Ventura County Hiring Processes

The County’s 28 agencies and departments are so highly diverse that managing their multifaceted human resources responsibilities is extremely complicated and demanding. (FA-04, FA-06, FA-07, FA-09, FA-10, FA-11, FA-12, FA-14, FA-15, FA-16)

The County’s HRD is well structured and organized to carry out its complex recruiting/hiring functions. (FA-06, FA-07, FA-08, FA-09, FA- 10, FA-11, FA-12, FA-13, FA-14, FA-15, FA-16, FA-17, FA-18, FA-19, FA-20, FA-21) 12 Ventura County Hiring Processes

The County has sufficient and effective policies and procedures in place to prevent noticeable favoritism and nepotism in the recruiting and hiring of employees. Therefore, the County appears to be protected against such events as the nepotism-related exam cheating reported by the Los Angeles Times about the Los Angeles County Fire Department in fall 2014. (FA-13, FA-14, FA-23, FA-24, FA-25, FA-26, FA-28, FA-30)

The County’s posted HR information is clear and complete, especially regarding the application and testing procedures, with helpful instructions and test-taking advice for new applicants. (FA-06, FA-22)

The County’s structured and consistent hiring process is intended to avoid the fact and appearance of any bias, thereby tending to preclude legal actions based on alleged discrimination. Sometimes, however, such a tightly structured process results in bypassing well-qualified candidates. This clearly happens in Fire Department lotteries, and it can also occur if minimum qualifications are very narrowly worded (see FI-06). (FA-05, FA-06, FA-13, FA-14, FA-22, FA-23, FA-24, FA- 25, FA-26, FA-27, FA-28)

Establishing minimum qualifications is a critical step in the recruiting/hiring process, because an entity’s satellite HR staff or its central HR analyst will use these qualifications to cull ineligible candidates from all the applications received. Hiring authorities and other SMEs do not review applications until a candidate is a finalist. In preparing job descriptions, which include minimum qualifications, hiring authorities are often asked to list qualifications of the “ideal” candidate as opposed to the “acceptable” candidate. If these qualifications are not carefully worded, viable candidates may be excluded. Some potentially good hires do not get through the application-screening step because qualifications are too narrowly expressed. For example: “Must have Lean Six Sigma experience” could exclude applicants with similar “Quality Circles” experience; “Must have public-sector management experience” could eliminate excellent managers from the private sector. Such equivalent or supplemental experience is not considered if core qualifications are not met. (FA-14, FA-21)

Other rules intended to prevent bias mandate that the same person cannot take part in more than one of three crucial steps: helping to prepare the oral exam, rating the oral exam, or serving on the hiring- interview panel. This can mean that the person who knows the job best—often the one who has been performing it—has very limited input. Especially for technical/specialized positions, such restricted participation by the key SME may constitute a major challenge to hiring the best candidate. (FA-05, FA-06, FA-14, FA-23) Ventura County Hiring Processes 13

The HRD has committed to continuous process improvement and “Service Excellence.” The County’s Strategic Plan reflects this commitment. Some HR analysts and managers have taken Lean Six Sigma courses and applied the process to recruitment and hiring with impressive success. (FA-31, FA-32, FA-33, FA-34)

Limited public knowledge of available student-worker positions gives a possible advantage to those who manage to become aware of them. Over time student workers can acquire on-the-job training, agency contacts who can be used as references, and knowledge of the hiring process. This can benefit them when applying for future posted positions. (FA-29) Recommendations

Nine County agencies/departments contain decentralized (satellite) HR departments with at least one full-time, dedicated HR employee:  Department of Child Support Services  District Attorney 4 Ventura County Hiring Processes  Fire Protection District  General Services Agency  Human Services Agency  Information Technology Services  Public Defender  Resource Management Agency  Sheriff’s Department

A central HR analyst, assigned to each County entity, assists with its HR activities, whether the entity has a full satellite HR department or a single individual—such as an administrative assistant—whose responsibilities may include handling some HR-related tasks. Central HR analysts perform many functions for their designated agencies/departments. In addition to recruitment or recruitment oversight, they also determine job classifications (e.g., Engineering Manager I–III, Legal Management Assistant I–IV) and compensation ranges; screen applications for completeness and minimum qualifications; and advise hiring authorities on compliance with Civil Service rules and MOAs with unions. They collaborate on questions to be included in competitive exams and interviews. They give final approval of the competitive test(s) selected. They arrange for basic background checks, although certain agencies (e.g., Fire Department, Sheriff’s Office) do additional checks on their own. Central HR analysts are usually assigned to assist a number of agencies/departments at a time; assignments are periodically rotated as a way to spread experience. In addition to recruiting/hiring functions, HR analysts provide personnel training and benefits services, oversee the Employee Assistance Program, and carry out special projects, with some tasks in the areas of labor relations and discipline.

