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HomeMy WebLinkAbout11-26-07 Worksession on City Administrator Recruitment :5:1)0 'Werk :;e ssioV) City of Arden Hills Search, Recruitment, and Selection of City Administrator 21 November 2007 Harry Bmll, Senior Vice President Public Sector Services STATEMENT OF CONFIDENTIALITY This proposal is an unpublished copyrighted work containing trade secret and other proprietary information of Personnel Decisions International Corporation. This copy has been provided on the basis of strict confidentiality and the express understanding that it may not be reproduced except by City of Arden Hills for use in evaluating the proposed project, and may not be revealed to any person, organization, consultant, or vendor without express written permission from Personnel Decisions International. Personnel Decisions International ::lOOO Plaza VII Tower 4,.5 South Seventh Street Minneapolis, MN 554,02-1608 612.339.0927 TABLE OF CONTENTS OVERVIEW 1 RECRUITMENT/SELECTION PROCESS 1 Defining the Position/Understanding Position Requirements 1 Recruitment 2 Screening 2 Interviews 2 Finalist Assessment S Hiring Negotiations s Six-Month Performance Review S DIVISION OF RESPONSIBILITY AND ASSISTANCE REQUIRED 4< TIME FRAMES 5 PRICING 6 REFERENCES 7 APPENDIX A: PROJECT TEAM BIOGRAPHIES 8 Copyright CO 2007 Personnel Decisions International All Rights Reserved 11/21/2007 OVERVIEW The selection of key leaders in government requires a fit between the organization's needs and the individual's knowledge, skills, and leadership approach. The most critical aspect of this is the ability to understand the position's requirements and the ability to accurately assess candidate capability. Since its founding in 1967, PDI has assessed over 1.5 million individuals in leadership positions. While recruitment is clearly a necessary first step to generate a candidate pool, the operative word in public sector selection is not "search." We do not have to search to locate city administrator candidates. PDI maintains a database of every municipality in the country. PDI's approach provides the highest probability of "fit" between the new leader, the department, and the organization. It also involves members of the organization, at all levels, in the process, further assuring a successful working relationship after the hiring decision is made. This project would be conducted by Harry Brull, Senior Vice President, Public Sector Services. He has been assisting government agencies in selecting and promoting employees for over 29 years. RECRUlTMENT/SELECTION PROCESS Following are the key steps in conducting a successful selection for a position such as city administrator: . Understanding position requirements . Recruitment . Screening . On-site interviewing . Finalist assessment . Hiring negotiations Each of these will be eXplained in more detail below. Defining the Position/Understanding Position Requirements As a first step, Mr. Brull would meet with the city council and town board to clarify key parameters of the position and the process. The outcome of this step would be a clearly articulated document that is acceptable to both elected bodies and provides a clear understanding to the prospective administrator. Legal input would also be beneficial here to ensure that any such agreement conforms to all statutory requirements. The next step is to gain a complete understanding of the position requirements. This involves finding answers to the following: . What are the most important qualities the new leader must have? Copyright <<:) 2007 Personnel Decisions International All Rights Reserved 11/21/2007 2 . What are the challenges facing the department and organization? . What should the key priorities be for the individual who assumes this position? This information is distilled from reviewing any available documentation and interviews with city council/town board, employees, and any other key stakeholders. Results from this process are captured in a position profile which can then be used as a template for future decisions, as well as a document to be shared with candidates, etc. Recruitment Advertising can be an effective recruitment tool, but it tends to be expensive and rather shotgun in its approach. PDI has had much more success using more targeted recruiting methods such as: . Personalized letters to individuals in other communities holding comparable positions . Obtaining membership lists from professional organizations which might yield prospective candidates . Asking seasoned professionals to nominate individuals who would be a good fit for the position Such an approach yields a larger group of more higWy qualified candidates than merely relying on advertising. Screening Once an adequate candidate pool has been generated, the