HomeMy WebLinkAbout3.b. Receive update on Mentorship Program and presentation of Cycle 2 mentorship project on Evaluation of Central San's Appraisal Process Page 1 of 15
Item 3.b.
CENTRAL SAN
September 12, 2019
TO: ADMINISTRATION COMMITTEE
FROM: CHRISTINA GEE, MANAGEMENT ANALYST
REVIEWED BY: TEJI O'MALLEY HUMAN RESOURCES MANAGER
ANN SASAKI, DEPUTY GENERAL MANAGER
ROGER S. BAILEY, GENERAL MANAGER
SUBJECT: RECEIVE UPDATE ON MENTORSHIP PROGRAMAND PRESENTATION OF
CYCLE 2 MENTORSHIP PROJECT ON EVALUATION OF CENTRAL SAN'S
APPRAISAL PROCESS
Mentorship Program Update
Launched in 2016, Central San's first Mentorship Program provided all employees with a one-on-one staff
development opportunity to become either a mentee and/or a mentor to one or more of their peers. Central
San's Mentorship Program is highly interactive and unique in that the mentees and mentors work together to
successfully complete and present a project to the Executive Team, and in some cases, the Board. The program
has been successful, with 10 mentees and 16 mentors having participated in the two cycles of the program thus
far.
Mentees have included entry-level and mid-management staff, and mentors have included mid-management,
management, and executive staff. The Mentorship Program is meant to foster employee growth, break down
silos within Central San, and develop win-win outcomes between the District and its employees by providing a
platform for mentorship and the completion of optimization projects.
The program has far-reaching benefits for both its participants and Central San. Mentees and mentors receive
professional and personal development, feel valued and more confident in the workplace, can explore lateral
and promotional career opportunities and advancements, suggest operational improvements via their project
presentations, have a greater understanding of Central San's operations, and build lasting cross-divisional
relationships.
Through the Mentorship Program, Central San is continuing its transition toward becoming a learning
organization. The program also enhances succession planning efforts, encourages collaborative
interdepartmental relationships, emphasizes the value of coaching and developing people, and produces
optimization projects to enhance Central San's ability to deliver high quality service to customers. The program
is one component of Central San's robust training and development program to retain and strengthen Central
San's greatest asset: its people.
Cycle 3: The BOOST Mentorship Program
September 12, 2019 Special ADMIN Committee Meeting Agenda Packet- Page 47 of 65
Page 2 of 15
With the upcoming third cycle of the Mentorship Program launching in January 2020, staff has rebranded this
the "BOOST Mentorship Program," reflecting the program's purpose to encourage its participants to
Build relationships
Offer their skills
Own their careers
Share their experiences, and
Transform in their professional lives.
In addition, there will now be a dedicated program coordinator; additional support and training tools for mentors
and mentees; longer year-long mentorships; performance measurement; and stronger emphasis on the
traditional aspects of mentorship, including development of relationships, soft skills, and learning about the
mentor's profession.
Central San will be accepting applications for Cycle 3 mentee and mentor positions in October 2019, with the
year-long mentorships taking place from January 2020 to December 2020. Another program update will be
presented to the Administration Committee and Board in early 2021.
Cycle 2 Mentee Project: Evaluation of Central San's Appraisal Process (Presentation by
Administrative Assistant, Heather Fryman)
In the most recent cycle of the Mentorship Program, Administrative Assistant Heather Fryman was partnered
with Human Resources Manager Teji O'Malley as her mentor. Between January and July 2018, they worked
together on a project to review the strengths and weaknesses of the current employee appraisal process and
suggest improvements. This was an opportunity for Ms. Fryman to expand her knowledge of Human Resources
into the area of employee appraisals. As a mentor, Ms. O'Malley provided strong directional leadership and
required that significant thought, as well as research, be put into the new proposed process. After reading
articles on effective performance appraisal techniques, Ms. Fryman made suggestions to align Central San's
appraisal forms with best practices. The final product is a revised appraisal process that engages all levels of
employees and management in providing feedback that is thoughtful, factual, and clearly stated while also
minimizing ambiguity and bias as much as possible.
Ms. O'Malley has met with the bargaining units to discuss the changes and collect their feedback, which has
been incorporated into the forms presented. Ms. Fryman will detail the proposed changes in her presentation
(Attachment 2)to the Committee.
