S_US_HR Reboot_4 Pillars_Final_4.5.23

SERVICES FOR THE UNDERSERVED HUMAN RESOURCES 2.0 REBOOT 1

THE JOURNEY CONTINUES

HR RESOURCES REBOOT 2.0 [4/18/22] S:US Strategic Goal #3 - Human Resources: Create a work environment which embodies the organization’s commitment to innovation, improvement, continual learning, professional growth and personal wellbeing.

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HUMAN RESOURCES PILLARS In April 2022 HR 2.0 Reboot was launched with broad stakeholder input and feedback: 4 Pillars.

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WORKGROUPS: ROLES & RESPONSIBILITIES •

Project Sponsor Role: The Project Sponsor has executive authority and would serve as a liaison with other areas of the organization. For example the sponsor serves as a link to senior management and the strategic goals of the organization, provides resources to overcome barriers on behalf of the team, and provides accountability for the team members. The Sponsor is not a day-to-day participant in team meetings and testing, but should review the team's progress on a regular basis.

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Day-to-Day Team Lead Role: The day-to-day Team Lead is the driver of the project, assuring that tests are implemented and oversees data collection. It is important that this person understands not only the details of the system, but also the various effects of making change(s) in the system. The Team Lead also needs to be able to work effectively with the HR Unit Head to drive the project. It is important that the Team Lead understands the details of the system, and also the various effects of making change(s) in the system. This person also needs to be able to work effectively with HR.

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Technical Leader Role: The technical expert is someone who knows the subject intimately and who understands the processes of the function. An expert on improvement methods can provide additional technical support by helping the team determine what to measure, assisting in design of simple, effective measurement tools, and providing guidance on collection, interpretation, and display of data.

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Individual Contributors Roles: Employees across other services who participated and contributed to the work.

HUMAN RESOURCES REBOOT 2.0 – TALENT PILLAR 5

WHY FOCUS ON TALENT ACQUISITION? Using a talent acquisition strategy is important because it boosts retention and reduces the risks involved with recruiting bad hires, which, in the end, will lower costs, save time, and increase productivity. Improving talent acquisition outcomes is EVERYONE’s financial responsibility to the organization.

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WHY FOCUS ON TALENT ACQUISITION?

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TALENT ACQUISITION LIFE CYCLE & FUNCTIONS

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KEY DRIVER I - DEVELOP A COMPENSATION PHILOSOPHY & TOTAL REWARDS MODEL •

Compensation Philosophy statement - We strive to provide a base salary that meets the market (50th percentile) when employees are fully proficient and meets expectations. We believe that employees consistently performing above expectations and are proficient in the role should be rewarded with a higher base pay.

(Payscale, 2023)

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Salary Administrative Guidelines drafted and reviewed by the Executive Team.

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Discussed issuing “Total Rewards Statements” to enhance the understanding of benefits and total compensation with our Benefits Broker in January 2022. Sourcing for Vendor is underway.

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Benefits and Compensation Team to administer the implementation.

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TUITION ASSISTANCE PROGRAM (TAP) – IMPORTANCE (WHY?) • Like any benefit, TAP helps attract and retain the best employees.

• Relevant coursework can sharpen workers’ skills and knowledge, and strengthen the company.

• Tuition reimbursement is tax deductible up to $5,250 per employee per year, making this program cost-effective for both companies and employees.

(Operation Graduate, 2022) 10

TUITION ASSISTANCE PROGRAM (TAP) SURVEY RESULTS 60%-70% of all staff surveyed and interviewed, expressed an interest in the TAP benefit What Tuition Assistance Benefits would you like to have?

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ONBOARDING EXPERIENCE SURVEY PRIOR TO NEW HIRE ORIENTATION (NHO) *JAN’22 V/S JAN’23*

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30-60-90-DAY FEEDBACK - CHANGES TO CONSIDER •

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30-60-90 Day Check-ins Technology (lack of proper access to S:US and external systems) – This has improved since September 2022 – Logistics Orientation More training on UKG (Kronos), Litmos, and other S:US systems Benefit Orientation – too quick; all information was not covered – This was changed to move benefits out to a separate orientation session effective 2023 Long onboarding and orientation process – This has been moving in the right direction since September 2022 Some program checklists are missing and/ or not being followed Not enough training in some programs due to staff shortages Supervision challenges: Rushed training, Staff do not understand priorities, Communication and feedback is lacking Role is different than expected More Peer to Peer relationship building across other programs More communication needed on policies such as pay, vacation, etc.

