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Enterprise Human Resource Services

Enterprise Human Resource Services. 2013–2015 Human Resource Service Rates Department of Administrative Services Mark Rasmussen, EHRS Administrator. Agenda. Overview Current State – assessment- rates Future Direction - full-cost recovery model Intermediate Steps Agency Feedback

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Enterprise Human Resource Services

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  1. Enterprise Human Resource Services 2013–2015 Human Resource Service Rates Department of Administrative Services Mark Rasmussen, EHRS Administrator

  2. Agenda • Overview • Current State – assessment- rates • Future Direction - full-cost recovery model • Intermediate Steps • Agency Feedback • DAS Decision Points • Next Steps

  3. Overview • HB 5002 (2009 budget note) directed DAS to examine its organizational and funding structures • June 2010 – HB 5002 workgroup issued a report recommending adoption of an entrepreneurial management model • Separation of policy and service functions • Separation of assessments for policy functions and; rates for service functions • Enterprise HR Services – composed of HR Management and Consultation staff and DAS Employee Services staff. This Division will also deliver statewide HR systems including PPDB, iLearn and eRecruit • A customer board will be established to maintain our commitment to provide you with the services you need, at a service level you help define.

  4. Overview

  5. Current StateAssessment-HR Client rates • Client-agency services are mostly paid for by DAS assessment of all agencies • Rate set at $18.00 per FTE per month (67-70% of cost picked up by DAS assessment) • Small agency of four (4) staff pay $1728 per biennium • Value and services received • Personnel policy interpretation and application • Recruiting to fill vacancies, appointments, & orientation • Assisting with performance management, discipline/dismissal, grievances and complaints • Writing position descriptions and classifying positions • Administer collective bargaining agreements • Responding to HR audits, BOLI complaints, Tort and Unemployment claims • Prepare biennial Affirmative Action Plan • Personnel actions and personnel file maintenance

  6. Future DirectionFull-cost recovery model • Full cost for 2013-2015 would be $99 per employee per month • Using the same example of a four (4) staff the cost would be $9,504 for the biennium • Value and services you will receive: • Everything that $18 bought, plus… • Family and Medical/Workers’ Compensation leave administration • Safety assessments, planning and OSHA compliance • Ergonomic assessments • Supervisory/Management training • Professional workplace training for staff • Representation in collective bargaining • Obtaining legal advice on contested employment actions

  7. Full-cost Recovery Benefits • Provide human resource functions every agency needs to perform but allows the agency to focus on their core business • Support every state executive needs • Comparable or less expensive than open-market human resource service providers • HR Answers (retainer plus $105-$225/hr) • Cascade Employers Association - $5k per month, full-time accessibility with additional charges • RUSH Human Resources – monthly retainer plus $125-$185 per hour for actual “project” work performed • Our structure is need-driven versus hourly

  8. Full-cost RecoveryFunding Model Synopsis • Pays for over 10 FTE/$2,616,188 (4.5 Client Agency HR Managers, HR Assistant, Safety Manager, plus PT services from 3 Recruiters, 1 Classification Specialist, and 1 Training Specialist) • Expected total program cost of $3,078,990 (includes + DAS overhead, and services such as legal) • Serves over 1300 employees in 18 state agencies • Resulting cost per employee per month is $99

  9. Intermediate Steps • Move incrementally to full-cost recovery in next several biennia • Reduce full-cost rate through improved efficiencies and economies of scale • Your direct costs may become incorporated in the rates you charge customers • The question: What is the first step?

  10. Agency Feedback • Signaled $36 per employee (+/- 1% of your budget) • Is it doable? • If not, what would be? • What, if any, services would you choose to do without? • Survey – any quick hits or comments? • Research the ideas generated? • Follow up with group?

  11. Agency Survey • Sending out after this meeting, essentially asking: • Is your agency able and are you willing to absorb an increased rate from $18 to $36? • If not, what rate would you be willing and able to absorb? • What services or support would you be willing to forgo in order to have a lower rate? • What would you do if the rates are set at a level you are not able/willing to pay?

  12. DAS Decision Points • Determine 2013-2015 rate taking your feedback into consideration. • Identify how many of you can and will remain customers. And, how does that impact our rates? • Identify services/costs could we eliminate to curtail to reduce rates, if necessary.

  13. Closing Questions? Thank you for your time.

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