The mission of the Human Resources Department is to empower the human capital of Butte College to create a student-centered, community-based learning environment. Our mission is accomplished through the following programs and services: Personnel Management Employee Relations and Assistance Organizational Development Professional Development Labor Relations Equal Opportunity and Fair Labor Compliance The HR Department operates under the following core values: Customers First - We value serving our customers with sensitivity, confidentiality, timeliness and ongoing communication. Accountability - We take ownership of all our decisions and services to ensure compliance, accuracy and integrity. Respect - We treat ourselves and others with unconditional respect, dignity and equity; embracing diversity, we believe our differences strengthen our community. Empowerment - We believe personal growth and professional development enables Butte College employees to foster student excellence.
The Human Resources Department is responsible for developing and administering all programs and services associated with the employment of faculty and staff and fulfillment of compliance requirements.
Organization
The Human Resources Department employs nine (9) individuals, representing a total of 9.0 full-time equivalent employees. Position titles include Executive Director for Human Resources (1.0 FTE), Assistant Director for Human Resources (1.0 FTE), HR Analyst Academic/Classfied (2.0 FTE), Benefits Analyst (1.0 FTE), , HR Personnel Specialist (3.0 FTE) and HR Clerk/Receptionist (1.0 FTE). Student employees are also utilized by the department.
The Human Resources Department strives to achieve our mission in a variety of ways to support student success both directly and indirectly by empowering faculty, staff and students. The standards of the Human Resources Department and a description of major program activities for achieving this mission include the following:
1.Personnel Management
a. Labor Management and Staffing
b. Compensation and Benefits
c. Records and Systems
d. Evaluation of Personnel
2.Employee Relations and Assistance
a. Mediation and Conflict Resolution
b. Employee Assistance
3.Organizational and Professional Development
4.Labor Relations
5.Equal Opportunity and Fair Labor Compliance
1. Employees will report that the recruitment applicant pools have becomer larger, more diverse, and more qualified, and that the EEO representatives are better trained to mitigate any Equal Employment Opportunity concerns.
2. Employees will report that Human Resources has developed or is developing processes intended to streamline employee transactions.
3. Employees will report that Human Resources has provided increased opportunities for professional development regarding HR-related issues.
4. Union leadership will report that Human Resources leadership is operating in a transparent and collaborative manner.
The Human Resources Department supports the college in meeting its student achievement standards by modifying and maintaining processes that are equity minded to insure that all faculty and staff transactions, included but not limited to: recruitment, selection, training, evaluation, classification, compensation, etc. are processed fairly and equitably.
Initiative 2 - Supporting Student, Faculty, and Staff Success
Initiative 3 - Using Data-Informed Processes for Continuous Improvement; and
Initiative 6 - Enhancing a Culture of Inclusiveness
The Human Resources Department will work toward implementing/achieving the following:
Strategy 1 - Affordable Care Act
Review and modify (as needed) ACA implementation plan and document all processes for compliance with the Affordable Care Act given forseeable changes to the Act itself.
Legally required
Strategy 2 - Recruitment and Hiring Procedures/Processes
Evaluate and amend, as needed, hiring procedures in collaboration with appropriate stakeholder groups.
Review and streamline department processes and forms.
Focusing on continuous improvement.
Strategy 3 - Supervisor/Management Training
Continue working with Leadership and District management to assess the needs of supervisors and managers to help inform strategic workforce development planning focused on evaluation, discipline, and other HR-related topics.
Focusing on continuous improvement.
Strategy 4 - Policies and Procedures
Review 7000 series BP/AP to determine needed updates.
Legally required.
Focusing on continuous improvement.
Strategy 5 - Productive Human Resources Department
Support a productive Human Resources Department that allows the staff to provide efficient and effective services to District employees, students and the community.
Aligned with all AUO's
None.
Human Resources Department operations are supported by un-restricted District Funds and Work Study funds. Some advertising and interview candidate travel is subsidized by Diversity funds provided by the State. Student Equity funding has been used to pay for additional recruitment sites centered around diversity in hiring. Human Resources also manages the funds for classified substitutes, pre-employment physicals, fingerprinting, subsequent TB testing, mandatory trainings, travel reimbursement for interview candidates and the ADA budget which supports all employees.
