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 Human Resources Department 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 nine (9) individuals, representing a total of nine full-time and one part-time equivalent employee(s). Position titles include Executive Director for Human Resources (1.0 FTE), Assistant Director for Human Resources (1.0 FTE), HR Analyst Classified/Academic (2.0 FTE), Benefits Analyst (1.0 FTE), HR Specialist (2.0 FTE), HR Specialist, Sr. (1.0 FTE), Administrative Secretary (1.0 FTE), and Vacant, and unfunded, HR Clerk/Receptionist (.5 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 Human Resources Department and a description of major program activities for achieving this mission include the following:
1.Personnel Management
a. Labor Management and Staffing
b. Compensation and Benefits
c. Records and Systems
d. Evaluation of Personnel
2.Employee Relations and Assistance
a. Mediation and Conflict Resolution
b. Employee Assistance
3.Organizational and Professional Development
4.Labor Relations
5.Equal Opportunity and Fair Labor Compliance
6. Student Employment
Classification Study
As a result of the requested augmentation, the District has been able to issue an RFP for a classification and compensation study. The goal of the study is to evaluate non-faculty classifications. The expected outcomes of the evaluation include (for all evaluated classifications): current duty statements, accurate and meaningful minimum qualifications, and accurate physical factors associated with the work. An evaluation of the compensation structure for non-faculty classifications is also being conducted as part of this project.
Strategy 1 - Affordable Care Act
Review and modify (as needed) ACA implementation plan and document all processes for compliance with the Affordable Care Act given forseeable changes to the Act itself.
Legally required
Strategy 2 - Recruitment and Hiring Procedures/Processes
Evaluate and amend, as needed, hiring procedures in collaboration with appropriate stakeholder groups.
Review and streamline department processes and forms: Digitize as practicable, continual updating of reference check form, and EEO training.
Focusing on continuous improvement.
Strategy 3 - Supervisor/Management Training
Continue working with Leadership and District management to assess the needs of supervisors and managers to help inform strategic workforce development planning focused on HR-related topics. Assist Leadership and District management as employee's return to more on-ground work.
Focusing on continuous improvement.
Strategy 4 - Policies and Procedures
Review 7000 series BP/AP to determine updates and creating new ones when necessary.
Legally required.
Focusing on continuous improvement.
Strategy 5 - Productive Human Resources Department
Support a productive Human Resources Department that allows the staff to provide efficient and effective services to District employees, students and the community. Enhance cross-training within the HR team.
Aligned with all AUO's
None.
Human Resources Department 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. EEO funding has been used to pay for additional recruitment sites centered around diversity in hiring. Human Resources 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 | Personnel | 110001501673000 | 52368 | $0.00 | $5,000.00 |
| Student Employees | Hiring student as employees benefits our office and the District tremendously. Students are a positive impact in our office and are able to assist other students that walk-in/call needing information. Student's assist the employees in our office with additional duties that help maintain personnel files and keep items up to date. |
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| 2 | HR | Operating Expenses | 110001501673000 | 55885 | $0.00 | $6,000.00 |
| Additional funding for continual costs of fingerprints | The District no longer charges the employee for fingerprints. This has depleted our reserve, and necessitates the need for additional funds annually to cover the DOJ fee of $32.00/pp, along with adding the FBI fee of $17/pp for fingerprints on all employees. In addition to our current fingerprint process, we would be implementing fingerprints for professional experts and volunteers. This is an expense driven by Ed Code. |
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| 3 | HR | Personnel | 11.000.150.1.673000 | 52120 | $0.00 | $56,000.00 |
| Reinstate Clerk/Receptionist position to 65% (26hrs) | Reinstating the clerk/receptionist, would allow us to increase the productivity in recruitments. The extra hours would create time for our clerk to assist the recruiters in some of the following area: clerical, screening of the applications for completeness, digitizing the process, attending job fairs, and receive and respond to routine calls that currently get routed to recruiters. Helping the recruiters in these areas would allow them to have a faster turnaround time with posting job announcements. This position also provides clerical assistance to the other HR staff, thereby increasing their efficiency. |
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| 4 | HR | Operating Expenses | 110001501673000 | 55200 | $0.00 | $7,500.00 |
| Professional Development for HR Staff | Human Resources leadership has identified professional development necessary for Human Resources staff needing updated training in recruitment/hiring, benefits, labor relations, performance management, etc.. The laws are constantly changing and it is critical for Human Resources to receive training in order to stay current. Failure to provide adequate training can increase District liability. The current training allocation has remained consistent over the past several years and it has been demonstrated over that time that the level of funding is insufficient. Especially with most conferences going back to face-to-face. Additional travel costs/expenses will be incurred. The $7,500 would be in addition to our current funds bringing our total Professional Development to $15,000.00. |
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| 5 | HR | Personnel | 110001501673000 | 52110 | $0.00 | $75,917.00 |
| Reorganize - Academic Analyst Position | HR will be transitioning the Academic Analyst position into a second HR Specialist, Sr. position. This change will be a $8,700 savings to the HR budget |
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