Personnel Services

The Department of Personnel Services provides recruitment and staffing support for jobs at the County of Maui.

Mission:

"To contribute to the attainment of countywide goals by attracting, developing, and retaining a professional workforce, and by contributing tp the establishment of the best possible work environment."

Programs:

  • Administration
  • Personnel Management
  • Training

Key Performance Indicators:

The following are the department's top five key performance indicators (KPI):

  1. Number of recruitments conducted
  2. Average time to fill vacancies (days)
  3. Percentage of employees leaving county employment within 5 years of date of hire
  4. Percentage of turnover
  5. Number of personnel transactions processed

KPI #1: Number of recruitments conducted

Benchmark: NA

This measure helps track the number of recruitments that have been conducted by the department in order to fill vacant positions throughout the county. An increasing number reflects a greater workload on the department but may also reflect a negative trend of increased vacancies. A decreasing number reflects a lesser demand for the recruitment of candidates for open positions.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Number of recruitments conducted130176150TBD

KPI #1: Management Discussion

Given the current low unemployment rate, the county has experienced difficulty in hiring qualified candidates into various vacant positions. In addition, this employee market has attracted county employees to exit the public sector and move to the private sector for greater wages. Management continues to work diligently to attract qualified candidates and anticipates exceeding the goal.

KPI #2: Average time to fill vacancies (days)

Benchmark: NA

This measure helps determine the effectiveness of the department in its efforts to fill vacancies as efficiently as possible. A higher average time indicates possible inefficiencies exist within the department that may require corrective action(s). A decrease in average time may indicate an efficient process and greater departmental involvement in expediting their portion of the hiring process.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Average time to fill vacanciesNA11895
TBD

KPI #2: Management Discussion

This measure is trending negative. Management will continue to work to identify where the delays are in the overall process to reduce the average time to a more reasonable number. Additional assistance may be required from departments that have been identified as impacting this measure.

KPI #3: Percentage of employees leaving county employment within 5 years of date of hire

Benchmark: NA

This measure tracks the rate of employees departing county service after only five years of being employed. Significant resources are expended in the training and onboarding of new employees. A reduction in this percentage is positive and may indicate that employees are enjoying their employment, are satisfied with current wages and benefits, and that the county is not losing out on the resources invested in new employees. A greater percentage may mean the opposite.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Percentage of employees leaving county employment within 5 years of date of hire3%3%5%TBD

KPI #3: Management Discussion

Management is pleased with this measure as it is generally a positive reflection of the overall organization and the desire of employees to stay. We believe that the efforts of departments and the improving wages and benefits have impacted this measure. We will continue to monitor this measure.

KPI #4: Percentage of turnover

Benchmark: ICMA OAB (Turnover rate: all full-time employees = 5.66%)

This measure monitors the turnover rate for the county. A greater turnover percentage will have negative impacts on the organization as more investment will be required to recruit and train new employees. A lower turnover percentage is positive for the organization overall.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Percentage of turnover9%9%10%TBD

KPI #4: Management Discussion

Management believes this measure is positive and reflects a willingness and desire of current county employees to remain employed. We will continue to monitor this measure and take appropriate actions to work with department if we identify a negative trend.

KPI #5: Number of personnel transactions processed

Benchmark: NA

This measure tracks the total number of transactions processed by the department. The greater number of transactions reflects a greater demand for services and a greater impact on the department. A downward trending number of transactions may indicate a reduced need for services but may also be an indicator of greater stability of the workforce.

Success MeasureFY 2017 ActualFY 2018 ActualFY 2019 EstimateFY 2019 YTD
Number of personnel transactions processed8,7679,149
7,000TBD

KPI #5: Management Discussion

Management is concerned with the increasing demands for service being placed on the department. Although currently manageable, we believe that additional resources may be required if these transactions continue to increase. The greater number of transactions may also be having an impact on our ability to complete recruitments in a timely manner. Management will continue to monitor this measure and may need to request additional resources in the future.

KPI Questions & Communications:

Should you have any questions about these KPIs and their impact on the department, please contact the department director's office at: