►
Description
Mary Martin Selby, Director of Human Resources, Kristi Brittle and Candace Lackey, Assistant Directors, presented Human Resources' FY22 Annual Report to the Board of Supervisors.
A
C
C
C
This
resulted
in
employers
implementing
cutting-edge
initiatives
to
remain
relevant
in
the
post-pandemic
labor
market.
Chesterfield
is
no
different
and
that
we
had
to
face
similar
job
market
challenges.
However,
under
this
board's
leadership
and
our
County
administrator's
direction,
we
Face
these
challenges
head
on
and
provided
our
employees
with
incentive
incentives
that
were
important
to
them,
including
pay
adjustments,
enhance
leave,
benefits,
Career,
Development
opportunities,
work,
life,
balance,
initiatives
and
much
more
because
we
know
when
we
take
care
of
our
employees,
they
will
take
care
of
our
citizens.
C
C
So
how
do
we
attract
and
retain
quality
employees?
We
strive
to
offer
competitive,
pay
and
benefits.
As
you
know,
the
county
launched
phase
one
of
the
pay
study
for
General
government
employees
in
May
of
this
year,
and
we
also
funded
special
salary
adjustment
increases
in
response
to
Rising
starting
salaries
in
the
region.
For
our
sworn
public
safety
personnel.
C
We
also
funded
the
first
step
increase
under
the
new
Public
Safety
pay
plan.
Another
important
issue
for
employees
in
both
the
public
and
private
sector
is
maintaining
a
good
work-life
balance.
The
county
continues
to
put
programs
in
place
to
assist
employees
with
maintaining
a
better
work-life
balance
and
you'll
hear
more
about
these
initiatives
later
during
the
presentation.
At
this
time,
I
will
turn
it
over
to
Candace
who
will
bring
information
about
ways
we
recruit.
D
D
D
There
are
fewer
qualified
individuals
that
are
seeking
employment,
which
resulted
in
the
hiring
Department's
experiencing
difficulty
in
filling
their
positions.
This
resulted
in
re-advertisement
of
numerous
job
opportunities
for
the
first
year.
Salary
is
represented
on
the
top
three
reasons
why
applicants
selected
Chesterfield
as
a
place
to
work.
We
attribute
this
change
to
the
County's
focus
in
reviewing
pay
relative
to
the
market.
D
Chart
shows
the
percentage
of
full-time
promotions
filled
internally
by
current
County
employees.
The
county
continues
to
provide
professional
development
opportunities
for
employees
to
advance
their
careers,
such
as
Career
Development
plans
and
the
learning
and
performance
center
programs
and
services.
A
Thank
you
Candace
good
afternoon.
This
first
slide
represents
our
Career
Development
plans.
Career
Development
plans
have
been
extremely
important
in
our
Compensation
Program
here
in
the
county,
and
the
goal
is
to
increase
retention
and
enhance
the
employee's
level
of
expertise,
thus
providing
an
opportunity
to
advance
professionally
by
developing
new
skills
and
competencies
without
Employees
leaving
their
job.
This
not
only
provides
benefits
to
the
employee,
but
to
the
county
as
well.
The
number
of
department-specific
career
development
plans
continues
to
grow
and
FY
17.
We
had
49
Career
Development
plans,
Department
specific.
A
You
can
see
that
number
has
increased
to
150
so
triple
since
then,
and
nearly
two-thirds
of
our
Workforce
has
access
to
a
CDP.
You
can
also
see
that
our
number
of
county-wide
cdps
has
grown
as
well,
and
these
were
developed
for
positions
that
exist
in
multiple
departments,
and
we
now
have
40
county-wide
cdps
county-wide.
A
This
year,
both
the
average
and
the
median
salary
of
our
employees
increased
our
average
salary
increased
by
14.3
percent
and
median
salary
by
17.2
percent,
and
we
attribute
these
increases
directly
to
the
implementation
of
phase.
One
of
the
general
government
pay
study,
as
well
as
adjusting
the
pay
studies
of
the
public
safety
step
pay
plan.
A
And
although
the
number
of
employees
below
midpoint
did
go
up,
it's
important
to
note
that
the
pay
ranges
did
increase
substantially
as
well,
so
to
wrap
up
the
compensation
piece.
