High-Level Human Resources Organizational Assessment

Executive Summary

High-Level Human Resources Organizational Assessment

Santa Barbara’s Human Resources Division is well versed in personnel processes and its customers are, on the whole, satisfied with the personnel services they receive. Human Resources staff members are perceived to be genuine in their desire to deliver quality services. This is a commendable accomplishment. The following assessment should be considered in this context; overall, Human Resources is doing a very good job. This assessment was commissioned, in large part, to provide Human Resources with recommendations to improve on processes that are already good and to provide suggestions on how to make these processes great.

Throughout the assessment, Human Resources staff members were exceedingly helpful and responsive. They described a work environment and culture that is very customer-focused. They see their roles as supporting and meeting the needs of their client departments. They seek to be responsive, professional, and a beneficial resource for the organization. They were very impressive!

As with many public agency departments and divisions, the Human Resources Division has been tasked with doing more with less for the last several years. It is hard to be strategic and innovative during constrictive times. As Human Resources emerges from the effects of the economic downturn, they have an opportunity to reevaluate priorities, processes, and services. They are transitioning from “doing less with more” to working “smarter not harder.”

This assessment identified specific process improvements and broader initiatives that will assist Human Resources through this transition. Specifically, it is time to rigorously reexamine processes and ensure they are efficient, thorough, and delivering the right outcomes. As a result of new efficiencies, staff capacity should be increased and used to address deferred maintenance (of policies and programs) and develop stronger relationships with customers to better understand their current and future needs. Understanding future needs is the first step to becoming a strategic partner and developing an entrepreneurial spirit that encourages innovation and the provision of value-added services to the organization.


Prepared by:

Lisa M. Sullivan, Project Manager
Bronda Silva, Consultant
Nadine Levin, Consultant
Claire Laughlin, Consultant
Bill Zenoni, Consultant
Valerie Ruxton, Consultant