The CCCTC provides some funding that helps to offset a small percentage of one employee in the office.
| Original Priority | Program, Unit, Area | Resource Type | Account Number | Object Code | One Time Augment | Ongoing Augment |
| Description | Supporting Rationale | Potential Alternative Funding Sources | Prioritization Criteria | |||
| 1 | HR | Personnel | 110001501673000 | 52120 | $0.00 | $23,000.00 |
| HR Reorganization | With the departure of current staff, there is an opportunity to reorganize the staffing of the HR department. Departing from the office are the Assistant Director (MSC-14 D) and and HR Specialist (MSC-5 F). Both ranges/steps are effective July 1, 2018. The HR reorganization would include the following: 1. In lieu of replacing the Assistant Director, hire a third HR Analyst (MSC-10) 2. In lieu of replacing the HR Specialist, hire a Senior HR Specialist (MSC-7) - NEW POSITION 3. Add a new position of Administrative Assistant to the Asst/Assoc Dean (CSEA-26) - NEW POSITION The total monthly cost of the AD (MSC-14 D) and the HR Specialist (MSC-5 F) as of July 1, 2018 would be $11,999.54 (assuming no COLA increase). The total monthly cost of the proposed reorganized positions including the HR Analyst (MSC-10 A), the Senior HR Specialist (MSC-7 A), and the Admin Assistant to the Asst/Assoc Dean (CSEA-26 A) as of July 1, 2018 would be $13,905.80 (assuming no COLA increase). NOTE: At the March 28, 2018 meeting, Leadership approved the concept of increasing the Assistant Director position from an MSC-14 to an MSC-22. If that approval was taken into consideration for budgeting purposes, then the proposed HR reorganization would actually save the District $1,121.40 over the course of the 2018-19 year (assuming no COLA increase). |
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| 2 | HR | Personnel | 110001501673000 | 55100 | $250,000.00 | $0.00 |
| Classification Study | The District has not engaged in a comprehensive classification and compensation review in many years. The expected outcomes of an comprehensive review will allow us to have accurate and up-to-date job descriptions which will enable the following: 1. Ensure more effective and compliant recruitment efforts 2. Identify training and development opportunities for employees 3. Allow for increased and more meaningful engagement in managing employees leaves and/or accommodations 4. Allow for increased consistency amongst job classes 5. Develop a more robust infrastructure for classification and compensation administration HR will submit an RFP for consulting services during the late spring/early summer and engage in a classification and compensation review for all job classifications during fall 2018. |
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| 3 | HR | Equipment | 110001501673000 | 54500 | $3,200.00 | $0.00 |
| Two New Laptop Computers | The laptops during recruitment activities (Skype interviews, job fairs) as well as during orientations and other HR activities need to be replaced. One laptop is currently inoperable and the other is close to end life. |
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| 4 | HR | Operating Expenses | 110001501673000 | 55200 | $20,000.00 | $0.00 |
| Professional Development for HR Staff | Human Resources leadership has identified professional development opportunities for Human Resources staff including areas of recruitment/hiring, benefits, labor relations, and performance management. It is critical for human resources professionals to be offered professional development in order to stay up-to-date on current best practices and compliance information. The current training allocation has remained consistent over the past several years and it has been demonstrated over that time that the level of funding is insufficient as demonstrated by multiple augmentations that end up taking place. |
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| 5 | HR | Equipment | 110001501673000 | 56410 | $2,995.00 | $0.00 |
| Rolling Doors for Cubicles | Many conversations that take place between the recruitment team and hiring committee chairs and/or EEO representatives require a heightened level of confidentiality. Since there is no conference room in the Human Resources office, the rolling doors will allow for some privacy to occur. In addition, the doors will allow for lack of distraction during those conversations. |
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| 6 | HR | Facilities | 110001501673000 | 56220 | $50,000.00 | $0.00 |
| Security for HR office | For the safety and security of the Human Resources staff. Due to the at times contentious nature of the issues the Human Resources staff deals with, it is important to have security built in to the office setting. Estimate is to create glass enclosure for Human Resources front lobby area similar to that which is utilized in Business Services. |
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