A total of 44 employees work in the nine decentralized HR departments. Central HR analysts play a significant role in the personnel functions of all County agencies/departments; however, the nine decentralized HR departments have a good deal of independent authority. For example, they may choose to personally review applications or automate the review—a decision that frequently depends on the number of applications. They consult with the hiring authority on what kinds of tests to administer (e.g., oral, written, skills) and may choose to develop their own questions working with SMEs, use a test from the HR test bank, or rent a test from an outside vendor—although their central analyst gives final approval of the test(s) selected. Ventura County Hiring Processes 5

A source from outside central HR said, in effect, that the recruiting and hiring process is designed to be structured and consistent and has so many reviews, the public can trust the process.

Major steps in the County’s open recruiting and hiring process are given below. (They are not always performed in this order.)  The hiring authority and hiring supervisor (if different) review and/or write a job description. They confer with their assigned central HR analyst to do a job-specific analysis and establish minimum qualifications (also called “employment standards”). SMEs from the hiring department and elsewhere often help with these initial steps, especially if the position to be filled is a technical one. This procedure is usually done each time a position becomes vacant, unless there have been no significant changes. Some minimum qualifications may be set by outside agencies, e.g., the DNA Advisory Board sets standards for laboratory technical leaders.  The hiring agency/department submits a position requisition to central HR.  The position posting is entered on the County’s “Employment Opportunities” webpage, which uses NeoGov personnel software to allow hiring authorities and applicants to track the steps of the process. Hard-copy lists of job opportunities are available at the HRD lobby desk in the County Hall of Administration and at other agencies Countywide. Open recruitments may be advertised in newspapers and/or professional journals as well.  The length of time applications are accepted varies. Some recruitments may be open for only one or two days due to a consistently high volume of applications; in that case, deadlines are posted with job descriptions and application instructions. Some recruitments are “continuous,” meaning they may close at any time the number of applicants is deemed sufficient. Specialized satellite recruitments—for example, for a clinical lab analyst—can go on for a year or more. An average recruitment is about two weeks.  The hiring unit’s central HR analyst or its own satellite HR department conducts a thorough application screening, checking for completeness and a match with the approved minimum qualifications. The screening includes a review of requested evidence such as a diploma, license, or typing certificate.  Hiring authorities working with HR analysts decide on a competitive examination or examinations, which may be oral, written, physical, and/or skills based/practical. These exams may be produced in house with input from SMEs or acquired by renting or purchasing them from companies recognized as SMEs. They are generic, knowledge-based exams administered by central or 6 Ventura County Hiring Processes satellite HR to applicants who successfully complete application screening. To pass the exam(s), a score of 70% or higher is required on each part. [Ref-06]  For an oral examination, HR designates a rating panel. Panel members must be in the same or higher earning classification as the position being filled. An SME for the panel may be drawn from the department’s own members (with approval of the hiring authority). SMEs may also be drawn from a County agency in a related field, former managers/directors of the hiring department/ agency, or other resources.  The panel conducts the oral examination using prepared questions approved by the designated central HR analyst. Candidates receive ratings based on a detailed standard grid.  Central HR generates an “eligible list” of those who pass the screening and competitive exam(s). Candidates’ placement, or “ranking,” on the list is based on their final examination score(s). Permanent regular County employees get five points added to their final score; military veterans get similar preference points. No more than five preference points are given to any one person.  HR provides the hiring authority with the names of all applicants (minimum of three) in the highest ranking. If the hiring authority rejects these candidates, with suitable justification, she or he is offered the names of those who are in the next-highest ranking, and so on.  A second panel—the hiring (or selection) panel, which includes nondepartmental members—holds a hiring interview for the finalists. This interview is more open ended and conversational than the oral exam.  The hiring agency/department is responsible for checking the candidates’ professional references.  The hiring panel makes the final decision on whom to hire and informs HR in writing of the reasons for selecting that candidate and not others who were interviewed.  After a candidate is selected, the unit’s HR analyst arranges for a routine background check.  New hires enter a probationary period with a performance review scheduled after six months or a year.  Candidates not selected remain on an eligible list, usually for six months to one year. [Ref-05, Ref-06, Ref-09, Ref-11] (Att-01)