Strategic Plan re-In
GOAL ONE: Provide Exceptional Customer Service
Strategy 2- Foster employee engagement and interdepartmental collaboration
GOAL FOUR: Develop and retain a highly trained and innovative workforce
Strategy 1 - Ensure adequate staffing and training to meet current and future operational levels, Strategy 2- Enhance
relationships with employees and bargaining units
ATTACHMENTS:
1. Presentation - Mentorship Program Update
2. Presentation - Evaluation of Central San's Appraisal Process
September 12, 2019 Special ADMIN Committee Meeting Agenda Packet- Page 48 of 65
09/12/19
r• -
MENTORSHIP PROGRAM UPDATE
Administration Committee
September 12, 2019
Christina Gee, Management Analyst
PROGRAM COMPONENTS
• Mentee/mentor pairings
•4 rotations in Cycle 1 (FY 2016-17)
• 2 rotations in Cycle 2 (January 2018 — June 2019)
•Touch base luncheon added in Cycle 2
• Enhancements for Cycle 3
• Dedicated program coordinator
• Mentees are paired with 1 mentor over the span of 1 year
• Emerge Mentorships (traditional) and Refresh Mentorships
(reverse or peer-to-peer)
• Handbooks for participants
• Requirement to share one functional area of mentor's job
unrelated to the project
• Performance measurement
CENTRALSAN
1
09/12/19
•' 1
l Build relationships
Offer your skills
Own your career
( j Share experiences
BOOST Transform
MENTORSHIP PROGRAM
3
BENEFITS FOR PARTICIPANTS
• Professional and personal development
• Value and confidence in the workplace
• Project providing opportunity to suggest operational
improvements/optimizations to broad audiences
• Exposure to career advancements and opportunities
• Greater understanding of Central San's operations
• Lasting cross-divisional relationships
4 '1
2
09/12/19
BENEFITS FOR CENTRAL SAN
• Aids in succession planning
• Serves as a component of training and development program to
strengthen Central San's greatest asset: its people
• Strengthens ability to becoming a learning organization
• Breaks down silos and encourages more collaborative
interdepartmental relationships
• Emphasizes the value of coaching and developing people
• Optimization projects enhance ability to deliver high quality
service to customers
k, 6.
5 I
PARTICIPANTS
Cycle 2(January t . t •
Mentee(DEPT) Mentor#1(DEPT) Mentor#2(DEPT)
Michael Cunningham(ENG) Nate Morales(OPS) Roger Bailey(ADM)
Heather Fryman(OPS) Teji O'Malley(OPS) Jerry Ledbetter(OPS)
Matt Hart(ADM) Jean-Marc Petit(ENG) Melody LaBelle(ENG)
Shenae Howard(ENG) Ann Sasaki(OPS) Teji O'Malley(OPS)
Jeff Skinner(ENG) Danes Gemmell(ENG) Paul Seitz(OPS)
Jim Wan(OPS) Starlin Jones(OPS) Neil Meyer(OPS)
Cycle 1(FY 2016-17)
Mentee(DEPT) Mentor#1(DEPT) Mentor#2(DEPT) Mentor#3(DEPT) Mentor#4(DEPT)
Rita Cheng(ENG) Jean-Marc Petit(ENG) Danea Gemmell(ENG) Elaine Boehme(ADM) Paul Seitz(OPS)
Qoint w/Ian Morales)
Christina Gee(ADM) Danes Gemmell(ENG) Ann Sasaki(OPS) Alan Weer(OPS) Emily Barnett(ADM)
Ian Morales(ENG) John Huie(ADM) Jean-Marc Petit(ENG) Thea Vassallo(ADM) Ann Sasaki(OPS)
Qoint w/Rita Cheng)
Oman Nwansi(OPS) Neil Meyer(OPS) (skipped) Ann Sasaki(OPS) (skipped)
6
3
09/12/19
PROGRAM PARTICIPATION
Program Cycle
Cycle 1(FY 2016-17) 15 4 14
Cycle 2(January 2018—June 2019) 7 6 12
SURVEY RATINGS OF OVERALL VALUE OF
THE PROGRAM FOR PERSONAL GROWTH
to x
11' , • W
W
projects Z
implenriented W
w
O
� ov.l olvnl
0
Not of any value Rating of Overall Program Value Very valuable
1', of •
mentees X
• 0
Z
mentors' W
support a
LL�
15
O •pAly
# 0
1 i 5
Not of any value Rating of Overall Program Value Very valuable
7
tovshi PROGRAM FEEDBACK
e Mew aw Made me realize
ProgYa^ a��owed to
that I need to put
oPpoytuw t�to more energy into
world,with peupte My mentorship was during a very mentoring my
outside o{Ywo dwiv0 tough contract negotiation where it own team.
