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FINAL REPORT
City of Glendale
H UMAN R ESOURCES RECRUITMENT AND RETENTION INTERNAL AUDIT
June 11, 2025
Moss Adams LLP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206) 302-6500
Human Resources Recruitment and Retention Internal Audit Report
FOR INTERNAL USE OF CITY OF GLENDALE ONLY
Table of Contents
I. Executive Summary 1
A. Introduction 1
B. Statement of Compliance with Standards 1
C. Conclusions 1
II. Introduction 4
A. Introduction 4
B. Background 4
C. Scope and Methodology 4
D. Commendations 5
III. Findings and Recommendations 6
A. Overall Strategies 6
B. Recruitment 10
C. Retention 18
Appendix A: Definitions of Assessment Finding Rankings 27
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I. EXECUTIVE SUMMARY
A. INTRODUCTION
As a part of the fiscal year (FY) 2025 City of Glendale, Arizona (the City) internal audit program,
Moss Adams LLP (Moss Adams) conducted an internal audit of the Human Resources & Risk
Management Department’s (HR, the Department) recruitment and retention processes. This internal
audit aimed to identify improvements for the City’s processes related to employee recruitment and
retention to make it easier for departments to fill vacancies as well as keep and promote existing staff.
B. STATEMENT OF COMPLIANCE WITH STANDARDS
This engagement was performed in accordance with Standards for Consulting Services established
by the American Institute of Certified Public Accountants (AICPA). Accordingly, we provide no
opinion, attestation, or other form of assurance with respect to our work or the information upon which
our work is based. This engagement was also performed consistent with the guidance issued by the
Institute of Internal Auditor’s (IIA’s) Global Internal Audit Standards (GIAS). This report was
developed based on information gained from our interviews and analysis of sample documentation.
C. CONCLUSIONS
Five findings are ranked as medium-risk findings, and two findings are ranked as low-risk findings.
Our recommendations are intended to help the Department improve operational efficiency and
effectiveness. Refer to Appendix A for definitions of finding ratings.
FINDINGS AND RECOMMENDATIONS
Medium Risk Findings
1. Finding HR’s current performance measurement process is in development, and as a
result it lacks some metrics to effectively evaluate recruitment, as well as
workforce trends and representation.
Recommendations Continue to refine the performance measurement process to capture
progress toward the City’s recruitment and retention goals and enhance
overall HR effectiveness, including developing written methodologies for
performance measurement, automating data collection where possible,
and regularly reviewing and adjusting key performance indicators (KPIs)
when needed.
Consider additional KPIs relevant to workforce diversity to identify
potential disparities in recruitment and retention and promote continuous
improvement.
Consider additional KPIs relevant to temporary employees to provide
insights into the City’s reliance on temporary employees and identify
opportunities for improvement in workforce planning.
Adjust the time-to-fill metric methodology to align with industry standard,
monitoring from when the job position is posted to when the position is
accepted.
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FINDINGS AND RECOMMENDATIONS
2. Finding Limited staff capacity for recruitment results in the hiring process being slower
than desired, which can limit the effectiveness of recruitment efforts and
reduce the competitiveness of the City in tight labor markets.
Recommendations A. Conduct a workload study of the roles involved in recruitment to assess
the full scope of their duties and determine the impact of those duties on
their recruitment responsibilities and reallocate work based on study
results.
B. Continue to review how long it takes to complete the various steps in the
recruitment process to continue to identify and address specific areas that
may be contributing to delays, whether delays are occurring within HR or
within the hiring departments.
3. Finding The City has 53 temporary employees who have been employed for multiple
years and work 30 or more hours per week, suggesting the potential need for
regular status employees.
Recommendation A. Consult with departments regarding temporary employees employed over
two years to determine whether the temporary status is appropriate or a
regular status position is needed.
B. Establish a process that determines an appropriate length of time after
which a temporary employee’s department should be consulted, to ensure
the continued use of temporary positions remains appropriate and aligned
with organizational needs.
C. The Department should include metrics relating to the use of non-
seasonal temporary employees in its performance metrics reporting to
monitor the use of temporary employees over time.
4. Finding The City lacks cohesive succession planning strategies to address retirements
and turnover.
Recommendations A. Support departments in the development of employee succession plans,
strategies, and timelines for all key positions.
B. Periodically review data regarding employee retirements and other types
of separations to identify trends regarding turnover that can be used to
anticipate needs in the upcoming months or years.
5. Finding The Department lacks a well-developed employee development program that
empowers employees to plan and prepare for future growth and promotional
opportunities.
Recommendations A. Conduct a comprehensive review of current trainings and e-learning
resources to assess their effectiveness in supporting employee
development goals, identify any gaps, and develop strategies for
enhancing in-house training or sourcing external resources.
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FINDINGS AND RECOMMENDATIONS
B. In collaboration with department leaders, actively enhance the employee
development program by implementing Individual Development Plans
(IDPs) for all employees and establishing clear career ladders and career
paths, thereby providing tailored growth opportunities and a transparent
framework for advancement within the City.
Low Risk Findings
6. Finding Although HR provides resources to guide hiring managers through the
recruitment and hiring process, it does not provide formal training for hiring
managers. The resources provided to managers are primarily found on the
City’s intranet, which is not user-friendly, resulting in hiring managers not being
able to easily locate and use them.
Recommendation A. Continue to review current hiring manger resources to identify any gaps
and determine any additional resources needed to effectively support
hiring managers in recruitment processes.
B. Develop and implement a plan to centralize and enhance the accessibility
of recruitment resources on the City’s new intranet, ensuring that all hiring
managers can easily access the information they need.
C. Implement a formal training program for new hiring managers in which
hiring managers can ask questions and be guided through the entire
process at a high level, with references to available resources at each
stage.
7. Finding The Department’s onboarding process lacks a feedback mechanism, which
hinders HR’s ability to identify improvements to its orientation and the broader
onboarding of new hires.
Recommendations Develop and implement a structured onboarding survey for new hires and
relevant stakeholders to gather feedback on the onboarding experience and
identify areas for improvement.
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II. INTRODUCTION
A. INTRODUCTION
As a part of the fiscal year (FY) 2025 City of Glendale, Arizona (the City) internal audit program,
Moss Adams LLP (Moss Adams) conducted an internal audit of the Human Resources & Risk
Management Department’s (HR, the Department) recruitment and retention processes. This internal
audit aimed to identify improvements to the City’s processes related to employee recruitment and
retention to make it easier for departments to fill vacancies as well as keep and promote existing staff.
This internal audit was performed between February 2025 and May 2025.
B. BACKGROUND
The Department is comprised of 29 full-time equivalent (FTE) employees and four temporary
employees who serve the City’s approximately 2,370 employees across 23 departments. The
Department is divided into several functional divisions, including Benefits, Wellness Program, Risk
Management, Organization and Employee Development, Human Resources Information Systems
(HRIS), Classification and Compensation, and the HRBP program (which includes recruitment and
employee relations).
