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Constitutional c._.,.,.lnt' C_l.i%cer i..�•- '.711 t ;i e_o vs_
,r' ._ i__ fell .._1 u,.`.r .Tiv' by vOO.'c;.��G ,°�L��.v'.. statues to
hire, fire, ;�' 'o io'.: ', .ci e`. • l..l'_o:' county d 1 mn`) p�.Zr:e I.O� _.�C�:, L `�" �?� ���Cnt he2C;7 ',rho :a7O
e.ppoiuted by the County Commissioners, act in an advisory capacity to the Commissioners
in regard to hiring, firing, promotion, and discipline of county employees. The County
Personnel Director acts as a back up for all deb?artr2ents and is directly responsible to
the 'geld County Commissioners.
The County' Personnel )i rcctOr is responsible for payroll, inCi v d al er pl oyce's
records, updating and inplemonting salary schedules, hiring, exchanging or transferring
employees beteeen cia✓nartme ts, employee benefits, and nersonnel records. Job training
and employee safety era presently the responsibilities of each department.
i�.erc are ap•pl o,.i.iately 600 Weld County employees. The County Payroll was
for 197h.
Personnel in the ;welfare Department and for Social Services are on the state merit
system because of past Federal requirements for the grant in aid programs. All other
Weld County em)lo'°o:?s are hired by job classification. Yearly par increases are by steps
(of which there are seven). An employee may be advanced either by job classification or
by steps, depending on the available funds.
The Weld County Commissioners exercise control of the salary schedule funding for
emeloyees and employee benefits through their budget and taxation responsibilities.
Auditing, and ,tier procedures, are used to determine the need for larger payroll
budgets in the r' ferent departments.
Ilan?j i; ' : '1, :::ots maintain. a 35 hour work -eei_ although the salary schedule is
based on a h0 hour week. In some areas employees have been allowed to ,u rh overtime, in
order to accumulate :lore vacation tine.
Federal ;-ncd otatr funding and laws for county programs have placed tee county in a
position, -'hereby, it will be required to follow federal laws in regards to employment.
Some of the requirements may deal with safety, discrimination, and a uniform 40 hour work
week: with time and a-half -)ayr, f or over 40 hours.
The ners0':"!.nel cC')i"":?:'.t oc ailed a quoct:1.onai: : to approximately 10,' of th., c r o' n'� � et� lO yees
in an effort o a fool;, r,; • -... ,o. ,_
•, `C C71. _ . l_7; r. _:Ci 't,�.. .- .f,;,. loads, advancement,
benefit` C-vc. !l h . '-s old t_> ro se -i mac rvio-r those
`', - - - tie:., nUf:.3t�03"['._�i':... i.L'b;:_ i
who ?ran o t us.
Sixty five roercent of the questionaires ore completed and returned, representing most
of the departments. Although five were sent to the sheriffs department, noe were returned.
The majority cf the returned questionaires indicated that the employees arc generally
satisfied '.''1tn th:thir pay, benefits, working conditions, supervision, etc.
The salary schedule was dov io_)ed by comparing and analying similar job classifications
in ideld County. It is constantly under review by the personnel director in an effort to be
in a competitive posi4.,ion in the job market.
The eld County 7ospital maintains under the authority of-Abe hospital.:board a personnel
director i•d.th tt:o aids. The hospital err)loys 600 peonle with a payroll for 1974 of 4,945,000.
The salary schedule and benefits are constantly under nv_iei'; by the personnel director
and is co;va.rable with salary schocules and benefits for employees in major hospital in the
Denver area.
Personnel recors for the individual employee is maintained by the cersonnel office.
Cooperation between the 'Meld County commissioners and hospital include extra work and
pay for the ambulance attendants and federal funding for some extra workers at the hospital.
The teld County Health Depart: ent aintains a seer 4 t e sa1,:,.ry schec'ul and has its
, o,•711 'lolicy!•s for vacation, sick leave, inaurance, retirement, and hos d.',;-tl insurance.
hero wore fifty-fire fu. l 't jJrz:, en^; ef ,...t. c �-1 part tine o;r
,, , , e and �.1.:� �', .�, v C,i_ O':���1 1� Je3 in January of
i .._ --oar. The -;gyro l for 1974
97 wa= $5°0,000,000.
Since the ;?calth Department does not have a personnel director, the duties of this office
are handled by the business admin-i strater with all p,ayrol 1t, ci-iccks, and other records
being done by hand. Information is now being *athercd to find a better nothoa such as atomatic
data-nroces sing fo r the payroll with the possible use of weld county co:::oater systems.
The health c?�rew.rtmen₹, has inn l-+men Ued a norsonnul policy committee co )osed of department heads
and staff members to analyze and ;4al:e r' eoenciations in all areas. of cr.:'-;lo,yuei t in their .--.
department.
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