– Employee Policy Guide

INSTITUTIONAL PARTNERSHIPS Additional Institutional Partners:

Scholarship Recipients: Braulio Aguirre – Residential Habilitation Specialist (Fall 2023) Shaquoya Bennett – Residential Habilitation Specialist (Spring 2023) 14

FEEDBACK • Assessment of capacity, capabilities, usage, training, desired outcomes and ROI of all systems • Budget constraints • Limitations of SMEs (Time, Knowledge, Skillset, etc.)

• Continue to evaluate and improve upon the process changes implemented, for ongoing efficiency and improvement • Systems and technology enhancements and automation of some of the processes are needed to help build additional efficiencies into the workflows • Too many redundancies and manual processes

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60%-70% of all staff surveyed and interviewed expressed an interest in the TAP benefit

SEPTEMBER 2022 TO DATE RESULTS • 2,500+ Candidates • 650,000+ Video Impressions • 245,000+ Video Views • 12,000+ Video Clicks • 12,500+ Career Page Visitors

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HUMAN RESOURCES REBOOT 2.0 – DEVELOPMENT PILLAR

S:US STAFF SURVEY FEEDBACK: PROPOSED NEW DEFINITION

We aim to foster an environment where giving and receiving feedback is built into the employee life cycle and a culture in which we can freely engage in feedback sessions that are shorter in length but have a longer lasting impact, ultimately driving growth and development.

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WHY FOCUS ON EMPLOYEE DEVELOPMENT • Align employee development with S:US needs • Manage ongoing skills shortages and improve the skills of our staff • Promote diversity, equity, and inclusion • Promote a culture of learning, development, and engagement • Develop a more agile workforce able to better handle change • Increase staff retention and decrease turnover

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WHAT DOES THE DATA SHOW?

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CREATE A COACHING CULTURE: WHY HAVE A COACHING CULTURE?

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SHIFT FOCUS TO A COACHING MINDSET

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S:US STAFF SURVEY FEEDBACK: PROPOSED NEW DEFINITION Coaching occurs when one person—typically a manager or another staff person with identified expertise—helps another staff person grow personally and professionally, enhancing their ability to learn, adapting to their work colleagues and environment and making the best use of their skills. It is a manager’s responsibility to find the best way to coach all their staff.

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RECOMMENDATIONS

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WHAT THE RESEARCH SHOWS… Over one-third (35%) of new employees cite development opportunities as one of the most important factors in accepting a new position.

McLean & Company New Hire Database, 2021

39% of employees cited a lack of opportunities for career-related skill development as a moderate, major, or primary reason for leaving their organization.

McLean & Company Exit Database, 2021

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CAREER DEVELOPMENT: WHY IS CAREER DEVELOPMENT IMPORTANT?

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A FEW OBSERVATIONS • Coaching and performance management should be linked to career development.

• Jobs should be posted internally for staff first before announcing to the general public.

• Training is needed along the way to upskill staff.

• Current processes and technologies are not leveraged effectively to fully track skills/competencies/credentials and manage performance.

• Internal mobility process needs to be streamlined and transparent.

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EMPLOYEE VALUE PROPOSITION… We are committed to enhancing the lives of our staff and helping them grow personally and professionally by fostering an environment that promotes internal professional growth, continuous learning and career development tying back to our core values.

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SKILLS REPOSITORY A skills inventory keeps track of internal skills to inform organizational priorities

A skills inventory helps guide the following organizational priorities: ➢ Workforce Planning: Detects skills gaps and determines whether the current workforce has the required skills to support organizational goals. ➢ Career Pathing: Provides employees with information on common skills in potential future roles to inform their development. ➢ Learning and Development: Suggests development opportunities based on an employee’s existing skill proficiencies and career aspirations. ➢ Succession Planning: Determines which employees have the skills to fill the organization’s critical roles and if any development areas must be focused on to prepare employees for these roles. ➢ Project/Team Composition: Informs which employees to include in a project team based on what the project requirements are and who has the appropriate skills.