This
slide
shows
a
timeline
of
the
joint
pay
studies
that
have
been
over
undertaken
by
the
county
and
school
since
2020.
A
sworn
Public,
Safety
teachers
and
other
school-based
positions
were
conducted
first,
followed
by
the
remaining
General
government,
employees
and
schools
positions
not
included
in
the
initial
studies.
Full
implementation
is
planned
in
the
near
future
and
we
do
appreciate
the
board's
support
in
helping
to
bring
our
salaries
up
to
Market
in
order
to
remain
competitive
in
the
region
and
to
retain
our
current
employees.
A
The
county
spent
nearly
42
million
dollars
in
health
care
in
FY,
22
and
out
of
those
expenses.
The
county
paid
about
69
percent
and
employees
paid
about
31
percent.
Of
that
we
have
currently
two
plans
available
for
employees
and
eligible
retirees.
The
luminos
high
deductible
health
plan,
as
well
as
the
healthkeepers
POS
25.,
the
average
cost
per
subscriber
across
all
County
plans
is
11
250
and
that's
between
the
county
and
the
participant.
A
However,
for
the
luminos
plan,
the
average
cost
does
tend
to
be
less
because
the
employee
Bears
more
of
the
cost
of
the
covered
services
and
members
in
the
luminos
plan,
also
tend
to
be
younger
and
have
lower
utilization
of
the
plan.
Participation
in
that
plan
has
grown
eight
percent.
Over
the
last
five
years,
we've
actually
created
a
class
for
employees
that
compares
the
two
plans
to
help
them
understand
the
difference
so
that,
when
it's
time
for
open
enrollment,
they
can
make
better
informed
decisions
about
that
and
for
the
for
the
rest
of
this
calendar
year.
A
A
But
it's
important
to
note
that
to
prepare
for
being
able
to
enroll
employees
new
employees
into
their
benefits
effective
as
of
their
higher
date,
which
we're
going
to
start
doing
that
next
year
to
prepare
for
that
we're
changing
our
process
so
that
we're
deducting
during
the
current
month,
instead
of
a
month
in
advance,
that's
allowing
us
to
give
our
employees
a
premium
holiday
in
the
month
of
December
for
health
and
dental
insurance
premiums.
So
that
means
that's
actually
offsetting
the
increase.
The
savings
from
December
will
offset
their
increase
for
next
year.
A
Our
First
Responders
potentially
face
experiencing
a
traumatic
event
every
time
they
put
on
their
uniform
in
an
effort
to
support
them
and
their
mental
Wellness.
We
partnered
with
Public
Safety
leadership
as
well
as
guidance
resources,
our
EAP
provider,
to
identify
local
mental
health
care
providers
who
are
experienced
with
the
unique
needs
and
demands
of
Public
Safety
employees
and
their
families.
Employees
in
public
safety,
May
request
to
speak
to
one
of
these
vetted
Professionals
for
confidential
no-cost
help
with
the
assurance
that
the
person
they're
connected
with
understands
the
challenges
they
face.
As
Public
Safety
professionals.
A
A
However,
with
the
assistance
of
the
County
Administrator,
the
deputy
County
administrators,
human
resources
and
general
Services
we're
actually
able
to
convert
space
in
the
community
development
building
to
a
new
fitness
room
specifically
for
non-public
safety
employees
and
that's
what
you
see
depicted
in
the
bottom
picture.
Since
we
opened
the
room,
there's
been
about
five
400
employees
who
have
been
granted
access
to
that
room
and
in
the
future
we
hope
to
offer
some
additional
options,
including
creating
a
workout
option
outdoors
with
outside
fitness
equipment
available.
A
So
at
this
time,
I
would
like
to
take
the
opportunity
to
introduce
our
new
Wellness
coordinator.
Caleb
Kelleher
Caleb
is
a
ccps
employee,
but
serves
as
Wellness
coordinator
for
both
the
county
and
the
schools,
and
we're
excited
to
have
Caleb
with
us
and
I
look
forward
to
working
with
them
moving
forward
as
we
look
to
bring
new
energy
into
our
wellness
program.
