AWWA JTMGT64463

Union Sanitary District in Union City, California has developed innovative approaches torecruiting and developing talent in response to increasing difficulty recruiting qualifiedcandidates to replace retiring employees. In addition to the need for journey-level employees, theDistrict recognized that a generation of management employees was also nearing retirement age.In order to continue to be successful, new leaders were needed who embraced the District'steam-based, collaborative structure.All of the initiatives were either developed jointly by District Management and SEIU 790 (theUnion that represents all the District's classified employees) or were management initiated butsupported by the Union. Most of these programs began as pilot programs, until they developed asuccessful track record.These include:development of a Plant Operator III Trainee Position that requires the candidate to becomecertified by the California Water Resources Control Board as an Operator III within 2 yearsof hire; development of a lead worker position in Collection Services through a joint process withthe Union; alternate staffing, by which employees can be promoted into a higher level of theirclassification by demonstrating knowledge, skills and abilities;in-house presentation of Leadership/Management training; rotating Team Coordinators, selected by their teammates for 1-2 year terms; and,overlapping of new hires with soon-to-be retirees, up to one year, and cross-training withinteams in order to transfer knowledge and skills.Today's market for talented employees requires unique, innovative solutions, tailored to eachutility's needs. Traditional recruitment methods and classification systems are not enough to fillthe gap created by retiring employees. Using a collaborative problem-solving process, USD triesnew approaches, looks for talent in new places, teaches new employees what they need to besuccessful, and then works to keep them.Union Sanitary District faces the same challenges as other water and wastewater utilities inattracting and retaining skilled, talented employees. USD's circumstances are furthercomplicated by being located in the San Francisco Bay Area, one of the most expensive places tolive in the country.The District faces this challenge through innovative initiatives that include collaboration andjoint problem-solving with employees and the Union. All classified employees are representedby Local 790 of the Services Employees International Union (SEIU). The Memorandum ofUnderstanding with the Union includes an agreement to jointly review long-range staffing needsand make recommendations to the Executive Team. Some of the initiatives discussed in thispaper were developed as a result of this planning process. Others were initiated by managementbut developed with and supported by the Union. Includes 4 references, table.

Product Details

Edition:

Vol. - No.

Published:

02/01/2007

Number of Pages:

8

File Size:

1 file