HR provides some of these services through its five Human Resources Business Partners (HRBPs)
which are part of a service delivery model that reimagines the role of human resources from a
traditional administrative function to a strategic partner, providing advice and strategic direction
around classification, compensation, employment services, employee development, employee
relations, and/or other related human resources services. The HRBP model is intended to enable a
deeper level of collaboration between the individual departments and HR representatives.
HRBPs, as well as an HR Analyst dedicated to recruitment, work closely with departmental hiring
managers throughout the recruitment process, and HR as a whole contributes to the success of
retaining employees through the provision of benefits, programs, and services. In order to support
operational success and best serve City employees and customer departments, the City requested
that Moss Adams, through the City’s internal audit program, conduct a review of the HR Department’s
recruitment and retention processes.
C. SCOPE AND METHODOLOGY
To obtain an understanding of current practices and assess performance of the City’s recruitment and
retention activities, we conducted the following procedures:
• Interviews: We conducted interviews with personnel in the HR Department involved in retention
and recruitment activities, as well as select hiring managers across the City.
• Document Review: We reviewed multiple documents, including but not limited to:
○ Staffing data
○ Policies and procedures relating to the HR function
○ Retirement and promotion statistics
○ Key performance metrics reports
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○ Exit interview data
○ Employee satisfaction survey results
○ Organization charts
• Industry Best Practice Research: We conducted industry best practice research from entities
such as the Society of Human Resources (SHRM) to help inform our recommendations.
We worked with HR staff and leadership to obtain the most currently available information and
insights.
D. COMMENDATIONS
Although the focus of this internal audit was to identify opportunities for improvement, it is important to
note the areas of commendable operations. The Department should be commended for the following:
• Investment in Feedback: The City is committed to continuous improvement, as evidenced
through its annual Employee Engagement Surveys. Department Directors identify the top five
categories of employee dissatisfaction on the Employee Engagement Survey each year and work
with HR to develop strategies to address major issues. This commitment shows dedication to
improvement and exemplifies Department and City-wide care for employee well-being.
• HRBP Model: The HRBP model is a best practice for HR Departments, enhancing collaboration,
expediting decision-making, and ensuring that HR is closely aligned with the individual business
needs of each department. Hiring Managers across the City described the model as effective and
HRBPs as responsive to department needs.
• Classification and Compensation: The City’s compensation philosophy is to be above market,
and there are plans to use the software PayScale to continue to ensure jobs are classified and
compensated appropriately. This commitment to staying competitive with industry standards,
regularly reviewing market data, and offering transparent salary structures exemplifies the City’s
dedication to both attracting and retaining top-tier talent.
• Low Employee Turnover: The Department has invested in many benefits that reduce turnover,
from actively working to ensure employees are compensated well to the provision of cost-saving
health benefits, and membership in the state retirement program. For the fiscal years reviewed0F1,
the City had an average turnover rate of 10.2%, with a descending trend – from a high of 13.1%
to the most recent at 6.9%.
We would like to thank Department staff and leadership for their willingness to assist with this project.
1 The period reviewed included fiscal years 2023, 2024, and through January 31 of fiscal year 2025.
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III. FINDINGS AND RECOMMENDATIONS
A. OVERALL STRATEGIES
Performance Metrics – Medium Risk Rating
1. Finding HR’s current performance measurement process is in development, and as a
result it lacks some metrics to effectively evaluate recruitment, as well as
workforce trends and representation.
Recommendation A. Continue to refine the performance measurement process to capture
progress toward the City’s recruitment and retention goals and enhance
overall HR effectiveness, including developing written methodologies for
performance measurement, automating data collection where possible,
and regularly reviewing and adjusting key performance indicators (KPIs)
when needed.
B. Consider additional KPIs relevant to workforce diversity to identify
potential disparities in recruitment and retention and promote continuous
improvement.
C. Consider additional KPIs relevant to temporary employees to provide
insights into the City’s reliance on temporary employees and identify
opportunities for improvement in workforce planning.
D. Adjust the time-to-fill metric methodology to align with industry standard,
monitoring from when the job position is posted to when the position is
accepted.
Criteria
HR agencies implementing performance management systems should establish structured processes
for tracking and reporting key workforce metrics, such as time-to-fill, retention rates, and employee
engagement indicators. Accurate and consistent data collection is critical to evaluating organizational
effectiveness, identifying operational inefficiencies, and supporting strategic decision-making.
Common HR performance metrics broadly cover new hires, training, safety, equity, and HR
performance according to SHRM.1F2 Best practices recommend standardizing metric definitions to
ensure comparability and reliability of results. Clear benchmarks and regular performance reporting
allow organizations to monitor progress over time, inform resource allocation decisions, and
demonstrate accountability to leadership, employees, and external stakeholders. Guidance from
SHRM emphasizes the importance of aligning HR performance metrics with organizational goals,
automating data collection through applicant tracking and HRIS systems, and incorporating trend
analysis to drive continuous improvement efforts.
2 https://www.shrm.org/topics-tools/tools/toolkits/benchmarking-hr-metrics
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Condition
In FY2024, HR began capturing KPIs, including percentages of highly engaged employees, days from
job posting to job fill, employee retention and turnover rates, and wellness portal engagement. Other
metrics including time-to-resolution of employee relations cases, employee satisfaction rates, and
customer satisfaction around Departmental communication, are in development.
The City does not measure KPIs related to diversity of its workforce which limits the ability to assess
workforce representation, monitor equitable hiring and promotion practices, and evaluate the
inclusivity of its organizational culture. In addition, the City does not measure KPIs related to
temporary employees, such as temporary employee promotion to FTE, number of temporary
employees by department, average length of service, and roles held, which would be helpful given
the City’s use of temporary employees to fill staffing needs (see the Temporary Employees section).
The table below shows common HR performance metrics the Department could consider in addition
to its existing metrics and the status of the City’s adoption based on its FY2024 KPI and Initiative
Report:
METRIC DEFINITION PURPOSE IS THE CITY TRACKING
THIS KPI?
Time-to-Hire Time from when the
candidate applies to the
time the candidate accepts
the offer.
Measures recruiting
efficiency and candidate
experience.
No
Time-to-Fill Time from when the job
requisition is opened to the
time when the candidate
accepts the job offer. This
number is calculated using
calendar days, including
weekends and holidays.
Measures recruiting cycle
speed and hiring
bottlenecks.
Yes
Attrition Percentage of employees
who leave the organization
(voluntarily or involuntarily)
over a set period.
Tracks workforce stability
and helps forecast staffing
needs.
Yes
Offer
Acceptance
Rate
Number of Offers Accepted
/ Total Offers Made
Measures competitiveness
of compensation, employer
brand, and recruiting
effectiveness.
No
First-Year
Turnover Rate
Percentage of employees
who leave within 12 months
of hire.
Evaluates onboarding
effectiveness and hiring
quality.
No
Cost per Hire (External Costs) + (Internal
Costs) / Total Number of
Hires in a Time Period.
Assesses efficiency of
recruitment process and
resource allocation.
No
Diversity Hiring
Rate
Percentage of hires from
underrepresented groups.
Measures progress toward
DEI hiring goals.
No
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Diversity
Representation
Percentage of workforce
from underrepresented
groups, broken down by
level (executive,
management, staff).
