Mendocino County Grand Jury
• 2012-2013
Human Resources – a Department in Need of Attention a County in Need of a Sustainable Workforce March 20, 2013
⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 4 findings
F1
Mendocino County senior administrative management has not effectively focused on the HR department’s organizational needs, resulting in the inability to retain a qualified department head. 5
Related Recommendations (1)
R1
The CEO and BOS allocate budget and staff to design and implement recruiting and training/staff development functions within the HR department. Summaries of progress should be reported to the BOS in the CEO’s report. (F1)
F2
Not all departments use the same budgeting premises for training which has led to lack of transparency and accuracy of the training budget and training activities.
Related Recommendations (1)
R2
The CEO and BOS create a line item in the budget and fund the initiation of the leadership development and succession planning program. (F2)
F3
The HR department does not perform long term planning of recruitment and staff development to the detriment of building a sustainable workforce.
Related Recommendations (1)
R3
The CEO and BOS officially request in next year’s budget instructions that training budgets across the County be zero based and non-fungible. (F3)
F4
HR recruitment is currently governed by either the Civil Service System or the Merit System Services which increases hiring complexity and extends recruiting time.
Related Recommendations (1)
R4
The CEO issue a letter of instruction to the new HR department head to initiate a feasibility study on streamlining the two recruiting systems into a single compliant system. (F4)