⚠️ Aviso de traducción: Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 8 findings
F1
The County has historically set pay levels below the median of other counties, based on compensation studies; as of April 19, 2022, they have adjusted this upward to meet the median.
Related Recommendations (1)
R1
The Board of Supervisors should direct the Chief Administrative Officer to provide an annual recommendation to maintain, at a minimum, pay levels in the County at the calculated median total compensation, based on comparative analysis.
F2
The comparative compensation levels determined by the County include other California counties and the State of California, but do not include local private industry.
Related Recommendations (1)
R2
The Board of Supervisors should ensure that future compensation studies include pay levels only from Sacramento and Placer Counties and, where appropriate, similar classifications in local private industries.
F3
Many employees see the County as a place to develop their skills and then leave for higher-paying positions in other counties or private industry, resulting in the County paying for training for which it does not receive the ongoing benefit.
Related Recommendations (1)
R3
The Board of Supervisors should direct staff to develop and implement policies that focus on employee retention as a priority within one year of the date of issue of this report.
F4
The County does not have knowledge of the cost of hiring a new individual, including the recruitment process, County training, and learning the role, duties, and responsibilities.
Related Recommendations (1)
R4
The Board of Supervisors should commission a study into the true cost of recruiting and training new hires within one year of the date of issue of this report.
F5
Due to the length of time required to complete the recruitment process, departments have lost potential candidates.
Related Recommendations (1)
R5
The Human Resources Department should maintain ongoing lists of potential candidates for all positions to decrease time to bring in new employees and keep the application process for lower-level positions open on a continuous basis, of the date of issue of this report.
F6
If there are not enough acceptable applicants for a position, the hiring department and the Human Resources Department can rewrite the specifications and advertise a revised position listing to attract more potential recruits.
Related Recommendations (1)
R6
The Human Resources Department, in conjunction with County departments, should review that job descriptions are written to the lowest possible level for the position (especially recurring) to ensure the largest selection for that role, completed of the date of issue of this report.
F7
With the pandemic, the County is attempting to become more telework-friendly by allowing certain staff to work from home. This tends to be on a hybrid schedule, as determined by an employee’s manager.
Related Recommendations (1)
R7
The Chief Administrative Officer, in conjunction with the Human Resources Department, should expand the option of the hybrid telework model to as many positions as are practical of the date of issue of this report.
F8
Many managers expressed that there is a lack of morale among staff due to low staffing levels contributing to burnout and more staff attrition.
Related Recommendations (1)
R8
The Board of Supervisors should direct the Human Resources Department and elected department heads to implement a program to foster teamwork and morale-building throughout the organization of the date of issue of this report.
No Responses Found 2
Government entities assigned to respond to this report. No response documents have been linked in our database.
County of El Dorado
Agency
El Dorado County Board of Supervisors
Elected County Office