Tracks workforce diversity
and informs DEI strategies.
No
While the Department is tracking time-to-fill, which is an industry standard metric, the Department is
tracking the metric starting from when the job requisition is created internally, rather than from when it
is posted externally as that is the default tracking methodology configured in its recruitment system
(NEOGOV). Since NEOGOV does not automatically track the job posting date as the starting point for
time-to-fill, the Department’s ability to align this metric with widely accepted industry standards would
require additional (manual) tracking until automation is available. While tracking from creation can still
provide insights into internal administrative bottlenecks, measuring time-to-fill from the job posting
date to the date the candidate accepts the offer is more aligned with industry standards, and shifting
the measure would allow the Department to better evaluate the effectiveness of its recruitment
process and timeliness.
Cause
While HR has established some performance metrics, the Department’s performance measurement
process is still in development, and some metrics have not yet been developed. Additionally, as
previously noted, staff reported challenges measuring one of the Department’s key recruitment
metrics—time-to-fill—due to issues with the way NEOGOV tracks the measure. System limitations
within NEOGOV and other HR platforms could be limiting the adoption and consistent tracking of key
performance metrics. When systems are not configured to capture data points effectively, it becomes
difficult to evaluate recruitment and retention outcomes.
Effect
The lack of metrics related to diversity in the workforce restricts the Department’s ability to assess
workforce representation and monitor equitable hiring and promotion practices. This gap can prevent
the City from identifying disparities in recruitment and retention among underrepresented groups.
Implementing KPIs such as demographic representation across job levels, pay equity analyses, and
employee engagement surveys disaggregated by demographic groups, would provide valuable
insights into organizational equity, and inform targeted strategies for improvement.
Without time-to-fill data that captures the time from when an opening is posted to filled, the
Department cannot effectively evaluate the efficiency of its hiring processes. Additionally, the current
method for tracking this metric overstates the length of time it takes HR to fill a posting, which can
give the impression of poorer performance than reality. This also does not isolate the time the job is
on the market to determine whether there are opportunities to improve HR’s process during this time,
such as advertising of job description quality. This may result in prolonged vacancies, which can
hinder service delivery and operational effectiveness. Additionally, without understanding the reasons
behind delays in hiring, the Department may miss opportunities to streamline processes and improve
candidate experience.
Lastly, not tracking temporary employee metrics—such as promotion rates from temporary to full-time
positions, the number of temporary employees by department, and average length of service—limits
the Department's understanding of how effectively it utilizes temporary staffing to meet operational
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needs. As noted in the Temporary Employees section, tracking metrics in this area could provide
valuable insights to help the City assess its reliance on temporary employees and identify
opportunities for improvement in workforce planning.
Recommendations
The Department should continue to refine its performance measurement process to better capture
progress toward the City’s goals and enhance overall HR effectiveness. This should include the
following:
• Expand Performance Metrics: The Department should consider broadening the range of
tracked performance metrics to include temporary employee metrics and workforce diversity
metrics. Workforce diversity metrics may include KPIs such as those related to demographic
representation across job levels, pay equity analyses, and employee engagement surveys
disaggregated by demographic groups. These metrics will provide valuable insights into
workforce representation and help identify any potential disparities in recruitment and retention.
Temporary employee metrics may include metrics such as promotion rates from temporary to full-
time positions, the number of temporary employees by department, and average length of
service.
• Revise Time-to-Fill Tracking Method: To align with industry best practices, the Department
should revise its time-to-fill tracking methodology to start from the job posting date rather than the
creation of the job requisition. This adjustment will provide a more appropriate measure of the
recruitment cycle and help identify bottlenecks in the hiring process. While this may require
additional manual tracking until automation is available, it is essential for evaluating the
effectiveness of recruitment strategies and improving the candidate experience.
• Develop Written Methodologies for Performance Measures: The Department should create
comprehensive written methodologies for all performance measures and metrics monitored.
These methodologies should outline the sources of data, formulas used for calculations, and the
rationale behind each metric. This documentation will ensure consistency and clarity in how
metrics are defined and reported.
• Automate Data Collection: Once key performance metrics are defined, the Department should
work to configure HR systems to automatically capture the necessary data wherever possible.
Automating data collection will reduce the administrative burden on staff, enhance data accuracy,
and enable more consistent and strategic use of workforce metrics to inform decision-making.
• Regular Review and Adjustment of KPIs: Establish a regular review process for performance
metrics to ensure they remain relevant and aligned with the City’s evolving goals and priorities.
This review should involve input from stakeholders across the City to identify any new metrics
that may be necessary or adjustments needed to existing metrics.
By focusing on these recommendations, the Department can enhance its performance measurement
process, improve the effectiveness of its HR functions, and better support the City’s mission and
strategic priorities. This proactive approach will enable the Department to make informed decisions;
allocate resources effectively; and demonstrate accountability to leadership, employees, and external
stakeholders.
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MANAGEMENT RESPONSE
Management
Agreement Partially Concur
Owner Marie Bonell
Target Completion
Date December 31, 2025
Action Plan
HR will expand its performance metrics to address the recommendations above.
However, the feasibility of automating some metrics is still unknown and will
require further research. We also agree on the need for Standard Operating
Procedures (SOP) but do not support the development of comprehensive written
methodologies for all metrics, as our focus will be on key metrics where
consistency is essential.
B. RECRUITMENT
Recruitment Staff Capacity – Medium Risk Rating
2. Finding Limited staff capacity for recruitment results in the hiring process being slower
than desired, which can limit the effectiveness of recruitment efforts and
reduce the competitiveness of the City in tight labor markets.
Recommendation A. Conduct a workload study of the roles involved in recruitment to assess
the full scope of their duties and determine the impact of those duties on
their recruitment responsibilities and reallocate work based on study
results.
B. Continue to review how long it takes to complete the various steps in the
recruitment process to continue to identify and address specific areas that
may be contributing to delays, whether delays are occurring within HR or
within the hiring departments.
Criteria
Effective recruitment processes are designed to move efficiently from job posting to offer acceptance,
balancing thorough candidate evaluation with timely vacancy fillings. According to SHRM, time-to-fill
is a critical hiring metric that reflect an organization’s ability to attract and onboard qualified
candidates in a competitive timeframe. While ideal timeframes vary by industry, department, and role
complexity, SHRM benchmarks suggest the average time-to-fill in the government sector is 62 days
for non-executives and 70 days for executives.2F3
3 https://www.shrm.org/content/dam/en/shrm/research/benchmarking/Talent%20Access%20Report-SECTOR-
GOVERNMENT.pdf
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Best practices emphasize minimizing delays between key steps in the process, such as requisition
approval, job posting, screening, interviews, and final selection, through clear workflows, aligned
accountability between HR and hiring managers, and sufficient staffing capacity. Streamlined, timely
recruitment not only improves candidate experience but also enhances an organization’s ability to
secure top talent and maintain continuity in service delivery.
Condition
Hiring managers reported the current recruitment process at the City is slower than desired.
