The mission of the Human Resources Department is to empower the human capital of Butte College to create a student-centered, community-based learning environment. Our mission is accomplished through the following programs and services: Personnel Management Employee Relations and Assistance Organizational Development Professional Development Labor Relations Equal Opportunity and Fair Labor Compliance The HR Department operates under the following core values: Customers First - We value serving our customers with sensitivity, confidentiality, timeliness and ongoing communication. Accountability - We take ownership of all our decisions and services to ensure compliance, accuracy and integrity. Respect - We treat ourselves and others with unconditional respect, dignity and equity; embracing diversity, we believe our differences strengthen our community. Empowerment - We believe personal growth and professional development enables Butte College employees to foster student excellence.
The Department of Human Resources (HR) is responsible for developing and administering all programs and services associated with the employment of faculty and staff and fulfillment of compliance requirements.
Organization
The Human Resources Department employs seven (9) individuals, representing a total of 8.50 full-time equivalent employees. Position titles include Director for Human Resources (1.0 FTE), HR Administrative Analyst (1.0 FTE), Benefits Analyst (1.0 FTE), Academic Analyst (1.0 FTE), Classified/MSC Analyst (1.0 FTE), HR Specialist (1.0 FTE) HR Specialist (1.0 FTE), HR Specialist (1.0 FTE) and HR Clerk/Receptionist (.50 FTE). Student employees are also utilized by the department.
The Human Resources Department strives to achieve our mission in a variety of ways to support student success both directly and indirectly by empowering faculty, staff and students. The standards of the HR department and a description of major program activities for achieving this mission include the following:
1.Personnel Management
a.Labor Management and Staffing – Coordinate all recruitment activities for the District in a timely and effective manner, resulting in the hiring of qualified and diverse faculty and staff to serve students. HR processes are aligned with the Educational Master Plan to assist departments in assessing the staffing resources required to support the various programs and services offered and will rely upon the President’s Leadership Team to prioritize the recruitment of these resources. HR currently uses NeoGov, an automated applicant tracking system, to post job announcements and receive and review applications. HR oversees all onboarding processes for faculty, staff and student assistant employees. Successfully cross-trained staff to keep up with the increasing demand on recruitment processes due to retirements/resignations, grants requiring increased staff and an increase to the FON.
b.Compensation and Benefits – Administer compensation and benefit plans by ensuring employee compensation practices are aligned with Federal and state laws and established District and bargaining unit processes and continuously educate employees on how to effectively use the various District offered benefit plans. Working through the JPA and negotiating with the various bargaining units has allowed the District to continue to offer health benefits and compensation that are competitive within the Butte-Glenn community at large and surrounding areas. Each year, HR conducts a benefit and salary survey with a selected 20-school districts whose funded apportionment FTES falls 10 above and 10 below Butte College, in accordance with bargaining unit procedures, to evaluate compensation and employee contribution to medical premium costs.
c.Records and Systems – Utilize technical capabilities to ensure accurate processing of HRIS system information as well as maximize technical resources to effectively meet District needs while supporting sustainable practices and operations. Colleague is used as the HRIS system, which is integrated with payroll. HR relies upon the Information Technology Systems staff to create and maintain reports on the District’s reports server for HR user access.
d.Evaluation of Personnel – Provide input into evaluation procedures and educate supervisors on the most effective ways to manage and evaluate employee performance, utilizing the agreed upon evaluation processes of the various constituent groups. Evaluation procedures for faculty are outlined in the full time and part-time collective bargaining agreements. A few years back, HR worked with a task force to develop the currently utilized forms and procedures for evaluating classified, management, supervisory and confidential employees.
2.Employee Relations and Assistance
a.Mediation and Conflict Resolution – Provide managers and supervisors the tools necessary to pro-actively manage performance issues and serve as a resource for mediation, conflict resolution, respond to employee complaints and administer the disciplinary process when needed.
b.Employee Assistance – Provide resources to assist employees in order to maximize job performance and reduce employee issues and complaints in the workplace. The District currently offers two (2) Employee Assistance Programs (EAP). The EAP provided by Unum , the District’s short-term/long-term disability provider, is available to all regular classified and academic employees and their IRS eligible dependents. The other EAP plan is administered through Anthem Blue Cross and is available for all District employees (including temps).
