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Arapahoe County HR seeks labor-relations specialist, expanded training and DEI capacity
Summary
Human Resources proposed a new labor-relations position, more instructional design money for mandatory and on-demand training, and expanded DEI and recruiting capacity to support workforce retention and mandatory compliance.
Patrick Hernandez, director of Arapahoe County Human Resources, asked the commissioners to consider funding to expand HR capacity for labor-relations work, training design and diversity, equity and inclusion (DEI) programming as part of the 1A revenue study sessions.
Hernandez said the county’s off-site strategic discussions highlighted total compensation and workforce development as priorities and that HR needs a dedicated labor-relations manager to handle collective bargaining, contract implementation and associated training and reporting. He recommended that the position be housed in HR, noting the work involves relationship management with employees and managers as well as legal coordination.
On training, Hernandez said the county needs to move beyond occasional in-person sessions to invest in instructional design and on-demand classes for mandatory and required compliance training. "We need to have $40,000 or $15,000 in instructional design, which we would outsource," he said, describing an approach to convert key leadership and compliance courses into professional, accessible modules and reinforcement content so employees can complete or retake materials on demand.
Hernandez also described DEI capacity needs. The county currently runs DEI courses and an action network; HR reported a first-course completion rate above its 25% target but noted drop-off in completion of subsequent modules. Hernandez asked for funding to scale DEI programming and to free staff time for reinforcement, speakers and broader rollout.
Other HR proposals included centralized recruiting (one to two new staff to manage active recruiting and job fairs) and a paid caregiver leave benefit (two weeks suggested by commissioners as an illustrative policy), which HR framed as a workplace-wellness and retention tool rather than a headcount change.
Discussion vs. decision: commissioners and HR discussed whether a labor-relations role should report to HR or Legal; both sides said due diligence would continue before a formal structure is decided. No hires or compensation changes were approved during the session; commissioners asked HR to coordinate proposals and cost estimates for the 2026 budget cycle.
Ending: HR will return with a detailed list of duties and costings for a labor-relations manager, instructional-design quotes for core compliance modules and options to scale DEI and recruiting if commissioners choose to fund those priorities.