So
welcome
aboard
Caleb.
A
Moving
on
to
the
employee,
Medical
Center,
the
EMC
provides
services
to
both
County
and
School
Employees,
so
in
this
slide,
you're
going
to
see
numbers
for
both
so
about
our
employees
using
the
EMC.
Instead
of
going
to
their
primary
care
physician
or
to
an
urgent
care
center,
we
avoided
over
eight
hundred
and
twenty
thousand
dollars
in
claim
costs
in
FY
22..
A
To
calculate
this.
We
use
the
fair
market
value
of
an
Urgent
Care
visit
estimated
about
175
dollars
per
visit.
So
this
saves
the
county
money.
It
also
saves
the
employee
and
it
can
help
help
reduce
time
away
from
the
job
for
the
employees.
Due
to
the
location
and
efficiency
of
the
employee,
Medical
Center,
you
can
see
we
still
had
a
substantial
number
of
coveted
cases
or
coveted
visits
during
FY
22.
A
A
One
of
the
reasons
we
feel
this
happened
is
because
employees
who
may
have
been
planning
to
retire
they've
decided
to
delay
their
retirement,
so
the
pay
adjustments
either
from
the
public
safety
step
plan
or
the
phase.
One
pay
study,
implementation
for
General
government
employees
will
have
an
impact
on
their
retirement,
and
this
is
actually
great
for
the
county
as
we're
able
to
retain
more
employees
and
keep
that
much
institutional
knowledge
in
the
workforce
just
a
little
bit
longer.
A
A
Continuing
to
look
at
retirement
and
deferred
compensation,
Chesterfield
County
does
offer
two
different
deferred
compensation
plans.
One
is
with
Empower
retirement
and
that's
available
to
all
employees,
and
then
we
also
have
Mission
square,
but
that's
only
available
to
employees
who
are
enrolled
in
the
vrs
hybrid
plan.
We
do
have
excellent
participation
at
61
percent,
where
the
national
average
is
58
percent
and
we
do
partner
with
Empower
retirement,
often
to
assist
employees
as
they
prepare
for
retirement,
and
we
help
also
work
with
them
on
ways
to
enhance
the
participant
experience
through
their
website.
A
Looking
at
our
leave
utilization
during
the
pandemic,
employees
just
weren't
using
leave
and
we
did
not
apply
the
maximum
carryover
limits
at
the
end
of
calendar
year,
2020
or
21..
But
this
year
we
did
see
an
increase
in
the
number
of
leave
days
being
used
by
employees.
So
it
does
appear.
Employees
are
finally
back
to
using
their
leave
and
we
want
that.
We
want
employees
to
take
time
with
their
families,
take
time
away
from
work
so
that
they
can
de-stress
and
focus
on
their
own
well-being.
A
We
do
continue
to
see
employees
migrate
from
the
traditional
leave
plan
to
the
PTO
plan.
We've
actually
made
that
a
little
bit
easier
and
they
can
make
the
change
at
any
time
instead
of
waiting
for
a
specific
enrollment
period,
and
we
currently
have
over
three
quarters
of
our
full-time
employees
that
are
on
the
PTO
Leaf
plan.
A
A
Nearly
half
of
the
leave
in
FY
22
was
for
bonding
leave
and
that's
time
for
the
non-birthing
parent
to
bond
with
their
newborn
child.
Second
to
that
was
Elder
parent
leave,
so
that's
time
that
they
can
take
to
take
their
parents
to
doctor's
appointments.
Maybe
treatments
such
as
physical
therapy
or
chemotherapy
and
we've
actually
had
some
employees
who
have
taken
time
to
spend
with
their
parents
who've
gone
into
hospice
care.
A
And
then
you
also
see
here
we
have
the
maternity
leave,
but
in
addition
to
paid
maternity
leave,
you
only
see
that's
only
24.
There
are
other
leave
programs
available
for
the
birthing
parent
moving
on
to
leave
donations
in
FY
22.
Our
employees
donated
4
480
hours
of
leave
to
their
fellow
employees.
That's
560
days,
a
70
increase
over
the
prior
fiscal
year
and
neither
nearly
half
of
those
hours
were
donated
to
employees
who
needed
leave
for
their
own
personal
use.