Recruitment is handled by departmental hiring managers in partnership with five HRBPs supported by
an HR analyst. The talent acquisition process moves between the hiring manger and HR from the
creation of the requisition to the filling of the role and the closing of the requisition. The hiring
department initiates and approves the requisition, then HR develops the recruitment plan and opens
the posting. Responsibility shifts back to the hiring manager to draft the interview questions and
select panel members. Hiring managers screen applicants against the minimum and preferred
qualifications and identify candidates for interviews. HR reviews and approves the interview list, and
the hiring manager notifies the candidates and schedules interviews. After interviews, hiring
managers submit documentation to HR and identify their choice for hire. HR reviews documentation
and issues the official offer letter to the selected candidate. Once offers are sent, hiring managers are
responsible for emailing rejections to the remaining applicants, and HR closes the requisition as filled.
Many interviewed hiring managers and HR staff mentioned that the recruitment process often stalls
as it moves between the two parties. Based on data provided by the City which shows the City’s
average time to fill each month, the average time to fill ranged from 73.8 to 103.7 days throughout the
year, which is higher than the benchmark mentioned above (62-70 days). As noted in Performance
Metrics, the method of capturing this metric needs to be updated, but it is still a valuable indicator of
the Department’s efforts to streamline recruitment and improve efficiency. According to its KPI report
in 2024, the Department commendably achieved its 2024 KPI goal of reducing time-to-fill by 5%,
successfully decreasing average time-to-fill by 17%. However, despite these improvements, further
enhancements are still needed to align the recruitment process with industry standards and ensure
timely hiring of qualified candidates.
Cause
While delays can occur on either side of the process (HRBPs or hiring managers), limited HR
capacity—particularly when staff are balancing other responsibilities such as employee relations—
was frequently cited as a primary bottleneck, slowing the overall process. The City’s HRBPs are
generalists dedicated to multiple departments spanning from two large departments to six smaller
departments. In addition to running recruitments as needed, they have other responsibilities such as
employee relations, coordinating activities related to classification and compensation, and employee
development. While this is common in an HRBP model, staff reported that the workload of HRBPs
makes it difficult to sustain progress on recruitment efforts when employee relations issues arise.
There is an HR Analyst role responsible for all of the NEOGOV requisition approvals, direct hires, and
pre-employment testing tracking, as well as recruitment for Community Services, the City Attorney’s
Office, and Transportation Service Workers. This additional support expands HRBP recruitment
capacity. However, HRBPs assigned to other departments must balance recruitment responsibilities
alongside a wide range of operational and employee relations tasks. The recruitment process itself is
also inherently collaborative, requiring multiple back-and-forth interactions between HR and
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department hiring managers which, while necessary, introduces potential delays and administrative
burden.
Effect
As a result of limited HRBP and HR Analyst capacity, hiring timelines can be delayed. A prolonged
recruitment process can result in the loss of high-quality candidates who accept offers elsewhere
before the City completes its hiring steps. Delays can also negatively impact the candidate
experience, reduce the competitiveness of the City in tight labor markets, and place additional strain
on departments and existing staff who must cover vacant roles for extended periods. Staff noted
during interviews that delays sometimes result in candidates accepting other offers before the City is
able to schedule interviews. In addition to impacting recruitment, HRBPs have less time to focus on
strategic responsibilities, a core aspect of their job description.
Recommendations
The Department should conduct a workload study of roles involved in recruitment to assess whether
the current distribution of responsibilities, particularly related to employee relations, is creating
capacity constraints that slow down recruitment efforts. This analysis would help determine whether
the employee relations process itself is disproportionately impacting HR bandwidth, and whether the
root issue lies in overall staffing levels or in how work is allocated among team members. Findings
from the study could guide decisions about restructuring roles, reallocating tasks, or adding staff
where needed to support more efficient recruitment and broader strategic HR functions. Workload
analyses typically include the following steps:
• Identify Roles and Work Activities: In this case, the analysis will largely focus on the HRBPs
and the HR Analyst, though other roles may be included as needed to comprehensively assess
workload capacity in HR. Leadership should collaborate with these staff members to create a
comprehensive list of major activities they engage in, including recruitment tasks, employee
relations case management, classification and compensation coordination, and employee
development initiatives.
• Obtain Time Estimates for Workload Activities: Using a worksheet that lists each major
activity, HR staff should track their time over the course of two to four weeks. It can also be
helpful for staff to report the tasks they were unable to accomplish during the timeframe due to
bandwidth constraints, providing insight into the impact of workload on their ability to meet
responsibilities.
• Analyze Activities: Once tracked, the data can be aggregated to gain a sense of overall
workloads across the HR team, the time associated with specific tasks or case types, and any
activity gaps. This analysis will help identify areas where staff may be overburdened and where
processes may be inefficient.
• Take Action: After completing the analysis, the findings should provide actionable data about
areas of success, workload challenges, and staffing gaps. Leadership can then make informed
decisions regarding potential restructuring of roles, reallocating tasks, or adding staff to support
more efficient recruitment and broader strategic HR functions.
Although performing a workload analysis as outlined above provides information about potential
resource needs, it does not take the quality of work into consideration. As such, it should not be used
as a stand-alone metric, but rather part of a wider conversation around staff capacity and team
performance.
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HR should also continue to review how long it takes to complete the various steps in the recruitment
process to continue to identify and address specific areas that may be contributing to delays, whether
those delays are occurring in HR or within the hiring departments. Such insights are invaluable for
making targeted improvements that can streamline the overall process.
MANAGEMENT RESPONSE
Management
Agreement Partially Concur
Owner Marie Bonell
Target Completion
Date
Service standard goals target completion date: 7/20/2025
Second HR Analyst position target completion date: 7/1/2026 if approved as part
of an FY26 supplemental budget request or part of regular FY27 budget process
Action Plan
While we have not conducted a formal workload or job study, we are aware of the
current workload and key pressure points. To support more efficient operations,
we will collaborate with Organizational Performance through their LEAN process
efforts, alongside our HR Business Partners and HR Analyst, to establish service
standard goals. This approach will incorporate industry best practices aimed at
improving service delivery and overall effectiveness.
Temporary Employees – Medium Risk Rating
3. Finding The City has 53 temporary employees who have been employed for multiple
years and work 30 or more hours per week, suggesting the potential need for
regular status employees.
Recommendation A. Consult with departments regarding temporary employees employed over
two years to determine whether the temporary status is appropriate or a
regular status position is needed.
B. Establish a process that determines an appropriate length of time after
which a temporary employee’s department should be consulted, to ensure
the continued use of temporary positions remains appropriate and aligned
with organizational needs.
C. The Department should include metrics relating to the use of non-seasonal
temporary employees in its performance metrics reporting to monitor the
use of temporary employees over time.
Criteria
Temporary employees play a valuable role in supporting organizational flexibility, allowing cities to
respond quickly to short-term staffing needs, seasonal workload fluctuations, project-based
assignments, or backfilling for employees on leave. Temporary positions can help maintain service
levels without long-term budget commitments. These roles are generally limited in duration, typically
not exceeding one year, and are not intended to fulfill ongoing or critical organizational functions.
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Best practices recommend that temporary employees be used in situations where the need is clearly
time-bound or transitional. Permanent positions are preferred when roles are essential to core service
delivery, require long-term knowledge retention, or involve responsibilities that benefit from continuity,
staff investment, and institutional knowledge. Use of temporary roles to meet ongoing staffing needs
can lead to instability, operational inefficiencies, and reduced employee engagement.
While temporary hiring needs flexibility, its strategic use should be aligned with broader workforce
planning goals. In particular, the structure and volume of temporary positions can influence the City’s
ability to attract top talent, as candidates may prioritize roles that offer benefits, stability, and growth
potential.
Condition
The City currently employs 357 temporary employees across various departments. A majority
(approximately 57%) are concentrated within the Parks and Recreation Department, which is typical,
given the seasonal and programmatic nature of its operations. Subtracting the employees identified
as “seasonal,” 260 of them work on a temporary or as-needed basis. Of these employees, 53 (about
20%) work 30+ hours per week and support activities and operations in a variety of
functions/departments, such as Information Technology, Foothill Recreation Center, Civic Center,
Grants – Police Services, Economic Development, and Human Resources. These employees’ tenure
with the City ranges from 22 days to 8.59 years, the average being 1.97 years. The table below
shows the top 10 departments with the highest temporary employee numbers (excluding seasonal
employees) and their average years of employment.
DEPARTMENT CODE
DESCRIPTION
NUMBER OF TEMPORARY
EMPLOYEES
AVERAGE NUMBER OF
YEARS EMPLOYED
Event Staffing 51 7.56
Foothills Recreation Center 51 2.89
Recreation 40 2.10
Adult Center 12 5.75
Citywide Special Events 9 4.82
Civic Center 8 5.09
Court Administration 8 7.33
Library 6 2.74
Police Communications 5 2.19
Special Operations 5 2.54
Cause
According to HR staff, the City operates with a lean workforce, and the creation of any new positions
requires City Council approval. Temporary positions could be favored over FTE creation because
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they are easier to secure during the budget process than new FTEs; however, HR indicated that if it
believed a regular status employee was needed, it would request a regular status employee over a
temporary employee. HR does not monitor temporary employee tenure, as they are meant to be
transient by nature; therefore, the Department does not actively review how long temporary
employees remain in their positions.
Effect
The City’s use of temporary positions may be limiting its ability to attract and retain qualified
candidates. Temporary roles often do not offer the full range of benefits, provide job security, or clear
advancement pathways that many applicants seek, particularly in competitive job markets. As a
result, prospective candidates may opt for opportunities in other jurisdictions or sectors that provide
greater stability and long-term career potential. Long-term temporary roles also raise the question of
equity among workers performing the same or similar work but receiving different benefits and
opportunities.
Additionally, the extended use of temporary positions can create a perception of workforce instability
and may diminish the appeal of City employment overall. This can be particularly challenging for
departments with ongoing staffing needs, where the lack of permanent roles may hinder efforts to
build institutional knowledge, foster employee engagement, and sustain high performance. Overall,
long-term temporary staffing may increase turnover, reduce service continuity, and undermine the
City’s broader workforce development and equity goals.
Recommendations
HR should collaborate with departments that rely heavily on long-tenured temporary staff to assess
the nature of these roles, evaluate workload needs, and determine whether converting select
positions to regular status FTEs would better support service delivery and workforce stability. This
review process can also inform future staffing plans, helping ensure that temporary roles remain
aligned with their intended purpose, while permanent roles are allocated where continuity and
investment in employee development are needed.
HR should also determine an appropriate length of time after which a temporary employee’s
department should be consulted regarding the position. This threshold would not necessarily indicate
an issue, but would serve as an indicator to HR to review the roles and responsibilities of that worker
with department leadership to determine whether continued temporary status is appropriate.
Lastly, HR should strengthen oversight of temporary employment by tracking key metrics such as the
number of temporary employees by department, average length of service, and roles held. Particular
attention should be given to departments with temporary employees who have been in place for an
extended period beyond the threshold number of years.
MANAGEMENT RESPONSE
Management
Agreement Partially Concur
Owner Jim Brown
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Target Completion
Date July 1, 2026
Action Plan
While HR does not have authority over departmental personnel budgets or FTE
approvals, we will define what constitutes a long-term temporary employee and
collaborate with departments to review these roles. HR will provide
recommendations to department leadership as they navigate FTE requests
through the City’s budget process and will strengthen oversight by tracking key
metrics related to temporary employment.
Training for Hiring Managers – Low Risk Rating
4. Finding Although HR provides resources to guide hiring managers through the
recruitment and hiring process, it does not provide formal training for hiring
managers. The resources provided to managers are primarily found on the
City’s intranet, which is not user-friendly, resulting in hiring managers not being
able to easily locate and use them.
Recommendation A. Continue to review current hiring manger resources to identify any gaps
and determine any additional resources needed to effectively support
hiring managers in recruitment processes.
B. Develop and implement a plan to centralize and enhance the accessibility
of recruitment resources on the City’s new intranet, ensuring that all hiring
managers can easily access the information they need.
C. Implement a formal training program for new hiring managers in which
hiring managers can ask questions and be guided through the entire
process at a high level, with references to available resources at each
stage.
Criteria
Effective internal services like HR require that employees across the City, particularly those in
supervisory and managerial roles, receive comprehensive training tailored to their specific
responsibilities within the City. Training programs should encompass not only the technical aspects of
the recruitment process but also the organizational policies, procedures, and best practices that
govern internal services. In addition to training, it is crucial that departments have access to well-
organized resources and documentation that support their efforts. Departments should be equipped
with the knowledge and skills necessary to navigate relevant process efficiently, ensuring that all staff
understand their roles and responsibilities. This includes training on utilizing available resources, as
well as fostering collaboration with internal services staff to enhance support and streamline
processes. Ongoing training and support should be prioritized to reinforce learning, address emerging
challenges, and promote a culture of continuous improvement within the City.
Condition
With a workforce of 2,340 employees that includes 482 supervisory positions, any supervisor may be
called upon to manage aspects of the hiring process when a position becomes vacant. To support
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consistency and compliance, the City has developed the comprehensive Guide to the Talent
Acquisition Process (the Guide), which outlines each phase of the hiring process. The Guide includes
a flowchart that distinguishes the responsibilities of department hiring managers and HR/HRBPs, and
which form or system should be used for each activity. The Guide also provides detailed instructions
for the entire hiring process, including standard posting locations, examples of additional avenues to
reach the desired talent, and guidance on communicating with candidates who are not selected. The
Guide references templates and forms available for hiring manager use, both required and
recommended. In addition, the Guide references the City’s NEOGOV User Manual, which provides
step-by-step instructions as to how the hiring manager should navigate NEOGOV to execute the
required steps. HR also made a training video demonstrating use of NEOGOV that is available to
hiring managers.