Sphere awd 9LVe bpcle to was easy to feel undervalued and
peop e tr�iwg to disposable.The mentorship
thgVULSei�eS'It program improved my attitude
ivwpro�e The program showed me that I
to toward Central San
WAC happ� am further along on my way
ya,ade during this tumultuous time as it towards my goal than I
cipate. was a positive experience where I thought.There is plenty of
learned new things and felt like I work to do but I see that my
had the support I needed to way of thinking,my
accomplish my projects. perspective,is not far off.
My desire for my future is
well within my grasp.
I enjoyed the
time with my
mentee and The mentorshi
I think this is a great program.It °f my strong p helped me realize some
we became g and weak Points
friends. shows that Central San past th na,.It also allowed me tos a
values its employees and m ese weak spots and challengeh
It is a good yselfwith
sees the value in expanding an new things that were outside
program and MY normal scope.This allowed
beneficial to
individual's range of talents and grow as a professional,become titter
Central San. me to
letting them dip their toes into well rounded and develo
professional relatio p better
other areas of the District. nsh;s
P with those
who mentored me.
8
4
09/12/19
CYCLE 3: JANUARY 2020 — DECEMBER 2020
• Open to all employees
• Timeline
• October 2019:Application period
• December 2019: Pairings made
• January 2020 — December 2020: Mentorship and work on
project
• January 2021 —June 2021: Complete and present project
• Fall 2021: Report to Administration Committee and Board
• Program summary
• Presentation of project(s) by mentee(s)
9
CENTRAL SAN
Q •
BOOST
7m ::�:�t
MENTORSMIP PROGRAM
10 = I
4251.7-IM ME!
5
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08/29/19
Attachment 2
MENTORSHIP PROJECT
EVALUATION OF CENTRAL SAN'S
APPRAISAL PROCESS
Heather Fryman
Administrative Assistant
Teji O'Malley
Human Resources Manager
FINDING VALUE IN PERFORMANCE APPRAISALS
Agenda
• Central San's current process
• Shortcomings
• Proposed changes to the process
• Benefits of adopting changes
1z
CENTRALSAN
September 12, 2019 Special ADMIN Committee Meeting Agenda Packet- Page 54 of 65
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WHY PERFORMANCE APPRAISALS DON'T WORK
• 8%of companies believe their performance management process is highly effective in
driving business value
• 62%of the variance in ratings could be attributed to an individual rater's perception
(idiosyncratic rater effect)
• 14%of employees agree that the performance reviews they receive inspire them to
improve
• 44%of employees don't feel their rater is honest during the review process
• 69%of employees say they would work harder if they felt their efforts were better
recognized
• 49%of Central San's performance appraisals are completed on time,with a FY 2017-18
L
egic Plan goal of 100%
and study information sources include Gallup,Forbes,Harvard Business Review,Deloitte,and
iety for Human Resources Management
3
CURRENT APPRAISAL PROCESS
• Central San currently evaluates employees on an annual basis using
one of three different appraisal forms
• These forms are based on the employee bargaining unit, not job
classification
• The forms are completed by a rater and then shared and discussed
with the employee who either agrees or disagrees
• The forms focus on competencies rated on a Poor to Excellent rating
as well as a numerical scale
4
2
September 12, 2019 Special ADMIN Committee Meeting Agenda Packet- Page 55 of 65
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SHORTCOMINGS OF CURRENT PROCESS
Competencies are not clearly defined.
Cooperates Quantity of Carries Out Decision Making
With Work Responsibilities
Supervisors Completed
Cooperates Quality of W rk Shows Initiative Disciplinary
With Fellow Completed a Control
Employees
Attitude
Meets Towards Work Fairness!
