At HR group staff meeting, discuss one CPI result and how you support improving that item

Discussion frequency 

1 result discussed at 1 staff meeting a month. 

Used CPI results as topics for our HR staff meetings.  Discussed process improvements, specifically onboarding and customer service goals for the team throughout the year. 

The HR team will continue to use KPI's and employee feedback to improve our process in HR. Our HR generalist met with supervisors on campuses and solicited feedback which our team will continue to focus on and identify and enhance our employee experience.

Survey recently hired employees about their on-boarding experience to get their feedback on what needs to change. 

Number of recently hired employees engaged for feedback  

25 employees

The HR Onboarding Team developemtn and onboarding survey that solicits feedback from all new employees about the onboarding experience.  This has been sucessfully implemented and is currently being used as a stay survey as well. 

The Onboarding team continues to meet and determine more efficent ways to onboard new staff.  We have now began working on the offboarding process and have implented changes as they are made to provide a more streamlines process for supervisors to follow both onboarding and offboarding. 

Conduct outreach to educate employees on new Benefits & Wellness package.    

Number of communications sent out about new packages

12 communications

The total rewards wellness council designed and implemented a comprehensive wellness program this year which consisted of another round of sit stand desks for all interested employees.  They also distributed YETI's to all full time eligible staff.  MCC lunch boxes and snack packs were also distributed throughout the year.   A wellsness survey was also sent out to al in May to close out the year of initiatives for all.  

The wellness survey results indicated that our employees would like to focus on improving their physical and mental health over other wellbeing topics.  HR will continue to focus on stress management offerings and Nutition and work life balance programming. 

Review HR Policies and Procedures and create, revise and develop new policies as appropriate.

Number of new policies reviewed, added or updated 

5-7 policies reviewed, updated or added. 

This year HR reviewed the Standards of Conduct once again. HR also finalized the Consensual Relationships policy and the talent team reviewed the HIring and Recruitment Policy and HR procedures.  The Part Time Hiring Process was reviewed and documented and several Standard Operating rocedures were developed for the Total Rewards Transition.   

Although we did not completely implement 5 to 7 new policies we did make updates to several policy and procedures as well as document more processess for the HR department. 

Continue to evaluate MCC's Onboarding Process for areas of improvement

Use survey data provided from new hires to support any process changes along with feedback from hiring supervisors.

Evaluate data and feedback quarterly with stakeholders to identify areas of opportunity. 

As the onboarding process continues to evolve, survey data is reviewed and incorporated into revisions of the process. 

Survey questions and data collected will continually be reviewed and considered in this process. 

Create SOP (Standard Operating Procedures) for the area of Total Rewards. Define and document processes including benefits, compensation and onboarding/offboarding and create share folder on HR drive. 

SOPs completed?

SOP's to be completed by June 2022

The SOP has been completed for the area of Total Rewards and will be available as a departmental reference. 

Creating the SOP took more time than anticipated as there were many workflow processes to define, more than we had originally intended.

Meet  on a bi-monthly basis to identify areas of wellness initiatives that support mental health, financial wellness and general health.

Areas of wellness initiatives that support mental health, financial wellness and general health identified?

Identify initiatives that supplement current benefit offerings while expending the stipend provided by BlueKc by December 31, 2021. 

The 2021 wellness stipend was utilized for initiatives indented through collaboration with  The total Rewards Council. 

The council continues to evaluate and discuss options for 2022 and recently conducted an employee survey to make data informed decisions.

Develop a Total Rewards calendar to be part of an overall HR Calendar 

Develop a monthly calendar that will document reoccurring projects to help provide overall support to the HR team

A calendar will provide  framework to all areas outlining the timeliness of projects while supporting internal operational efficiencies. 

The Total Rewards annual calendar has been completed and posted on the HR share drive for review. 

Updates will be made tot he calendar as new projects arise and will be maintained in the HR share folder.

Conduct an inventory of needed changes to the current part time hiring process

The number of stakeholders of the part time hiring process consulted 

25 stakeholders consulted. 

HR worked with separate task forces, one with the finance team to look at the process flow of the part time hiring process.  The second task force was the adjunct hiring team that met several times to identify gaps with adjunct hiring. This process helped the HR team identify next steps needed to improve part time hiring.  