Despite the availability of these materials, several hiring managers expressed confusion about
recruitment procedures and their specific responsibilities during the process. They indicated that they
were not aware of some resources and couldn’t always locate resources they were advised to seek
out. Some hiring managers discussed relying on assistance from other hiring managers to figure out
the process, missing the opportunity to leverage the expertise of HRBPs for more comprehensive
support. This approach not only bypasses the specialized knowledge and insights that HRBPs can
offer, but also introduces the risk of inconsistency and confusion in the process. Each hiring manager
might have a different understanding of the process and their role in it, leading to a more fragmented
recruitment process.
Cause
The primary cause of the confusion among hiring managers is likely the lack of formal training on the
recruitment process. While HR has developed a comprehensive set of documentation and resources
to support hiring managers in filling vacancies, the lack of structured training means that hiring
managers may not fully understand how to utilize these resources effectively. Although HRBPs are
available to provide guidance, hiring managers often do not feel adequately prepared to navigate the
recruitment process.
Furthermore, while resources related to hiring practices and procedures are available on the City’s
internal website, many users find this information difficult to locate. This accessibility issue may
contribute to ongoing confusion and frustration among hiring managers. HR indicated that the City is
in the process of developing a new intranet that aims to be more user-friendly, which could alleviate
some of these challenges.
Effect
Without formal training and easily accessible recruitment resources and documents, the usefulness of
available resources is significantly reduced. Despite the detail and robustness of the information
developed for the hiring managers, the documentation can’t support hiring managers in their tasks if
they can’t be easily located or accessed. The lack of training results in hiring managers feeling
unprepared and uncertain about the recruitment process. The resulting ongoing frustration felt by
hiring managers undermines HR’s effort to provide a comprehensive, streamlined, and structured
recruitment process.
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Recommendations
HR should review current hiring manger resources to determine how they can most effectively
support the hiring managers. Where gaps are identified, the Department should identify strategies to
develop additional in-house trainings to cover areas of confusion and/or ensure current resources are
made easily available to staff to address those areas.
HR should ensure that hiring managers have easy access to all resources available to understand
and perform their recruitment duties. This may be accomplished through a comprehensive webpage
with direct links to all resources. Minimizing difficulty in locating information, templates, and forms
would position HR to better support hiring managers during the recruitment process.
HR should also develop and implement a formal training program for new hiring managers. This
training should focus on the overall process and where resources can be located, ensuring that hiring
managers feel confident reaching out to their departmental HRBP with questions regarding their
responsibilities.
MANAGEMENT RESPONSE
Management
Agreement Concur
Owner Shannon Rodriguez-Yaeggi
Target Completion
Date January 1, 2026
Action Plan HR will continue to enhance a supervisory training program to include hiring and
onboarding resources for supervisors.
C. RETENTION
Onboarding Program – Low Risk Rating
5. Finding The Department’s onboarding process lacks a feedback mechanism, which
hinders HR’s ability to identify improvements to its orientation and the broader
onboarding of new hires.
Recommendation Develop and implement a structured onboarding survey for new hires and
relevant stakeholders to gather feedback on the onboarding experience and
identify areas for improvement.
Criteria
According to SHRM, a comprehensive onboarding program can help ensure that employees are set
up for success in their new roles.3F4 Preboarding, orientation, and new-hire surveys are three essential
4 https://www.shrm.org/topics-tools/topics/onboarding/process
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elements of onboarding. While there is no concrete rule as to what onboarding must be, it is important
to differentiate between orientation (usually a 1–2 day event) and onboarding, which includes
orientation but is a greater process of acclimating and integrating a new employee into the City.
• Preboarding: The preparation that begins from the acceptance of the job offer until the
employee’s first day. The goal of preboarding is to begin the development of a relationship
between the City and the incoming employee. That may occur through providing tours of their
new workspace(s), providing welcome/care packages with items like mugs or other items with the
City’s logo, or providing literature about the City.
• Orientation: A formal meeting to introduce the new employee to the City’s structure, mission,
and values; review the employee handbook; and introduce important policies. Orientation is also
an opportunity for the new employee to complete any required paperwork and ask general
questions.
• New-Hire Surveys: A key tool employers should use to evaluate their organization’s strategies
using a variety of metrics that are meaningful to the organization. SHRM recommends surveying
new hires during their first year to identify pain points. In addition, mentors/buddies of those new
hires should also be given surveys to identify what they believe needs improvement.
Condition
HR is responsible for obtaining and processing required documentation prior to the new hire’s start
date. In addition, HR provides new hires with a one-day orientation to the City, including its benefits,
and workplace culture. Orientations are held every other week and include sessions provided by Risk
Management and Information Technology (IT) in addition to HR.
The City’s Guide to the Talent Acquisition Process indicates that hiring managers should refer to the
Supervisor Central section of the City’s intranet for guidance on onboarding new hires. Much of the
onboarding is delegated to the departments, and HR provides checklists to direct supervisors as to
what processes need to be started in preparation for a new hire prior to their first day and in the first
few weeks of employment.
While under consideration, HR currently lacks an employee orientation/onboarding survey to identify
areas for improvement to better introduce and acclimate new employees. The City’s 2024–2025
employee satisfaction survey found that 35% of respondents were either dissatisfied with (13%) or
neutral to (22%) onboarding activities over the prior 12 months. While the employee engagement
survey assesses overall employee satisfaction, it does not specifically target new hires or their
onboarding experiences in more detail. In reviewing turnover of the 139 employees who voluntarily
left the City in under two years between FY2022 and FY2025, 105 (76%) of those separations were
resignations for other jobs in the public sector. Many of these separations fell within a timeframe that
could be considered the onboarding period, which can range from a couple of days to 12 months.4F5
Cause
As is true in the City, onboarding processes are often decentralized with much of the onus falling on
individual managers and departments. While HR is currently in the process of researching tools for
5 https://www.shrm.org/topics-tools/tools/onboarding
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conducting post-orientation surveys, this research has not been completed due to competing priorities
within the Department.
Effect
The lack of a structured onboarding survey means that HR cannot effectively identify areas for
improvement in the onboarding experience, which may contribute to the dissatisfaction expressed by
employees in the satisfaction survey. Additionally, without feedback, HR and departmental leaders
miss valuable insights that could enhance the onboarding process, which may contribute to higher
turnover rates among new hires. A post-onboarding survey would not only help assess the
effectiveness of orientation and onboarding activities, but also enable the identification of necessary
adjustments or resources needed to improve the overall experience for new employees. Ultimately,
enhancing the onboarding process can lead to increased employee engagement, retention, and
overall organizational effectiveness. As a sizable portion of the onboarding is provided by the
departments, a post-onboarding survey would also enable HR to identify where HR and City
departments could adjust to improve their internal orientation and onboarding activities.
