HomeMy WebLinkAbout(0013) IR 21-10624 - Top Talent Rentention Strategies Post COVIDINFORMAL REPORT TO CITY COUNCIL MEMBERS
No. 21-10624
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To the Mayor and Members of the City Council
August 3, 2021
Page 1 of 2
SUBJECT: TOP TALENT RETENTION STRATEGIES — POST COVID
In response to a recent City Council request, this report provides information on the City's activities to retain top
talent in the post-COVID environment. The City is continuously evaluating opportunities to maintain a competitive
workforce that supports the City's mission.
The initial consideration is creating and supporting a City philosophy that balances public services, operations, and
the needs of our workforce to create an adaptive service model. This requires the ongoing evaluation of our model
at the citywide and department levels. Below are a few considerations of the adaptive workplace.
Current State
In response to COVID, the City embraced and continues to foster:
• Blended and hybrid work environments
• Flexible work schedules
• Productivity with workforce well-being
• Shared flexible leadership perspective
• High -trust work environments
Future/Evolving State
As we begin programming the future City Hall, we have asked our employees to consider innovative and flexible
office design. It is our goal that the future City Hall will house approximately 20% of the City's workforce and
maintain the blended and hybrid work environments while providing:
• Cost-effective space utilization
• Flexible work areas and hoteling space
• Innovation hubs and collaboration rooms
• Well-being space — mother -friendly rooms, private wellness rooms
• Value added amenities — onsite cafeteria and gym
The City is also exploring home office/technology annual stipend to support departmental remote work programs
and responsible employer programs to reduce commutes/emissions/traffic/parking. These items contribute to an
effective workplace and engaged workforce.
As the work environment continues to evolve, the Human Resources Department in partnership with the City
Manager's Office and department heads will create the flexibility necessary to respond to changes. Focus areas
include:
• Retaining and training an adaptable workforce responsive to future unforeseeable circumstances,
pandemics, and weather -related concerns
• Supporting the development of contingency and continuity plans
• Evaluating opportunities for changes as warranted by the environment
Attraction/Retention Strategies:
The current job market in the Fort Worth metro area is continuing to grow and is proving to be more competitive.
The City has established additional initiatives to attract and retain talent:
ISSUED BY THE CITY MANAGER
FORT WORTH, TEXAS
INFORMAL REPORT TO CITY COUNCIL MEMBERS
No. 21-10624
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To the Mayor and Members of the City Council
August 3, 2021
Page 2of2
SUBJECT: TOP TALENT RETENTION STRATEGIES - POST COVID
• Biennial compensation benchmark studies to evaluate market competitiveness
• Learning and development programs
• Develop opportunities to grow and develop internal talent
• Succession and leadership programs
• Soft skill emphasis on leadership qualities
• Auto career progression programs
• Total compensation - promote and market benefits/pension in addition to base pay
• Paid parental leave - 6 weeks
• Exit interviews - solicit increased participation and evaluate for opportunities
• Turnover analysis - monitor for areas of concern
Turnover statistics are a critical indicator to measure and monitor concerns. During 2020, the City experienced an
annualized turnover rate of 11.12%, lower than 12.23% in 2019 and 11.80% in 2018. There is no organization -wide
concern, but there are classifications that will require continued monitoring.
Turnover By Job Family
CY2018
CY2019
CY2020
Job Family Description
Turnover %
Turnover %
Turnover
Appointed Classifications
11.76%
0.00%
6.50%
Assistant Directors
15.38%
11.32%
12.28%
Clerical Classifications
21.84%
22.31%
23.23%
Department Head
20.00%
21.05%
30.00%
Executive
0.00%
25.00%
0.00%
Fire Civil Service
5.31%
2.57%
3.42%
Management Classifications
10.11%
13.33%
7.53%
Police Civil Service
4.19%
2.67%
4.01%
Professional Classifications
12.50%
14.53%
9.90%
Public Safety Classifications
15.47%
18.39%
14.84%
Service Trades Classifications
18.6S%
21.10%
20.33%
Technical/Para-Professional
14.SS%
15.81%
11.94%
Citywide Turnover
11.80%
12.23%
11.12%
In addition, the City will use surveys to gauge employee engagement and explore knowledge retention programs to
capture the expertise of key positions occupied by valuable and tenured employees.
For any questions, please contact Dianna Giordano, Human Resources Director, at 817-392-7783.
David Cooke
City Manager
ISSUED BY THE CITY MANAGER
FORT WORTH, TEXAS