Next steps are to continue to focus on cleaning up the part time positions in the system and to focus on cross training of part time hiring so that we can continue to streamline part time hiring.  The process of meeting with steakholders and getting feedback has made the process more user friendly for hiring supervisors and ISC's. 

Host a series of live (virtual or in person) training sessions on the on-boarding and off-boarding processes

Satisfaction with training 

80% satisfaction with the training 

Implentntation has occured for all onboarding process improvements and the training is being developed.

Onboarding and offboarding committees continue to meet and the process is streamlined to provide a smooth transistion for new employees and supervisors.  Next steps are to implement the training for supervisors which will be an IEP for next year.

Solicit feedback from key stakeholders 

The number of people involved in adjunct hiring surveyed  

20 people involved in adjunct hiring engaged for feedback. 

HR has partnered with the CAO to look at the adjunct hiring process and identify the positions needed.  There have been a series of adjunct task force meetings that have resiulted in a large team that was surveyed and has provided feedback to HR for ways to improve the process.  THis is going to be ongoing as we continue to create a bench for adjunct positions across the disctrict.  

Will work with Adjunct Task force to identify an adjunct pool so that campuses can search and identify applicants that can be moved through the process quickly.  This will be ongoing and next steps are to work with credentialling to  speed up the process and I9s so this can happen in peoplesoft. HR will also look at running querries to be able to list all available candidates. 

Continued tracking of average time to fill open positions by employee classification (staff, faculty, admin) 

Ongoing reporting of this information to the EC.

Monthly updates to EC

HR continues to search for ways to track the average time to fill positions by employee classification.  The HR team is working with the solution center to identify the best tracking mechanism.

The HR talent team will work to determine on the best way to track our process of filling positions across the district. 

Well planned and run meetings

Meeting agendas sent out 3 days in advance 

Agendas are sent out at least 3 days in advance for 100% of meetings. 

Agendas were sent out to members within the three day timeframe for a portion of the meetings. As the new Director assumes her role, this goal will be more fully realized.

Due to the transition in the Director of Employee Relations role in the 2021-22 academic year, this was only partially completed. The new Director will work with the Training Coordinator to create and develop a plan for the Council in the coming year.

Establish a set calendar of professional development opportunities 

Number of professional development opportunities offered a month 

2-3 professional development opportunities offered a month. 

The Training Coordinator and Director provide content each month for the HR Newsletter which is sent out via email to all MCC employees. At least 2-3 professional development opportunities are outlined in the Newsletter each month. 

The training and professional development library was impacted by the data breach in 2020, and efforts to improve access to the training platform are slow due to the staffing shortage in the HR department. The Director and Training Coordinator will be working to communicate the location and offerings of the training library to employees in the new academic year.

Develop training program to share with supervisors who oversee on-boarding and off-boarding 

Participant satisfaction with training 

80% of participants in the training indicate satisfaction on a post-training survey. 

Key members of the HR team meet regularly to update and streamline the onboarding and offboarding processes. The Onboarding Survey results were share with the team in May 2022, and reflected a 36.17 Very Satisfied rating on OJT specific training and a 53.19 Satisfied rating on the same. These results are encouraging and speak well of the hard work of the team on this effort.

Key members of the team continue to work on improvement of the onboarding and offboarding processes and meet regularly. Good progress is being made on the Exit Survey questions and the plan is to finalize this process and to also complete and communicate both onboarding and offboarding training with supervisors in the 22-23 academic year.

Create, revise and update district wide HR policies.  

Number of new policies reviewed, added or updated

5-7 policies reviewed, added, or updated. 

A total of four policies, procedures, or guidelines were created, reviewed and revised and placed in either draft form or final/approved version in the 21-22 year: Consensual Relationship BP/DP 3.50010 was Board approved and finalized in February 2022, a draft of the Flexible Work Arrangement Guideline was in review process in May 2022, the Punctuality and Attendance DP 3.25070 was created in draft form, but is pending completion based on the Flexible Work Arrangement Guideline being completed, and the Compensation and Benefit: Fair Labor Standards Act Compliance BP 3.30010 was in draft form in May 2022 and is set to be further reviewed early in the 22-23 year.

Due to staffing shortages in the HR department, and the transition in the Director of Employee Relations and Engagement role, the team fell short of the target on policies and procedures review, creation and finalization. Work on the draft forms and finalization is planned for the 22-23 year.