In 2020, there was a 4% decrease in participation. The primary contributor to the decrease was the COVID-19 pandemic. Staff is diligently encouraging the Virgin Pulse program which offers health and wellness resources, including health coaching, exercise specialists and registered dieticians.

The Wellness and Benefits team has been diligently communicating the benefits and resources that Employee Assistance Program can provide to employees. The utilization this quarter decreased by 5%. However, the utilization goal of 9% has been exceeded.

Claim cost reduction is less than the National trend by 1.75%. There was an increase in comparison to the previous year. However, the HR Benefits team has increased programs for preventative health measures which may improve the costs in the future. 

Claim cost reduction is less than the National trend by 1.75%. There was an increase in comparison to the previous year. However, the HR Benefits team has increased programs for preventative health measures which may improve the costs in the future. 

There was an increase in claim cost in comparison to the previous year. However, the HR Benefits team has increased programs for preventative health measures which may improve the costs in the future. 

There was an increase in claim cost in comparison to the previous year. However, the HR Benefits team has increased programs for preventative health measures which may improve the costs in the future. 

8% response rate (107/1280) for FY21; 90% satisfaction rate for those who responded The low employee survey response rate needs improvement.  HR is evaluating the ReedGroup's performance and considering alternative service resolution options.

HR staff has been working closely with closely with employees and Department to ensure complaints are completed within 60 days. However, one investigation was completed past the 60 day target due to staff shortages and other competing investigations/appeals.

HR staff has been working closely with departments to ensure that the recommendation for each reclassification request is processed and reviewed within 60 days.

HR staff is working on internal processes to help address and decrease the City's turnover rate.  HR efforts include redesigning the performance evaluation process, making supervisors accountable for improper or untimely actions, improving employee communication, expanding benefit programs to be an employer of choice while continually striving to improve and implementing new techniques and strategies to improve employee workflows and career progression programs. According to the Bureau of Labor Statistics (BLS), average turnover is about 12 - 15% annually.  Per BLS, Total separations includes quits, layoffs and discharges, and other separations. Total separations is referred to as turnover. The City's Overall Turnover Average has increased by 3.69% in comparision to FY 2020. However, the Industry Average according to BLS is at 57.3% due to the increase in Job Openings, Hires, and Net Change in Employment Population.  (https://www.bls.gov/news.relea...)

During this quarter, HR staff has worked closely with departments and the vendor to assess promotional exams content; therefore the team is able to sustain the target rate of 99% of Promotional Police and Fire Exam questions being upheld.  

HR staff has been proactively working with departments to prevent a large number of off-cycle payroll corrections.  Staff efforts and processes continue to be effective. As a result, nine of the fifteen exceptions were for one employee which were invalid exceptions; remaining exceptions due to employee errors.

HR staff has been proactively communicating with department HRC's to ensure pay is entered timely and accurately. Internal processes continue to be effective.

HR staff and related processes have been successful. Staff continues to work closely with departments to ensure timely processing of PAR submissions. 11 PARs were not completed with in 5 days due to the Retirement form waiting on Benefits to clear Empyrean.

HR staff has been actively seeking competitive talent to fill job vacancies while working closely with departments to ensure timely and effective processes. 

The retention rate for this quarter has increased by 5%. This can be contributed to successful internal recruitment efforts in acquiring quality talent. 

There was a 1.92% decrease in medical claim costs, 23% increase in expense claim cost due to adjustment to system changes and a 36.82% increase in indemnity claims cost due to increase lump sum IIB payments.

There was a 2.78% increase in actual number of workers compensation claims filed in September. Risk staff continues to evaluate the data of the actual claims filed to determine if any additional training or prevention measures can be increased. 

There was a 40% decrese in TIB's expenditures due to the advanced payments of TIB's in June 2021 due to system changes and advancements.

There were 66 total selected to complete the drug and alchohol screening; however, there were only 63 tests completed due to the following: 3 employees on leave of absence. 

There was a significant increase in employee lost days due an increase in COVID-19 claims for the Police and Fire Department. HR/Risk staff continues to monitor job related incidents to determine preventable injuries.

Staff has been effective with applying internal auditing processes. As a result, the department has exceeded their closing ratio goal.

Staff continues to be successful in making contact with claimants within one business day by executing internal processes effectively.

HR/Risk Management Claim Adjusters have been ensuring that claims are entered timely into Risk Management Information System within one business day. Internal processes continue to be effective.

HR/Risk Management staff processed claims for the freeze and hail storm from earlier this calendar year. However, the goal of collection claim dollars versus expenses were not met due to sizeable pending claims. 

Staff has been diligently communicating to departments to promote internal training classes scheduled at FWEU. Also,  staff continues to notify departments about upcoming classes and provide excellent customer service while ensuring that employees experience effective training opportunities.

Staff has been working closely with departments to promote internal training classes at FWEU. However, three classes (Coaching Conversations, Resume Workshop, and Hiring 101) had to be cancelled due to lack of demand.

This KPI will be reported on in November 2021 for October 2021.

HR Business Partners are supporting departments with essential trainings such as; Management Division Mtgs, New Supervisor Training, Turnover Retention, Safety & Disciplinary Actions, OE Review , HRC Monthly Meetings.

HR Business Partners are supporting Departments and employee questions with the following; MRC New Employee Training, Sick leave/FMLA, Waiver into Mngt Position, Overpayment Extension(WC), Sedgwick Transition Review, Vaccination Incentive Review, OE review, Supervisor Training (Refresher). As a result, the HRBP's have exceeded their monthly goal and the internal processes continue to be effective.

The HR Business Partners will be focusing on other service deliverables to increase the partnership with HR and the Citywide Departments. Therefore, the goal for the number of employee relation issues handled by the HRBP's was not met.