Central HR maintains ongoing eligible lists for different types of applicants who have already been “certified”—gone through Ventura County Hiring Processes 7 application screening and competitive testing. These eligible lists are made available to the hiring agency/department as another source of candidates. [Ref-05, Ref-06] (Att-01)

Since the County favors internal recruiting, HR seeks interested people in other County agencies/departments who have “equivalent” (transferrable) skills and abilities. Even with strong internal candidates, however, central HR or a satellite HR department might elect to do an open recruitment to expand the candidate pool. [Ref-06]

Standardized positions, e.g., administrative assistants, automatically go through internal Countywide recruitment, which includes being certified. [Ref-06] (Att-01)

Promotional recruitments for positions that require specialized skills only useful to certain agencies/departments are selected by agency/ department recruitment and/or Countywide recruitment. Applicants for these positions generally go through all the steps listed in FA-14. [Ref-06] (Att-01)

A position may also be filled by transfer (or “lateral transfer”). The Personnel Rules and Regulations adopted by County supervisors define “transfer” as “a change from one public agency to another or from one department to another in the same or similar classifications. It is also a change from one class to a similar class within a department or agency.” [Ref-06] (Att-01)

For lateral transfers and promotional recruitments, a candidate’s past job performance may be considered, along with documented job- related life experience and continuing education. Applicants may be asked to bring their last three performance reviews, though not all positions or departments require this. [Ref-06]

The hiring authority typically serves as the “point person” for the recruiting/hiring process: writing or cowriting the job description, specifying minimum qualifications, suggesting raters for the first interview, reviewing applications of certified candidates, taking part in the final hiring interview, and jointly making the final selection.

The County’s HR website includes full instructions, test-taking advice for new applicants, an HR number to call for application materials or answers to recruitment questions, and a toll-free applicant support phoneline for problems that may arise while filling out an online application. Applicants may review the status of their submitted application(s) at any time by visiting the GovernmentJobs.com website. [Ref-09, Ref-11]

The HRD, following policies in the Personnel Rules and Regulations, places great emphasis on avoiding conflict of interest and keeping the recruiting/hiring/promoting process as fair and unbiased as possible. Examples: 8 Ventura County Hiring Processes  The articles of the Personnel Rules and Regulations covering recruitment, application, and testing all contain sections on nondiscrimination. [Ref-06]  Central HR analysts coach interview-panel members on “the 10 no- no’s” of questions—no asking about age, sexual preference, ancestry, or anything else not related to the ability to perform a specific job function.  No one who assists in preparing examination questions may also serve as a scorer/rater for that examination. This is intended to ensure that test preparers do not write questions that will be beneficial or detrimental to any particular candidate. [Ref-06]  All oral examinations use the same preapproved questions and the same rating grid. Panel members are instructed not to answer questions from candidates nor to ask additional questions, since this could give one candidate a chance to excel or fall short that other candidates would not have.  No more than one employee from the hiring agency/department may participate as a rater in an oral examination. This is intended to guard against bias that might stem from a shared work culture. [Ref-06]  The same person (e.g., the hiring authority or an SME) cannot serve on both the oral exam and the hiring interview panels. This gives candidates a greater chance of different perspectives and less chance of having one person’s opinion dominate the selection process. [Ref-06]  No interview panel member can be a relative of the person being interviewed. Friends and close acquaintances are asked to recuse themselves.  No appointing authority can hire or supervise (directly or indirectly) a member of her/his immediate family. [Ref-06]  Applicants for entry-level positions in the Fire Department are so numerous (up to 3,000 in a recruitment for one academy class), a lottery system is used to ensure that opportunities are spread equally through the candidate pool—even though this inevitably bypasses some of those who might make equally good or better hires than those selected.  Women and diverse cultural groups are not given additional points on eligible lists, which would be equivalent to Affirmative Action. (Affirmative Action was outlawed by the State in 1996.) Instead, the County prepares, approves, posts online, and implements an Equal Employment Opportunity Plan. The current plan covers 2014- 2016. [Ref-12, Ref-13, Ref-14, Ref-15, Ref-16, Ref-17, Ref-18, Ref-19] Ventura County Hiring Processes 9 Positions with the Ventura County Fire Department (VCFD) are so coveted that as many as 3,000 applicants may apply each time a recruitment is posted. (Photo courtesy of VCFD)