3.Organizational and Professional Development – Provide orientation and training opportunities to the District’s faculty and staff to encourage personal growth and professional development and to ensure compliance with District policies and federal and state laws. HR requires attendance at a New Hire Orientation of all employees, including student assistants, at the time of hire. HR also utilizes an automated training module developed by Keenan and Associates to comply with mandated and recommended trainings for all employees, including Mandated Reporter Training, OSHA required trainings, Sexual Harassment Prevention for all employees and compliance with AB1825 Sexual Harassment training for managers and supervisors. The HR Director participates on the Professional Development Steering Committee, working with the Professional Development Coordinators for the faculty, classified and MSC employee groups to provide relevant training and growth opportunities for employees during flex days and throughout the year.
4.Labor Relations – Actively participate in labor negotiations with all four (4) of the District’s represented groups and administer and educate District faculty and staff on the negotiated processes in the collective bargaining agreements. The HR Director serves on the District's negotiating team for negotiations with all bargaining groups: BCEA (FT Faculty), PFA (Associate Faculty), CSEA (Classified) and BCPOA (Police Officers and CSOs).
5.Equal Opportunity and Fair Labor Compliance –Develop policies, procedures and training avenues to ensure District Equal Employment Opportunity practices are within legal compliance and aligned with the District’s mission and values. HR is also responsible for investigating, researching and developing responses to Chancellor’s Office and DFEH complaints and employee appeals to disciplinary actions. The HR Director serves as the District Equal Employment Opportunity Officer and is a member of the Diversity Committee. Recruitment processes require that a trained EEO Representative serves on all of the District’s hiring committees. The EEO Rep training focuses on diversity and EEO principles and highlights the EEO Rep’s role to value and maintain the integrity of the hiring process and to ensure the District’s commitment to hire and retain diverse faculty and staff. The training empowers the EEO Rep with the ability to provide the tools necessary to maximize quality and fairness in hiring, using mitigation strategies as needed to ensure a fair and equitable hiring process. The HR Director chairs the EEO Advisory Committee which recently developed and finalized the District’s EEO Plan.
Status of Accomplishments from Previous Review
The following shows the goals identified for 2015-2016 and provides a status update:
1. Implementation of plan for ACA - Ongoing. Have been working with IT to develop processes in Colleague to automate data tracking and produce reports necessarily to comply with IRS mandates
2. Evaluate Hiring Procedures in collaboration with Academic Senate (Academic) and CSEA (Classified) - preliminary discussions with both Academic Senate and CSEA; ongoing
3. Create task force to examine the Classified/Confidential Supervisory and management evaluation forms and processes - not started
4.Policies and Procedures - ongoing
5. Create Supervisor training/Manager Reports - ongoing/not completed
Environmental Scan
Strengths of the HR department include:
•Experienced and knowledgeable staff who are dedicated to providing quality services
•Positive relationships with various constituent groups necessary to collaborate on processes
Weaknesses of the HR department include:
•Currently 3 positions unstaffed in the department
•Lack of resources to ensure adherence/accountability measures on mandated trainings/processes and evaluation and improvement of processes
Opportunities available to the HR department:
•Continued and further use of automated tools, specifically for applicant tracking and mandated trainings
•Increased training on streamlining processes, specifically with the use of .pdf fillable forms and electronic signature and routing options
•Better use of website as a resource for HR programs and services to students, staff and community
Threats that could negatively impact services provided by HR department:
•Budget cuts
•Staff reductions
•Changing legal requirements create the need for increased processes without the ability to add resources
•Increase in medical costs
•Challenges in the shared goal to hire a diverse faculty and staff that mirrors the demographic of our student population include community demographics and budget to accommodate travel/relocation costs for out of the area applicants.
Security for HR office and Chico Center
Plan in place to install second exit door which will provide additional exit strategy to HR staff and staff in the department of Institutional Advancement. Working with FPM and Campus Police. Estimated completion is Spring break
Plan in place to move the half wall up to be flush with the front counter and the office door in the first office (SAS 341) behind the half wall so that entrance to all offices/work spaces is separate from the lobby space. Working with FPM. Estimated completion is Spring break.
9 replacement desktop computer workstations
Working with IT to identify which computers are eligible for replacement in the newly developed Computer Replacement Program. Once identified will use funds to replace remaining computers in department
Hire 1.0 FTE HR Specialist
$1371 one-time funds
$70,417 ongoing funds
Currently recruiting for HR Specialist position. Estimated start date is March 1, 2016.
As a result of the 2013 Administrative Program Review Survey that was sent out to faculty and staff campus wide, The Human Resources Department has developed the following outcomes to assess ongoing improvement:
Each of the above outcomes will be assessed in the next year after an employee and student survey is conducted in Spring 2016.
The Human Resources Department supports the college in meeting its student achievement standards by providing the infrastructure for recruiting, hiring and retaining a diverse faculty and staff. Our goal is to seek innovative approaches to hiring demands while providing outstanding customer service. While we are not directly involved with students earning degrees and certificates, we provide support indirectly by fostering an environment conducive to student learning and achievement.
