The purpose of Rule 3 is to ensure that Commission Rules and Human Resources Department programs are administered in a manner that assists the City in promoting the productivity of its work force.
Recognizing the continuing development of human resource practices and the changing needs of employees and City management, the Civil Service Commission is receptive to proposals for change from all concerned parties. Where supported by the affected parties, the Commission will authorize experimental human resource programs for trial periods (the usual rules not withstanding) as long as such programs are within the framework of the Charter and consistent with existing labor contracts. (CSC 2/24/09)
Proposals for innovative programs should be submitted in writing to the Commission and should include:
A. A description of the proposed program;
B. An identification of work unit employees or others affected by the program;
C. A timetable for implementation and trial; and
D. An evaluation plan for assessing the costs/benefits of the program.
If approved by the Commission, the proposals will be included in the Minutes, which authorizes the requesters to proceed. Upon completion of the trial period and review of the evaluation, the Commission will consider alteration of its rules for inclusion of the new program/policy.
The Civil Service Commission recognizes that employees are the most important resource of the City. The development of increased skills, abilities, and knowledge in the City work force is an integral part of the Commission's responsibilities for ensuring merit and for promoting the efficiency of the service. The Human Resources Department will work with City managers, employees and their representatives to assess job skill needs. Based upon these assessments, the Human Resources Department will coordinate the delivery of relevant training classes to improve and upgrade the skills of the City's work force.
The Human Resources Department will encourage and provide assistance where requested so that each City department can establish and maintain a system for evaluating the job performance of its classified employees. Such ratings can be used as the performance evaluation component (efficiency) in promotional exams. A good system should provide:
A. Objective, job-related performance standards for each employee appropriate to the employee's job classification;
B. Measurement of actual performance, not potential;
C. Overall performance measurement;
D. Periodic review of job performance communicated to each employee by the immediate supervisor; and
E. Performance measurement and rating documented and available for review by each evaluated employee.
The Civil Service Commission and Human Resources Department will actively coordinate its programs with all City departments in order to achieve a comprehensive, integrated human resource management system. (CSC 2/24/09)
Last updated Sep. 27, 2011