Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Human Resources Onboarding topic
No spam. Unsubscribe anytime.
Riley County approves Phase 2 onboarding, adds manager training continuation
Summary
The commission approved a second phase of a countywide onboarding program including a new-hire navigator and 30/60/90 check-ins, and agreed to continue the Highly Effective Managers training for supervisors.
Riley County commissioners on Aug. 28 approved a package of personnel-development measures proposed by the county’s human resources team: Phase 2 of a formal onboarding program for new hires and continued participation in a year-long supervisory training program.
Michelle Reed, human resource manager, outlined Phase 1 work already completed — preboarding paperwork, day-one orientation, finance and IT setup, and key-card access — and described Phase 2 as a two-part “new hire navigator” (an electronic checklist employees can complete and print) plus structured 30/60/90-day check-ins with supervisors and HR. Reed said the county plans to implement Phase 2 on Oct. 1.
“Early investment in onboarding builds loyalty, reduces turnover and accelerates time to productivity,” Reed said, summarizing objectives behind the navigator and scheduled check-ins.
Elizabeth Ford, human resources director, briefed commissioners on the county’s experience with a cohort-based supervisory series, Highly Effective Managers. County departments reported positive results from a pilot cohort of 12 participants; Ford said continued participation would use departmental training budgets and that the vendor offers price concessions at higher enrollment.
Commissioners moved and seconded the recommended actions. The commission approved implementing Phase 2 of onboarding and authorized continued participation in the Highly Effective Managers program; both motions passed by voice vote recorded as “Aye.”
Why it matters: HR leaders said improved onboarding and consistent manager training are designed to reduce turnover and speed new-employee productivity. Reed cited county turnover figures used to justify the investment: of 50 terminations over three years, 16 (32 percent) did not stay a year, and 33 (66 percent) left in under three years.
Implementation notes: Phase 2 will provide an electronic, printable navigator and a formal schedule of 30-, 60- and 90-day supervisor/HR check-ins. Departments will brief supervisors in September before countywide rollout Oct. 1. The supervisory program will be funded by participating departments; the county aims to stagger cohorts to build shared terminology and culture among supervisors.
