,293
*Positions tracked by Vacancy Rate have criteria of: Budgeted and Benefited City hired
more
employees in
Fiscal Year
2022 – 2023
than were
hired in any of
the 5
preceding
fiscal years
7 7
STRATEGIC REVISION AND CREATION OF POSITION
CLASSIFICATIONS
Over 700 position classifications that require regular revision and updating
Employment reviewing/modifying minimum qualification
requirements for entry level positions
Broadening applicant pool by updating the education
requirement
8 CENTRALIZED HIRING PILOT PROJECT
Goals
Departments
Parks, Recreation, and Neighborhood Services
Housing
Code Enforcement Division of PBCE
Outcomes to Date
Pivoting to include Building Division of PBCE
9 NEOGOV UPDATE
Create a modern hiring process
Establish a strong and collaborative team
Implement a reliable platform
NEOGOV go-live: Monday, September 25, 2023 10
NEOGOV UPDATE
NEOGOV go-live: Monday, September 25, 2023 11
https://youtu.be/IL1dDV-KoBo?si=ADqu_2TUoKiuscjV
HIRING CAMPAIGN COMMUNICATIONS UPDATE
“We are Hiring” Campaign:
I Heart Radio targeting advertisements – (2) 15-second ads and (1) 30- second ad
Organic (non-paid) social media posts: more than 135,000 impressions, 425 shares, almost 4,000 “click-throughs” to City’s HR website
Paid social media posts: almost 500,000 impressions and more than 2,000 “click-throughs” to City’s HR website
12 https://www.youtube.com/watch?v=Gf7S7jjsOI4
EMPLOYEE RETENTION
“Government can win the talent race – Here’s how”
2022 Deloitte Study on Workforce Values
https://www2.deloitte.com/us/en/insights/industry/public-sector/talent-war-government.html 13
ALIGNING RETENTION WORK WITH EMPLOYEE VALUES
Work That Works
For Me
Entrepreneurial Spirit
Purpose and Impact
14 DEVELOPING A TALENT PIPELINE
College and
University
Partnerships
K-12
Internships
Staffing Update:
Hired two new Analysts for the
Pipeline team – both started in August
SJSU University Organization Agreement
15 15
NEXT STEPS
Continue to monitor and report out on progress of centralization pilot Continue hiring campaign through December targeting “hard-to-fill” positions
Advertise SJSU University Organization Agreement to City departments and support the development of internship programs throughout the City
Return to PSFSS to report updates twice per year
16