Recommendations
The Department should implement a structured onboarding survey designed to gather feedback from
new hires and relevant stakeholders. This survey will provide valuable insights into the effectiveness
of the onboarding experience and help identify areas for improvement. The onboarding survey should
include questions that assess various aspects of the onboarding experience, such as:
• Clarity of the onboarding process and expectations
• Effectiveness of communication from HR and hiring managers
• Accessibility and usefulness of onboarding materials and resources
• Satisfaction with the orientation session and any training received
• Opportunities for social integration and relationship-building within the team
• Overall impressions of the onboarding experience and suggestions for improvement
It is best practice to include both quantitative (e.g., Likert scale ratings) and qualitative (open-ended)
questions to capture a comprehensive view of the new hire’s experience. Additional guidance on
administering an onboarding survey includes:
• Frequency of Administration: Ideally, the survey should be administered at two key points:
immediately after the onboarding process (within the first month of employment) to capture initial
impressions and feedback and at the end of the first year to assess long-term satisfaction and
retention factors. This two-phase approach would allow the Department to gather timely feedback
for immediate improvements and evaluate the onboarding experience over a longer period.
• Target Audience: The primary respondents should be new hires who have recently completed
the onboarding process. Additionally, consider surveying hiring managers and HRBPs to gain
insights into their perspectives on the onboarding experience and any challenges they observe.
• Administration Method: The survey can be administered electronically through a user-friendly
survey platform (e.g., SurveyMonkey, Google Forms) to ensure ease of access and completion
and to facilitate easier analysis of results. To encourage participation, HR should communicate
the purpose of the survey and emphasize that feedback will be used to enhance the onboarding
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experience. HR should consider sending reminders to complete the survey to maximize response
rates.
• Data Analysis and Reporting: After collecting survey responses for some time (e.g., one year),
begin analyzing the data to identify trends, strengths, and areas for improvement. HR should
prepare a summary report highlighting key findings and actionable recommendations. Results
should be shared with relevant stakeholders, including HR staff, hiring managers, and leadership,
to foster a culture of continuous improvement and accountability.
• Continuous Improvement: Feedback gathered from the surveys should be used to make
informed adjustments to the onboarding process. The survey content should be regularly
reviewed and updated to ensure it remains relevant and aligned with organizational goals and
employee needs.
By implementing an onboarding survey, the Department can gain critical insights into the
effectiveness of its onboarding practices, identify areas for enhancement, and ultimately improve the
overall experience for new hires. This proactive approach will support the City’s efforts to attract and
retain top talent while fostering a positive organizational culture.
MANAGEMENT RESPONSE
Management
Agreement Concur
Owner Marie Bonell, Shannon Rodriguez, and Anne Sullivan
Target Completion
Date January 1, 2026
Action Plan
HR will implement a survey at the conclusion of the new hire onboarding process;
and will monitor the completion of the new hire's probation period to evaluate the
overall quality of the hire using the performance evaluation rating.
Succession Planning – Medium Risk Rating
6. Finding The City lacks cohesive succession planning strategies to address retirements
and turnover.
Recommendation A. Support departments in the development of employee succession plans,
strategies, and timelines for all key positions.
B. Periodically review data regarding employee retirements and other types
of separations to identify trends regarding turnover that can be used to
anticipate needs in the upcoming months or years.
Criteria
Succession planning is essential for ensuring leadership continuity and talent development within an
organization. It involves identifying high-potential employees, enhancing employee retention through
a clear commitment to career development, and mitigating risks associated with the departure of key
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personnel. According to SHRM, organizations should proactively plan for potential retirements or
separations by implementing strategies such as training and development, cross-training, and
capturing critical knowledge from current employees. Effective succession planning not only prepares
an organization for unexpected departures, but also fosters a culture of growth and stability.
Condition
The City does not have a formal succession plan for its key positions. HR has not assembled and
analyzed data on employee eligibility for retirement, and succession planning guidance has not been
provided to departments. As is typical in any organization, departments typically do not hire
replacements in time for the incumbent to adequately train and transfer knowledge, as they become
aware of separation once the employee gives notice. To address positions with high turnover, some
departments post positions and interview candidates in advance of vacancies.
According to HR, each City department is responsible for developing its own succession plan and
identifying single points of failure, enabling a proactive approach to employee departures that cannot
always be predicted. However, while each department is responsible for these tasks, the lack of a
coordinated approach to succession planning at the City means that many departments may not have
adequately developed succession plans for key positions.
Between FY2022 and FY2025, there were 500 separations within the City. Eleven percent (53) of
those separations were retirements. Those retirees worked at the City for between 2.5 years and 43
years. The average tenure with the City before retirement was 20.7 years, indicating a significant loss
of institutional knowledge. Loss of institutional knowledge poses a risk to the City, as it can lead to
operational disruptions, hinder the transfer of critical skills and expertise, and negatively impact
service delivery, particularly if there are no established succession plans in place to ensure continuity.
Cause
While it makes sense that individual departments are responsible for developing their own succession
plans, HR currently does not take an active role in guiding or facilitating these efforts. Without HR
involvement, departments may not have the necessary resources or expertise to create effective
succession plans.
According to HR staff, HRBPs—who would be the employees most likely to have the access to
departments to anticipate upcoming retirements and separations—do not have the capacity to
oversee another ongoing activity in addition to current responsibilities. Departmental staff also
indicated that many of them would not have the ability to take time away from their day-to-day
obligations to work on a succession plan, even though everyone agreed that they need one.
Therefore, it is unclear to what extent the various departments have developed succession plans.
Effect
Without succession strategies for key positions, the City is at risk of losing the knowledge of staff that
turnover or retire, interrupting operations. Succession planning will continue to become increasingly
important as more and more Baby Boomers near retirement age. Departments typically do not have
the ability to hire replacements in time for the incumbent to adequately train and transfer knowledge.
A lack of consistent succession planning also means that HR is not monitoring its workforce’s
knowledge and skillset to ensure that it is providing the needed training for growth and promotion or
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hiring employees at the levels needed to maintain operations in the absence of key personnel. HR’s
involvement in these processes can help ensure that unexpected separations can be adequately
addressed internally.
Recommendations
On an ongoing basis, HR should analyze employee demographics to forecast potential retirements
and prioritize the development of succession strategies for those positions most likely to be impacted
by retirements. HR should monitor metrics relating to retirements to identify trends in separation and
cultivate communication with departments relative to expected and anticipated vacancies. Upcoming
needs should inform the employee trainings available.
HR should also partner with department heads to develop a strategy and timeline for the development
of succession plans for key positions, with priority placed on management, subject matter experts,
and divisions with a high volume of staff eligible for retirement or a history of higher-than-average
turnover. Succession strategies should address knowledge transfer, leadership development, and
technical training.
HR should prepare a template for succession plans, provide guidance and technical support, and
review departmental plans to ensure completeness and accountability. An effective succession
planning process should contain the following elements:
• Active executive involvement
• Integration with a City-wide strategic plan
• Process to identify essential positions and their critical competencies
• Procedure to identify, promote, and select high potential staff, along with plans for individual
career development
• Procedure to monitor individual development through coaching, mentoring, and performance
management
• Method to identify and fill gaps in succession (e.g., strengthen internal capabilities and/or recruit
from the outside)
• Regular review of each plan to ensure its effectiveness
• A procedure to review each essential position’s plan to ensure its effectiveness
• A project plan with clear milestones to guide implementation
It is important to note that identifying opportunities for promotions and individual career planning is
likely subject to the terms of labor agreements. However, succession plans should identify actionable
items that departments are able to complete to support operational stability.