The County makes frequent outreach efforts to recruit women and cultural groups that reflect the makeup of the County’s residents. In the Employee Section of the County’s Strategic Plan, Objective 4 states: “Identify areas of underrepresentation of people of color and women and outline the action steps necessary to increase their representation in those areas where they are significantly under- represented.” Objective 5 reads: “Assess the County’s advertising strategy to ensure that all avenues for reaching diverse communities are utilized.” [Ref-06, Ref-12, Ref-13, Ref-14, Ref-15, Ref-16, Ref- 18, Ref-19]

Central HR analysts advise against nepotism, though no regulations prohibit County employees from hiring a relative of another County employee. All the investigation’s sources agreed that nepotism is not a significant factor in the County. [Ref-06, Ref-20, Ref-21]

When a cultural group protested about County at-will applicants not being given examinations, the County began to test them, even though doing so is not required.

Nationwide, the number of lawsuits based on alleged discrimination in employment, including recruiting and hiring, is escalating. “The 10 Ventura County Hiring Processes EEOC’s statistics about employment discrimination continue to demonstrate a three year trend of increased charge filing and litigation. Driven by the dismal economy, a bigger EEOC enforcement budget, and employee-friendly revisions to EEO laws, the employment discrimination lawsuit trend is expected to continue… U.S. Equal Employment Opportunity Commission (EEOC) statistics reveal that the highest number of employment discrimination charges in its 45 year history were filed in the fiscal year ending on September 30, 2010…[T]he average single claimant lawsuit results in defense costs of $250,000 and a jury verdict of $200,000. Other sources place the average verdict awards even higher, at nearly $900,000 in 2007, with the average settlement nearly $550,000….” Though the total of charges filed has dipped since 2010’s record, to 88,778 in 2014, the long-term trend is steadily upward. [Ref-18, Ref- 19, Ref-20, Ref-21]

One way for an entry-level job seeker to gain an edge on the competition is to be hired as a student worker. These positions are not posted nor advertised; students hear about them from a friend, relative, County employee, or college outreach programs conducted by individual agencies/departments.

The County has a Civil Service Commission with an established mission: “To protect the rights of civil service employees and to maintain the integrity of the Civil Service System by serving as an independent and impartial ruling body charged with conducting disciplinary appeal hearings and ruling on matters relating to unfair labor practices, discrimination complaints, examination appeals, and employee representation issues.” The Commission’s website includes an established procedure for complaints about examinations (oral or written), favoritism, denials of promotions, and so on. Complaint procedures are also spelled out in the County’s Personnel Rules and Regulations. [Ref-06, Ref-13]

Goals for the HRD, like other major County agencies/departments, are included and measured as part of the 2011–2016 Ventura County Strategic Plan, 2014 Update. Under the plan heading “County Workforce,” three goals are listed:  “Attract, hire, develop and retain an effective, diverse, professional, dedicated and responsive team of employees.”  “Empower employees at every level to provide county services with maximum effectiveness and efficiency.”  “Develop employees to become leaders who promote ethics, innovation, service, accountability and peak performance.” [Ref-14] Ventura County Hiring Processes 11

The HRD regularly shares “best practices” with other Human Resources professionals by participating in a Statewide coalition of HR personnel from all 58 counties, a Southern California HR professional group, and the California Public Employers Labor Relations Association (CALPELRA).

Lean Six Sigma methodology has been used intermittently on the County’s recruiting/hiring procedures. For example, a Kaizen event done for the requisition step in one County agency/department reduced process time from an average of 34 days down to 7 days.

Central HR’s goal is to conduct 80% of recruitments in under 35 days (from opening the recruitment to generating the preference list). At the time of this investigation, that figure stood at 92%. Public-safety positions (e.g., police officers, firefighters) take longer because of additional background checks. On Tuesday, April 21, 2015, the Board of Supervisors recognized 16 employees who have at least 25 years of service with the County. Years: Steven W. Buckley; Kathryn Connell; Rosemary Downs; Marisela Gonzalez; Estela Guillen; Corina Velasquez Lozano; Ana McCubbin; Hoang Meyer; Ellen Reed and Claudia Reyes. Years: Phil Garcia; Francisca Ocampo and Leticia Robinson. Years: Lydia A. Rillo Aguilar; Rosario Rodriguez and E. Christina Valenzuela. (County photo used by permission) F indings