A
The
next
highest
usage
was
for
the
employees
family
member
also.
Occasionally
there
will
be
situations
that
come
up
that
don't
quite
meet
the
policy
requirements
for
traditional
donated
leave,
so
we
wanted
wanted
the
ability
to
review
those
on
a
case-by-case
basis.
So
earlier
this
year
we
actually
expanded
our
leave
donation
program
to
include
emergency
donated
leave.
So
we
have
the
ability
to
look
at
those
cases
one
by
one,
and
we
want
to
commend
the
generosity
of
our
employees
who
are
willing
to
give
away
their
leave
to
help
others.
D
D
Telework
has
played
a
huge
role
in
the
Recruitment
and
selection
of
those
positions
that
have
the
capability
to
work.
A
hybrid
telework
schedule,
Career
Development
plans,
as
Christie
mentioned,
have
been
a
great
tool
for
employee
engagement,
allowing
employees
to
have
a
road
map
and
action
plan
to
grow
personally
and
professionally.
D
I
also
want
to
take
the
opportunity
to
briefly
discuss
our
summer
paid
internship
program.
We
had
19
college
students
that
participated
in
the
2022
summer
internship
program
during
the
10-week
program.
Students
worked
in
several
County
departments
and
they
utilized
their
academic,
Knowledge
and
Skills
with
the
opportunity
to
gain
real
world
real
world
experience
in
public
service.
D
D
Keeping
our
employees
satisfied
doesn't
just
include
the
county,
but
also
includes
partnering
with
schools.
This
chart
shows
our
current
joint
efforts
and
where
the
county
and
schools
are
currently
aligned.
Also,
we
have
identified
future
opportunities
to
seek
alignment
across
both
entities.
We
look
forward
to
the
continued
partnership
in
collaboration
with
schools.
D
For
fiscal
year
22,
the
County
traditional
turnover
rate
is
13.5
percent,
which
is
an
increase
from
11.4
percent
for
fiscal
year.
21.
traditional
turnover
includes
all
separations.
Both
voluntary
and
involuntary
the
actual
turnover
rate
which
excludes
probationary
and
retirement
separations,
is
7.6
percent,
which
is
an
increase
from
six
percent
in
fiscal
year.
21.,
the
voluntary
turnover
rate
is
9.5
percent,
that
was
an
increase
from
7
from
fiscal
year.
21.
D
D
D
D
D
Although
the
Millennials
have
the
highest
number
of
separations,
this
is
not
alarming,
as
the
Millennials
age
bracket
is
25
to
45
years.
Old
individuals
in
this
age
range
are
either
in
the
early
stages
of
their
careers
and
seeking
the
right
job
fit,
or
they
are
in
the
mid-career
stage.
In
seeking
advancement
opportunities.
D
D
So
this
chart
displays
a
five-year
Workforce
demographics
Trend,
which
shows
continued
positive
growth
and
the
number
of
full-time
minority
employees
in
the
workforce.
For
fiscal
year
22
we
had
the
largest
increase
in
full-time
minorities
joining
our
Workforce
over
this
five-year
Trend,
and
we
believe
this
is
due
to
our
diversity
and
inclusion.
Efforts
and
community
outreach.
C
So
we've
summarized
for
you
today
a
number
of
facts
and
figures,
along
with
many
successes
related
to
the
workforce.
We
also
discussed
some
opportunities
for
improvement
and
we
are
committed
to
working
on
those
it's
important
to
mention
that
over
the
past
two
years,
when
employers
faced
uncertainties
with
their
workforces,
County
Employees
ranked
Chesterfield
County
government
as
a
top
workplace
in
the
Richmond
region
and
nationally,
as
noted
through
employee
surveys
administered
by
independent
third
parties.
C
This
slide
shows
you,
the
four
National
top
workplace
Awards
and
the
Richmond
region
top
workplace
award
earned
by
the
county
since
2021.,
and
while
we
are
grateful
to
have
received
these
prestigious
Awards,
the
fact
that
our
employees
enjoy
where
they
work
is
really
the
greatest
honor
Employee
Engagement
is
not
just
the
business
of
the
HR
department.