next step is reducing the pool to a manageable number. In addition to merely relying on resumes, PDI has developed powerful screening tools that provide additional information upon which to make this critical decision. The decision regarding which candidates to interview can be made by City Council/Town Board, PDI, or some combination of the two. The goal is to continue those candidates that have the highest probability of receiving a job offer at the end of the process. Interviews PDI is a world leader in the design and training of employment interviews. As part of this process, PDI would design an interview protocol and train interview panelists to obtain further information about invited candidates. Based on past experience, we strongly recommend two types of panels: . Decision-making panel- These individuals choose candidates for finalist status. . Advisory panel( s) - These panels provide an additional perspective and further information to the decision makers. Copyright <9 2007 Personnel Decisions International All Rights Reserved 11/21/2007 3 Depending on the position and its key stakeholders, PDI has convened panels of direct reports, employee representatives, and community representatives. Finalist Assessment After the decision makers have chosen finalists, PDI utilizes a variety of methods to gain additional information regarding the candidates' capabilities. This combination provides decision makers with a higher degree of security and confidence regarding their choice. The goal of selection is "no surprises." The most powerful of these is PDI's management assessment process. Individuals come to one ofPDI's 13 U.S. offices and participate in a full day of interviews, tests and inventories, and simulations designed to reveal information regarding their managerial capabilities, interpersonal style, problem-solving ability, etc. In addition, PDI is prepared to conduct additional inquiries to obtain external information regarding the candidate. These include: . Press searches . Primary and secondary reference checking . Background investigation All of this information is then forwarded to the decision makers, enabling them to make more confident, informed choices. Hiring Negotiations PDI is prepared to negotiate with the chosen candidate regarding conditions of employment, contract, etc. Through communication with the hiring authority and the candidate, PDI can help facilitate a working relationship that meets the needs of all parties. Six-Month Performance Review As part ofPDI's responsibility, we would engineer a six-month performance review of the new City Administrator, which includes the following components: . Input from City Council/Town Board . Input from key staff . Summary and collation of results . Presentation ofresults to the City and City Administrator This process allows for early "course corrections" if needed, helping to ensure success for the individual and the City. Copyright cg 2007 Per::;onnel Decisions International All Rights Reserved 11/21/2007 4 DIVISION OF RESPONSIBILITY AND ASSISTANCE REQUIRED As consultant to the City on this project, PDI is prepared to assume the following responsibilities: . Design of all job analysis and candidate evaluation procedures . Provision to the City of valid information regarding the knowledge, skills, and abilities of each applicant . Assistance in response to interested parties such as staff, the media, etc. . Assistance in contract negotiations with chosen candidate We seek the City's assistance in the following areas: . Approval of all documents and procedures . Decision making or, at a minimum, approval of decisions regarding the status of any and all individual applicants . Securing of physical locations for job analysis sessions, interviews, assessment center activities, etc. Copyright!Q 2007 Personnel Decisions International All Rights Reserved 11/21/2007 5 TIME FRAMEs Assuming a nation-wide recruitment effort, the following represents a reasonable time estimate for this process: Weeks from Activity Project Start Activities 1-2: 1-4; Job Analysis and Recruitment Activity 3: 5-7 Screening Activity 1.: 7-9 Evaluation Activity 5: 9-12 Finalist Assessment New Administrator Start 12+ Date Copyright (Q 2007 Personnel Decisions International All Rights Reserved 11/21/2007 6 PRICING The following represents labor cost estimates for this process. Additional expenses such as travel, postage, advertising, etc. will be billed at cost Activity One: Job Analysis/Position Requirements $3,000 Activity Two: Recruitment . Consultation $1,500 . Implementation (design and mail ads, broadcast letters, etc.) Activity Three: Screening . Design $3,000 . Evaluation of candidates Activity Four: Interviews . Design and training of interviews $4,000 Activity Five: Finalist Assessment (up to 3 candidates) $7,000 . Managerial assessment . Primary and secondary reference checking . Computer press search . Background investigation Activity Six: Six-month Review $1,000* Project management $3,000 Labor subtotal (assuming no more than 3 finalists) $21,500 * Charge is waived if first five activities are utilized Guarantee If the individual(s) selected through a PDI process leave voluntarily during a two-year period or are terminated for cause during the time period, PDI is prepared to replicate the search process with all labor costs waived. Copyright (Q 2007 Personnel Decisions International All Rights Reserved 11/21/2007 7 REFERENCES The following individuals can attest to the quality ofPDI's services for executive selection: . City of North field, Minnesota Mayor Lee Lansing Elizabeth Wheeler, Risk MgL (507) 645-8832 City Administrator . City of Carls bad, California Cheri Abbott, Human Resources MgL City of Carls bad 1635 Faraday Avenue Carls bad, CA 92008-7311- (760) 602-2440 Assistant City Manager Senior Management Analyst Park & Recreation Director Communications Director Planning Director Finance Manager Library Director . City of Shore view, Minnesota Terry Schwerm, City Manager (651) 490-4610 . City of South St. Paul Doug Reeder, City Administrator (former) (763) 424-8001 (City of Brooklyn Park) . City of Bloomington, Minnesota Mark Bernhardson, City Manager (952) 948-8780 . City of Burnsville, Minnesota Tom Hansen, City Manager (952) 895-4468 . City of Blaine, Minnesota Tom Ryan, Mayor (763) 784-6700 Copyright@ QOD7 Personnel Decisions International All Rights Reserved 11/21/2007 8 APPENDIX A: PROJECT TEAM BIOGRAPHIES Harold P. Brull, M.S., L.P. Harry Brull is Senior Vice President, Public Sector Services for Personnel Decisions International, an international consulting fum headquartered in Minneapolis, Minnesota. In his position, he is responsible for assessment and development of personnel in federal, state, and local governmental agencies. Since joining PDI in 1978, he has designed and implemented selection and promotional processes for over 3,000 governmental, non-profit, and private sector organizations. Prior to assuming his current position, he served as Vice President of Training and Development and Vice President and General Manager ofPDI's first remote office. He has been responsible for the design, marketing, and delivery of training and development activities for both public and private sector client organizations. He also has particular expertise in the interface of law with personnel practices. He is a charter member of the Minnesota Employment Law Council and has written articles and made presentations at legal conferences. He has served as an expert witness in both state and federal courts. Mr. Brull is president of the International Personnel Management Association Assessment Council, an organization of assessment professionals from around the world. He is the 2002 recipient of the Stephen E. Bemis Memorial Award, annually awarded on the basis of contributions to the practice of assessment and fellow practitioners. Mr. Brull is a frequently invited speaker at regional and national conferences Prior to joining PDI, Mr. Brull served as a probation officer, educator, and general contractor. He received his B.A. in biology from Cornell University, his Masters in Educational/Organizational Development from the State University of New York at Cortland, and is a perpetual Ph.D. candidate at the University of Minnesota. He is a licensed psychologist in the state of Minnesota. Donna DiMenna, Psy.D., L.P. ...is a Consultant at Personnel Decisions International (PDI). With a focus on assessment and coaching, she conducts individual assessments to select and develop managers and executives, and provides tailored individual training for skill enhancement. Dr. DiMenna also works as a coach and trainer in PDI's Coaching programs, tailored programs that provide training and feedback to professionals in areas causing performance limitations or leadership derailment. Prior to joining PD I, Dr. DiMenna had a private practice for 10 years offering counseling, coaching, consulting, and team building to individuals and groups. She also authored a book on bibliotherapy, a review of 330 self-help books germane to mental health. During her career, Dr. DiMenna has worked in healthcare and education, and has presented workshops on a wide variety of topics. Dr. DiMenna received her Bachelor of Arts in Political Science from the University of Minnesota, and a Masters and Doctorate in Counseling Psychology from the University of St Thomas. She is a member of Minnesota Psychological Association, and Minnesota Women Psychologists. Copyright (Q 2007 Personnel Decisions International All Rights Reserved 11/21/2007