| County Hiring- Maintain financial strength and operational efficiency |
Strategic Priorities |
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13.5 Implement an ERP system and improve critical county processes
- Maintain financial strength and operational efficiency -
15.1 Become an Employer of Choice
- Make Cuyahoga County an Employer of Choice
About this measure |
Measures on this page include
- the average number of days it takes to fill classified and unclassified positions from the date a job was posted to the date an offering of employment was made (hiring cycle time),
- the County's employee turnover rate, which includes all voluntary and involuntary terminations, but not temporary layoffs, furloughs, or leave of absences, and
- the number of applicants per position filled. Applicants per position is the overall average number of applicants for all classified positions that were externally filled within each quarter.
Data are reported by the Cuyahoga County Department of Human Resources on a quarterly basis.
Why is this important? |
Vacancies in the County’s workforce impair its ability to complete work and puts strain on employees who must cover a vacant position’s duties. Human Resources (HR) and the Personnel Review Commission (PRC) work together to help hiring managers attract and hire highly skilled employees in a timely manner to minimize the impact of a vacant position on the County and its workforce. A high average hiring cycle time can negatively affect the County’s ability to compete against other employers for highly qualified employees, who may obtain other employment while waiting for the County to make a hiring decision.
How are we making an impact? | |
HR works with hiring managers and the PRC to prioritize vacancies, giving critical vacant positions higher priority to fill those positions more rapidly. HR assists hiring managers throughout the process to provide expertise and efficient process management. These efforts have resulted in improvements and reduction in our average hiring cycle time. HR will continue to work to improve the process through identifying standard processes, process deviations, and deviation causes; tracking timeframes for each step in the hiring process; targeting high wait time steps for improvement; sharing data with stakeholders; and leading discussion on improvement efforts.
The increase in turnover rate observed in the third quarter of 2019 was the result of transitioning to a contractual model in which MetroHealth performs medical care at the Cuyahoga County Corrections Center.
Average Hiring Cycle Time - Quarterly Performance |
Applicants per Position - Quarterly Performance |
Employee Turnover - Quarterly Performance |
Data Source |
Cuyahoga County Department of Human Resources
Measure Data |
| Series | Q3-19 |
|---|---|
| Hiring Cycle Time (Unclassified) | 64.00 |
| Hiring Cycle Time (Unclassified) - YTD | 62.00 |
| Hiring Cycle Time (Unclassified) - Target | 45.00 |
| Hiring Cycle Time (Classified) | 63.00 |
| Hiring Cycle Time (Classified) - YTD | 77.00 |
| Hiring Cycle Time (Classified) - Target | 80.00 |
| Applicants per Positions Filled | 74 |
| Applicants per Positions Filled - YTD | 100 |
| Turnover Rate | 4.15% |
| Turnover Rate - YTD | 8.65% |