MANAGEMENT RESPONSE
Management
Agreement Concur
Owner Jim Brown
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Target Completion
Date January 31, 2026
Action Plan HR will continue to collaborate with departments to create succession plans for
key positions, using a standardized template and timeline.
Training and Career Growth Opportunities – Medium Risk Rating
7. Finding The Department lacks a well-developed employee development program that
empowers employees to plan and prepare for future growth and promotional
opportunities.
Recommendation A. Conduct a comprehensive review of current trainings and e-learning
resources to assess their effectiveness in supporting employee
development goals, identify any gaps, and develop strategies for
enhancing in-house training or sourcing external resources.
B. In collaboration with department leaders, actively enhance the employee
development program by implementing Individual Development Plans
(IDPs) for all employees and establishing clear career ladders and career
paths, thereby providing tailored growth opportunities and a transparent
framework for advancement within the City.
Criteria
According to SHRM, employee development refers to training and related opportunities for employes
to gain new skills and competencies, a strategic tool for an organization’s continuing growth,
productivity, and ability to attract and retain valuable employees.5F6 Employees are more easily
retained in organizations where they feel valued and can see a long-term career path. Key
components of a training and development program include:
• Training: Organizations should offer a variety of training opportunities, including onboarding,
skills development, and supervisory training, to ensure employees are equipped to perform their
roles effectively and are prepared for future responsibilities.
• Career Paths: These tools provide employees with mechanisms to enhance their skills and
knowledge, leading to mastery of their current jobs, promotions, and transfers to new or different
positions. Implementing career pathways can improve overall morale, career satisfaction,
motivation, and productivity.
• IDPs: IDPs are essential for outlining an employee’s career goals and the corresponding learning
outcomes needed to achieve those goals. They should be tailored to align with the requirements
of each position and provide a roadmap for professional growth.
• Mentorship and Support: Establishing mentorship programs can facilitate knowledge transfer
and provide employees with guidance and support as they navigate their career paths.
6 https://shrm.org/topics-tools/tools/toolkits/developing-employees
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Condition
The Department oversees professional development for City employees. The City provides online
education through the NEOGOV Training Module, has a mentoring program, and has been looking
into job shadowing. Some departments also have apprenticeship programs.
While supervisory training has not been available in recent years, the department launched a
supervisor training in 2024. This program includes three courses designed for supervisors. HR
anticipates that the entire program will take approximately four years to complete, as there are nearly
500 supervisors in the City. Effective supervisory training is crucial for equipping leaders with the
skills and knowledge necessary to manage their teams effectively, foster employee engagement, and
ensure a positive work environment, ultimately contributing to the City’s overall success.
The City’s recent employee satisfaction survey found that 48% of employees were neutral or
dissatisfied with the available employee programs for organizational development and training, 38%
were neutral or dissatisfied with the professional development training offered through NEOGOV, and
44% of employees were neutral or dissatisfied with supervisory training programs.
While the new supervisory training series is a direct response to employee requests, these trainings
only benefit the development of a subset of the City’s workforce. City employees indicated that more
trainings are needed, in addition to those for supervisors. Furthermore, HR has not worked with
departments to create career ladders, career paths, or IDPs for employees, which limits an
employee’s ability to see clear pathways for advancement and growth within the City. Establishing
these tools provides employees with a sense of direction and purpose, enhancing job satisfaction and
encouraging retention by demonstrating the City’s commitment to professional development.
Cause
The City’s training program(s) were scaled back during the COVID-19 pandemic and have not yet
recovered. The Department is in the process of rolling out a supervisory training, and is considering
other training opportunities but has not yet developed a comprehensive plan to make its program
more robust and inclusive of the larger population.
Effect
According to SHRM, employees are generally more engaged when they believe that their employer is
concerned with their growth and provides avenues to reach individual career goals.6F7 The lack of
career direction and guidance may be contributing to ambivalence or dissatisfaction among a large
number of employees, leading to decreased morale and increased turnover. This disconnect can
result in the City losing valuable talent and institutional knowledge, which can hinder overall
organizational performance and service delivery. Furthermore, the inability to provide clear pathways
for advancement may deter potential candidates from seeking employment with the City, ultimately
impacting its ability to attract and retain top talent.
Recommendation
HR should review current trainings in development as well as e-trainings to determine whether they
are effectively supporting the City’s employee development goals. Where gaps are identified, HR
7 https://shrm.org/topics-tools/tools/toolkits/developing-employee-career-paths-ladders
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should identify strategies to either develop additional in-house trainings or identify external resources
that can be made available to staff. There should be a particular continued focus on building a robust
management development track that can equip new managers with the skills they need to be
successful in their leadership role.
HR should also work with department leaders to actively develop a more robust employee
development program by incorporating methods such as IDPs, career ladders, and career paths into
its current activities.
• Implementation of IDPs: HR should introduce IDPs for all employees, allowing them to articulate
their career aspirations and identify the skills and training necessary to achieve those goals. Each
IDP should be tailored to the individual’s current role and future ambitions and include specific
learning outcomes and timelines for achieving them. Regular check-ins between employees and
their supervisors should be established to discuss progress, provide feedback, and adjust
development goals as needed.
• Development of Career Ladders and Career Paths: HR should work with department leaders
across the City to create clear and structured career ladders and career paths for positions. This
initiative will provide employees with a transparent framework for advancement, detailing the
skills, competencies, and experiences required for each level. By establishing these pathways,
employees will have a clearer understanding of potential career trajectories, which can enhance
motivation and engagement. Additionally, HR should ensure that these career paths are
communicated effectively to all employees so that they are aware of the opportunities available to
them.
By focusing on improved training and career advancement, HR can foster a culture of growth and
development that not only supports individual employees in their career journeys, but also enhances
overall organizational effectiveness and retention.
MANAGEMENT RESPONSE
Management
Agreement Concur
Owner Shannon Rodrigues-Yaeggi
Target Completion
Date March 31, 2026
Action Plan
We will continue to review and enhance employee development programs. We
will collaborate with departments leaders to review appropriate career path
opportunities.
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APPENDIX A: DEFINITIONS OF ASSESSMENT
FINDING RANKINGS
We utilized the City’s IIAP risk rankings, presented below, and assigned rankings to our findings
based on our professional judgment. A qualitative assessment of high, medium, or low helps to
prioritize implementation of corrective action, as shown in the following table:
ASSESSMENT FINDING RANKING DEFINITIONS
HIGH
Findings with a high likelihood of causing significant negative impact (i.e., pose a
threat to achieving organizational objectives) if not promptly addressed.
Recommendations from high-risk findings should be implemented (preferably
within three months).
MEDIUM
Findings with a medium likelihood of causing negative impact if left unaddressed.
These should be prioritized for corrective action to improve performance.
Recommendations arising from medium-risk findings should be implemented in a
timely manner (preferably within six months), to address moderate risks and
strengthen or enhance efficiency.
LOW
Findings with a low likelihood of causing significant negative impact (i.e., pose a
threat to achieving organizational objectives) if not promptly addressed.
Recommendations arising from low-risk findings should be implemented within 12
months.
H
M
L