The Human Resources department will support the college in meeting its Strategic Direction and Priorities by providing overall support to Initiative 2 - Supporting Student, Faculty, and Staff Success and Initiative 6 - Enhancing a Culture of Inclusiveness in the following ways:
The Human Resources Department conducts an annual unit plan that serves as its Program Review.
The District conducted a survey of Faculty, Associate Faculty, Classified and MSC staff in Spring 2012 which evaluated the programs and services of the Human Resources Department. A follow-up survey was sent out to the same group in Spring 2013. The survey contained 13 questions about the effectiveness of various HR services and provided the respondents the opportunity to comment on anything they would like to share about the Human Resources Department.
The results of the surveys will be used to identify areas of success and areas that require attention or additional training.
85% in 2012 and 79.4% in 2013 agreed or strongly agreed that they are satisfied with the level of service received from the HR office.
There were noted areas for improvement identified in relation to the hiring and evaluation processes.
For the hiring process, roughly 23% in both surveys noted that the current hiring processes are not effective to fulfill staffing needs. 25% in 2012 and 30.4% in 2013 disagreed or strongly disagreed with the statement that the timeliness of the hiring process is acceptable.
Areas for improvement in regard to the evaluation process focused on the effectiveness of the evaluation tools and training. Roughly 17% in both surveys are not satisfied with the tools provided to evaluate and manage employee’s performance. 20% in 2012 and 17.8% in 2013 do not agree that enough training is provided to managers on the evaluation process.
To address demands for timely hiring processes, we have increased our staff to accommodate these needs of the campus. The Human Resources Department is engaging constituent groups on campus to strategize on ways to improve the evaluation and hiring processes.
The Human Resources Office will work toward implementing/achieving the following:
Fully staffed department - turnover in the HR department has been detrimental to providing the high standard of customer service we strive for to meet the needs of the College, especially in the area of recruitment.
Utilize technology to streamline and automate forms/process to best support efficient and effective workflow and sustainability.
Cross-train staff to provide best possible customer service and to identify, correct workload issues within the department and improve employee morale.
Provide and support employee benefit plans including developing processes in accordance with the Affordable Care Act.
Review and improve processes to support student success and instructional, student services, administrative goals across campus.
Strategy 1 - Affordable Care Act
Develop implementation plan and document all processes for compliance with the Affordable Care Act.
Legally required
Strategy 2 - Faculty Hiring Procedures and Processes
Evaluate and amend, as needed, hiring procedures in collaboration with Academic Senate (Academic)
Review and streamline HR processes and forms used for recruitment for a more efficient process
Based on survey results of ineffective hiring processes and associated timelines
Strategy 3 - Evaluation Procedures and Processes
Create task force to examine the Classified/Confidential/Supervisory and Management evaluation forms and processes
Based on survey results of ineffective evaluation tools
Strategy 4 - Supervisor Training
Additional training given to all new supervisors/managers at time of hire and ongoing refresher training focused on evaluation, discipline, familiarizing with CBA
As a result of the 2013 Administrative Program Review survey results, this is a strategy to address the concerns that were identified in the survey.
Strategy 5 - Policies and Procedures
Update/Complete 7000 Series BP/AP
Legally required
Strategy 6 - Productive HR Department
Support a productive HR department that allows the staff to provide efficient and effective services to District employees, students and the community.
Aligned with all AUOs
None.
HR operations are supported by un-restricted District Funds and Work Study funds. Some advertising and interview candidate travel is subsidized by Diversity funds provided by the State. HR also manages the funds for classified substitutes, pre-employment physicals, fingerprinting, subsequent TB testing, mandatory trainings, travel reimbursement for interview candidates and the ADA budget which supports all employees.
| Original Priority | Program, Unit, Area | Resource Type | Account Number | Object Code | One Time Augment | Ongoing Augment |
| Description | Supporting Rationale | Potential Alternative Funding Sources | Prioritization Criteria | |||
| 1 | HR | Facilities | 110001501673000 | 56220 | $20,000.00 | $0.00 |
| Additional Office Space | Currently, do not have enough workspace in HR Suite to accommodate number of positions. Convert current conference room into 2 work stations. Cost includes reconfiguration of space ($9K)plus furniture ($11K) |
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| 2 | HR | Facilities | 110001501673000 | 56220 | $90,000.00 | $0.00 |
| Security for HR office | For the safety and security of the HR staff. Due to the at times contentious nature of the issues the HR staff deals with, it is important to have security built in to the office setting. Estimate is to create glass enclosure for HR front lobby area |
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