Contact With Schedules and
Publiclother Deadlines Impartiality
Agencies
CENTRALSAN
SHORTCOMINGS OF CURRENT PROCESS
Lack of employee engagement
Feedback Investment
Emptoyee, -
Engao�e�
\It,
(07"uture - Recognition
CENTRALSAN
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SHORTCOMINGS OF CURRENT PROCESS
The forms are based on bargaining units, rather than job classification
SAFETY AND SAFE PRACTICES
0 1 2 8 A 5 6 7 8 9 1
ll� r-reed about Lk'safety—reness— Dbsenes most safely rulss Ll—i—laze—fat first in Enf rces pmve Safe
safet;•—Lackcf .Allows dinecessary —llsua 1g requires the lob lob—Takes r a char ces— Poli y,Prac .Pr ures
eni--enl of safe chances I,he taken to be done i,a safe Thins of others and red—
pract ces —n—
Zug
17
CENTRAL SAW
SHORTCOMINGS OF CURRENT PROCESS
Not all competencies fit appropriately within the rating scale
Pear Awe A�ne Awape Ex dent
WORK HABITS
1. Attendance
8
CENTRAL SAN
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SHORTCOMINGS OF CURRENT PROCESS
There is a lack of consistency in rating scales between the different forms
WORK HABITS
4. Compliance
With Safety
Rules
SAFETY AND SAFE PRACTICES
0 1 2 3 d 5 6 7 9 if)
U—nc ametlabout
enic cement of Allc'u��neces sary _D brt l splaafetyfia EPnoflicmy.Praacptpic—es.dPrsoacetlty
safet'—La"c us. re-esthelob jjob—Tae n chances—
a u es
be tlone r a=ale Thinks of Mhenc antl Dlrecti�es
piacices nan�er
9
CENTRALSAN
SHORTCOMINGS OF CURRENT PROCESS
• The focus is not on PARTIV—OVERALL EVALUATION
recognition, but whether or ❑ Unacceptable
not the employee is eligible ❑ Marginal
for a step increase ❑ Average
❑ Above Average
❑ Outstanding
• The appraisal does not have
any perceived value if PART V—RECOMMENDATION
employee is at the top step ❑ Employee should be considered for step raise
of the salary range ❑ Employee should not be considered for ste e
❑ Employee at"E"step,not applicable
5
September 12, 2019 Special ADMIN Committee Meeting Agenda Packet- Page 58 of 65
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NEW AND IMPROVED APPRAISAL PROCESS
The appraisal process is designed around clearly
defined competencies, to cut down on rater bias and to assist supervisors and
managers on effectively completing the appraisal
Examples:Projects a positive attitude;Takes action before
being asked Looks for ways to be of help to others and seek out
INITIATIVE AND ATTITUDE opportunities for growth;Looks for opportunities to improve,'
TOWARDS WORK Encourages others;Sees failure os an opportunity to ieurn from
past results;Can effectively handle several problems or tasks at
once and remain ralm under stress;Takes artron to change the
dirertian of events;Values others;Takes respansibiiity.
Examples:Prioritizes and adjusts prianties us situations change;
Meets goals and deadlines;Plans and tracks work;Evoiuotes
MANAGING PERFORMANCE progress on tasks adjustingos needed;Commumccteswhatis
expected;Hoidsself and team orrountable;Recognizes hard
work and resuitr Aligns the right work with the right people by
strengths and Interests;Treats employees/dn-lyfronsistentiy.
11
NEW AND IMPROVED APPRAISAL PROCESS
Appraisal forms will be based on the employee's classification, not their
bargaining unit, preventing rank and file employees from being rated on the
same competencies as Supervisors and Managers
Central Contra Costa Sanitary District
Employee Few,'-- ,,;.—
Performance °e°d'T` °"j3eC
Appraisal
Supervisory Central Contra Costa Sanitary District
Employee
Performance
Appraisal
12
CENTRAL SAN
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NEW AND IMPROVED APPRAISAL PROCESS
The process is now employee-initiated by the completion of a self-assessment
of each competency prior to the rater competing their assessment
Examples:Speaks oe7 wn7es dearly and uses correct g,rom.mar
andro ,Ni lana.a:e:d resne;Uo d
COMMUNICATION opprco�a,e;As>s a7u.roa'„�e aa�sH:es;ed,.Ery io,_.
EmpY:y=bmai•;ass,w��-;nc=tvie ins ara rvcs±o core„roanimte
Prese.a is di�e.�eri ar•umeris nrn a�ternaie oatcames.
EMPLOYEE SELF ASSESSMENT OF Level Level Level Level Level Level Level
CURRENT LEVEL 1 2 3 4 5 6 7
Supervisor Ass. entoTCurmnt Level Level Level Level Level Level Level
Employee Level 1 2 3 4 5 6 7
Comments:
13
r
NEW AND IMPROVED APPRAISAL PROCESS
New Rating Scale
EM PLOYEE SELF ASSESSMENT OF Level Level Level Level Level Level Level
CURRENT LEVEL 1 2 3 4 5 6 7
Superviism Assessment of Current Level Level Level Level Level Level Level
Employee Level 1 2 3 4 5 6 7
• Provides additional flexibility and is easy to understand
• Will help reduce biases
• Will make it easier for an employee and rater to accurately
assess without negative verbiage
7
September 12, 2019 Special ADMIN Committee Meeting Agenda Packet- Page 60 of 65
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BENEFICIAL OUTCOMES
• Increase employee engagement (self-
assessment)
• Clearer understanding of job and
performance expectations
•A reduction in bias
• Clarity for managers and supervisors
15
CENTRALSAN
September 12, 2019 Special ADMIN Committee Meeting Agenda Packet- Page 61 of 65