HR and the Employee Life-Cycle
Sallisaw HR
As I understand the present circumstances within the City of Sallisaw government, the Human Resources function is understaffed. Possibly some of the Human Resources work is performed by one or more outside vendor firms. Possibly some of the HR work is embedded within departmental operations (e.g., a shadow, or ghost HR organization).
Shadow HR
Shadow/ghost HR is invisibly embedded in operating departments. Departments bear hidden costs of less efficient HR processes. Departments prefer shadow HR for higher-levels of control. But, shadow HR risks include legal naivety and cost inefficiency.
Reallocating HR processes from departments to an HR function:
reduces risk, lowers cost, and pre-empts favoritism.
Size of Function
A general “rule-of-thumb” for the number of HR professionals per 100 employees is one to three HR professionals per 100 employees.
For Sallisaw’s 150 employees, the HR function needs a minimum of two HR dedicated employees, but possibly up to four.
There may be an efficiency gain within departments by moving all or most of their “shadow HR” work into a shared services HR function. What this means is that there is a possiblity of reducing headcount slightly within the operations departments and moving those functions (i.e., headcount) into a shared services HR team.
The value of HR as a shared service is in legal compliance, standards, economies of scale and scope, fairer payroll bands, pay equity, consistent employee reviews, better professional development, and other benefits.
This page briefly describes the functions of a typical shared services HR function.
1. Recruitment and talent acquisition
This involves strategically sourcing, attracting, and selecting top talent to meet the city’s staffing needs. It includes creating job descriptions, conducting interviews, and onboarding new employees. See City Personnel Policies (link) or download Personnel Policies (pdf).
2. Employee relations and engagement
Fostering positive relationships between employees and the organization, managing conflict resolution, and promoting employee engagement and satisfaction through various initiatives and programs.
3. Performance management and employee development
Implementing performance appraisal systems, providing feedback and coaching to employees, and creating opportunities for professional growth and development through training, mentorship, and career planning.
4. Change communication
Managing communication strategies during times of organizational change, such as restructurings, or policy changes. This involves ensuring that employees are well-informed, engaged, and supported throughout the change process.
5. Succession planning
Developing and implementing strategies to identify and develop internal talent to fill key organizational positions in the future. This includes assessing current talent, creating development plans, and ensuring a smooth transition in leadership roles.
6. Severance management
Handling the process of employee separation due to various reasons such as layoffs, terminations, or retirement. This includes managing severance packages, conducting exit interviews, and ensuring a respectful transition for departing employees.
7. Communication with “customer” departments
Establishing effective communication channels with other departments to understand their HR-related needs, provide support, and align HR initiatives with the overall organizational goals.
8. Leadership development
Designing and implementing programs to develop managerial and leadership skills among employees, nurturing potential leaders, and ensuring the availability of strong leadership at all levels of the organization.
9. Organizational culture
Cultivating and promoting a positive organizational culture that aligns with the values and goals of the city, including initiatives to foster diversity, inclusion, employee well-being, and a supportive work environment.
Resources
There are several basic resources that should be readily available. These include:
Group 1: Foundational Resources
– Employee Handbook
– New Hire Onboarding Training Material
– Organizational Chart with Department Head Names
– Employee List with Contact Information
Group 2: Operational Resources
– HR Process Documentation
– Succession and Mobility Plans
– Roles and Competencies per Job Class
– Pay Bands
Group 3: Compliance and Safety Resources
– Company Policies and Procedures Manual
– Safety and Emergency Procedures Documentation
– Legal Compliance and Regulatory Guidelines
– Diversity and Inclusion Initiatives
Group 4: Employee Development and Support Resources
– Training and Development Opportunities Information
– Performance Evaluation Forms and Guidelines – Employee Assistance Program Details
– Employee Recognition and Rewards Program Details
– Benefit Provider Contacts and Exchanges
Other
In a government HR context, additional needs include as civil service rules, public sector compensation policies, government ethics guidelines, and specific government benefits and retirement plans.