According to the McClean & Company Trends Survey report in 2020, despite all of these benefits 30 32% of organizations are not creating a skills inventory.

CAREER PATHING SUPPORTS TALENT MANAGEMENT

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PERFORMANCE MANAGEMENT ROADMAP NEXT STEPS:

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CAREER PATHING ROADMAP NEXT STEPS:

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INTERNAL MOBILITY: WHERE WE WANT TO BE • Are employees aware of their upskilling and internal mobility options and how they can pursue them?

• Are employees supported if they want to pursue an internal move?

• Are managers encouraged and incentivized to promote internal mobility and regularly discuss this option with their reports?

• Are HR staff empowered to pursue internal candidates, and do they understand which skills exist within the internal talent pool?

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HUMAN RESOURCES REBOOT 2.0 – ENGAGEMENT PILLAR

Employee Engagement and Recognition requires that we intentionally design a program that aligns with S:US’ core values by matching awards to accomplishments and including recognition in the flow of work.

THE 4 KEY DRIVERS OF EMPLOYEE ENGAGEMENT

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S:US Generational Breakdown As of July 2022 Baby Boomers

1946-1964 - BOOMERS 1980-2000-Millenials

4%

20%

Gen X Millenials Gen Z

39% 1965-1979 – Gen X

37%

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S:US Staff Survey was intended to gauge a diverse perception and perspective of employee engagement and recognition at S:US to help us instill positive improvements and updates for all.

EMPLOYEES BY YEARS OF SERVICE AS OF 01/29/23 600

518 500

400

300

186

200

159

125

107

109

115 80

100

57

45

35

36

17

24

26

21

27

21

19

12

9

10

8

6

3

2

0 Less than a YR

40

1 YR

2 YRS

3 YRS

4 YRS

5 YRS

6 YRS

7 YRS

8 YRS

9 YRS

10 YRS 11 YRS 12 YRS 13 YRS 14 YRS 15 YRS 16 YRS 17 YRS 18 YRS 19 YRS 20 YRS 21 YRS 22 YRS 23 YRS 24 YRS 25 YRS

HR REBOOT 2.0 – WELLNESS PILLAR

S:US will focus on employee wellness in our day-to-day operations, culture, and leadership in order to thrive in today’s environment.

Shifting wellness program as stand-alone initiatives to an integrated and holistic approach to meet employee needs and address systemic barriers.

BASED ON S:US STAFF WELLNESS SURVEY

Based on S:US Staff Wellness Survey, selected priority areas:

Creating a customized and targeted communications strategy to ensure employees are fully aware of their benefits.

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Offer more education on benefit plans.

IF S:US WERE TO OFFER INCENTIVES FOR PARTICIPATING IN A WELLNESS PROGRAM, WHICH INCENTIVES ARE ATTRACTIVE TO YOU?

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IF S:US WERE TO OFFER THE FOLLOWING AS PART OF OUR WELLNESS PROGRAM, HOW LIKELY ARE YOU TO PARTICIPATE?

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OUR MODEL

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BENEFITS COMMUNICATION Improved Benefits Landing Page and Virtual Bookshelf

Recorded Open Enrollment Information Session and leveraged Litmos to assign to those who could not attend

Planned and designed Benefits Information Sessions to Educate Employees on plan offerings

Improved HRA program (Debit card, both Medical plans, reducing in-network provider co-payments)

Proof of physicals no longer required; Cigna providing a report

New carrier for Life Insurance and Evidence of Insurability issue resolved; Added programming in UKG to manage this

New COBRA vendor selected

Benefits orientation for new hires/newly eligible employees offered on a weekly basis, recorded sessions for replay

Improved relationship with Vendors – regular meetings scheduled

Enhanced relationship with CityMD to include preemployment testing 47

BENEFITS VIRTUAL BOOKSHELF

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BENEFITS COMMUNICATION

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