Ramsey County will ensure that it is recognized as the premier public sector employer of choice within the Twin Cities region. Building off previous versions of the Talent Attraction, Retention and Promotion (TARP) strategic priority, this talent priority is an enterprise-wide, strategic initiative to build an inclusive, valued and thriving workforce. Weaving our core values into the workplace is the first step in positioning Ramsey County as an employer of choice within the communities we serve. Through this initiative, employees and talented job seekers will recognize the county as a place to learn, grow and succeed in their careers.
Racial equity and shared power
The Strategic Leadership Team and the Organizational Design and Solutions team (ODS) will include the Strategic Team’s Racial and Health Equity Administrator to ensure a racial equity lens in advancing this work. We are deconstructing and reconstructing internal systems to achieve intergenerational financial prosperity and to ensure that community is at the center of decision-making.
Strategic priority goals
- Enhance leadership and organizational development by increasing the availability and access to professional development opportunities, trainings, HR resources, and management tools.
- Modernize HR personnel policies and rules to meet business and employee needs while ensuring alignment with the county's values.
- Streamline Ramsey County's classification and compensation systems in ways that reflect county values and make Ramsey County an employer of choice.
Actionable strategies
Personnel Rules
- Review and update county personnel rules; align with the county's values to meet business and employee needs.
- Define and build a sustainable and repeatable process for updating personnel rules.
Training
- Convene an Organizational Leadership Training Strategy Team to develop a countywide framework for how we develop and execute trainings for leaders across the enterprise.
Onboarding and Offboarding Processes
- Assess the exit interview process; refine the data collection and reporting processes.
Performance Management
- Assess the performance management body of work to date; consider and set a course forward.
Classification and Compensation Modernization
- Conclude negotiations for remaining bargaining units and complete evaluation of positions held by unrepresented staff.
- Clarify the compensation policy; build out training and supports for hiring managers and staff to understand compensation goals and risks.