Human
Resources
is
a
team
sport
and
we
must
all
work
together
to
recruit
and
retain
a
high
performing
Workforce.
This
slide
shows
you
the
county,
administrator's
priorities
as
related
to
our
Workforce.
During
this
presentation,
we've
shared
the
various
initiatives.
C
Our
efforts
to
help
grow
that
next
generation
of
workers,
through
our
engagement
with
students
in
our
schools,
College
internships,
job
shadowing
fellowships
and
part-time
employment
opportunities,
of
course,
our
Public
Safety
and
teacher
pay
plans.
And,
lastly,
our
joint
County
Schools
pay
study
that
benefited.
So
many
of
our
unsung
heroes
and
speaking
of
our
pay
studies
tonight
on
your
consent
agenda,
there
is
an
agenda
item
to
approve
a
third
amendment
to
the
county
administrator's
contract.
C
C
C
B
This
sounds
like
a
little
thing,
but
it's
such
a
big
thing
for
people
if
they
can
start
having
health
care
right
when
they
walk
in
to
work
and
I.
Just
I
think
that
is
the
best
idea
and
you
know
scratching
my
head
wondering
why
we
didn't
do
that.
You
know
10
years
ago,
but
anyway,
we're
doing
it
now
and
and
we're
going
to
differentiate
ourselves
in
the
workplace.
The
other
thing,
I,
think,
is
a
challenge,
and
that
is
getting
our
our
County
and
schools.
B
Calendar
for
vacation
and
holidays
to
be
in
sync
and
I
know.
That's
something.
We've
talked
about
for
many
years
and
I'm
I'm.
Not
you
know
not
certain
what
the
I
know.
We've
had
a
little
bit
of
progress
but
I'm.
Hopefully
we
will
we'll
get
the
rest
rest
of
that
done
in
the
next
year
and
and
finally
have
everybody
on
the
same
page
when
it
comes
to
vacation
time.
B
E
E
Right
back
down,
you
know,
yeah,
they
do
a
great
job.
One
of
the
things
that
stood
out
for
me
in
a
report
had
to
do
with
the
leave
Banks
and
the
fact
that
we
have
employees
that
are
having
trouble
actually
utilizing
a
leave
in
a
timely
fashion
and
a
lot
of
that,
at
least
from
my
indication
that
talking
with
Public
Safety
has
to
do
with
the
fact
that
minimum
Staffing
trying
to
meet
minimum
Staffing,
especially
in
the
fire
department,
police
department
and
so
I,
would
hope
that
we
can.
E
You
know,
with
the
new
hires,
get
our
staffing
levels
up
so
that
we
can
make
sure
that
our
employees
get
their
time
off.
But
I
would
ask
that
you
know
certainly
all
of
our
leadership
teams
work
together
with
the
employees
to
make
sure
that
they
can
get
the
time
off,
because
the
one
thing
we're
not
making
more
of
his
time
and
one
of
the
best
things
we
can
do
to
help
manage
our
employees,
especially
with
mental
health,
is
for
them
to
have
time
away
from
work.
E
I
mean
everybody
loves
your
job,
but
they
also
like
spending
time
with
their
family
and
perhaps
other
recreational
activities
so
and
I
think
that's
something
we
need
to
keep
an
eye
on
in
the
future,
because
what
I
would
hate
to
see
is
to
have
employees
lose
leave
because
they
couldn't
get
an
opportunity
to
take
it,
because
we
couldn't
work
Staffing
out.
So
I
look
forward
to
keeping
an
eye
on
that.
Thank.
C
B
F
C
F
G
C
Actually
there
is,
we
are
working
on
it.
This
was
a
first
start.
What
we
did
over
in
the
community
development
building.
We
we
do
I,
don't
know
that
we'll
be
able
to
do
exactly
what
we
have
for
the
public
safety
employees.
They
do
have
very
specialized
equipment
and
and
processes
protocols.
But,
yes,
the
goal
is
to
grow
our
Center,
bigger
and
better.
It
was
a
good
first
start
and
we
have
actually
allocated
some
funding
to
help
us
grow
that
Center.
Yes,
sir.