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CALIFORNIA P'; ,
,August 22, 1949 E ' AUG 23 1949
~~
TST'Pi ~oM9CA, GAL1F. -
City Council,
City of Santa Monica,
Santa Moniaa, Cali#'ornia,
Gentlemen:
In socordance with the provisions of Section
710 of the City Charter, there is transmitted herew°~th
a report on the operation of the personnel system of
the City of Santa Maniaa for the year ending June 30,
1949.
EMC:kb
CCs City Manager
CCs Personnel Board
SECOND ~iNN€1~1L REP(YtT
OF THE
PERSONidET. DIRECTOR
OIT3' OF S~N`!'~ MONIC~.
FOR T~ ~ E~~aN~ DUNE 30, 199
At~T31t,ai, N..EP~iT OF PEl;,SOYVED DEPART~tU`t t3GTIVITIES
In accordance Frith Section 710 of the Gity Oharter, the Personnel Director is
charged with the administration of the personnel and civil service system of the City,
including reorui`mnent, testing, classification and pay, personnel records, and related
matters®
The follotzing tables summarize data pertaining to the activities of the Per®
sonnet Departments
Far Year Ending For Year Ending
June 30, 19l~9 June 30, 198
Number of civil service examinations announced 73 74
Number of persons filing examination appiicatians 172y5 g28
Number of apglioations accepted l}:92 569
Total number of individual tests administered 2025
- Number ta'~.ng written tests 1073
2 - :lumber taking performance tests 327
3 ® Number taking oral tests 625
Number of persons passing fasts 623 l~20
Number of eligible lists established 72 71
1 Alumber attaining a place on pramotional
eligible lists ?~8 90
2 ® ?dumber attai_nitig a place on open competitive
lists 575 330
:cumber of eligible lists in effect {on June 30tia} 69 5$
Number of persons on eligible lists {on June 30tia} 177 ~.
Personnel Transactions Yr~essed
l ® ,appointments 1227 967
a - Temporary {60 days} 971 80l~
b - excepted 3 2
o - Permanent 253 161
2 - 6eparations 21;3 196
3 ® Transfers 34 51
4 -Promotions 82 ~~
5 ® .i`sscellaneous changes 1399 1195
CIPSL SI;ft02GE FX~uu~GI4'dING
It Brill be noted from `vhe foregoing tables that the exaanining Brork of the
-epartment greatly increased during the current year ia~ comparisor. ~5.th the previous
year. This eras caused by an inorease of over 109 in the number of accepted appii-
cations for examination. ~s a result there Bras a heavy increase in the follor~.rg
activities: intervieBring of examination applicants and handling of inquiries at the
public counter; maintenance of records and sencd ng of testnotifications to appli-
cants9 administering mritten' performance, and oral tests; scoring of wx°ig>ten tests;
and maintenanoe of eligible lists to reflect current availability of eligibles.
CI~SSSIFIC~TiON Al~t- P6Y :I~t;ISTRATZOPi
In addition to the admiristra',ion of civil servioe exam3.nations and the
processing of personnel transactions, ~kaich are statistically s ized in the fors
going tables,. the Personnel -epartnaent per**"ox°ned numerous other tasks in handling its
assigned responsibilities.raiairztenaaoe of the position elassifioation and pay pleas
is required ifl order to take account of changes in the organizational struoture or
procedures of the several departments, including the creating of near positi ~zs to meet
increased Fork load or to perform funotions in executing new or changed lams and ordi-
nances. -etermination of position requirements' desoriptions of duties, and reoommen-
dation of pay rates are entailed in establishing near classes of positions, and in revis®
ing specifications and pay rates for existing classifioations. It may be noted that this
department maintains a complete set of class speoifications for all classes of positions®
A current analysis is maintained of pay rates for work sisri:lar to this city~s,
in comparable agenoies in this area. A statistical analysis of this data is made from
time to time upon request of the Personnel Board, the City ~i,=anager, or the City Council
in order to determine relative levels of pay rates as between the City and other agencies
yri th similar positiceas.
®Z-
~...nd' PLOYF'~, RBT~t1TICNS
Conferences are held with department heads and with employee representatives
expressing views or requesting information with respect to basic pity pay rates® In
addition, requests for information pertaini?ag to grievanoes or complaints of city em-
ployees, presented either by supervisors or by the employee personally or by his rapre-
sentative, era given care~al consideration, in order to assure that accurate information
with respect to pity person°~el rules, policies' and praetioes is available to employees,
supervisors, anddepartment heads, thus facilitating satisfactory adjwstment of any ac-
tua.~. or potential grievances, In prooadures of this nature, it is recognised that the
employeets right to be represented by an agent of his oam choosing is stipulated in the
City Charter (Section 1191)® As practioally all employees are now members o£ the City
Employees, :association, the ohannel of communication and adjustment of such matters has
bean increasingly thro-vgh the Assooiation's representative,.
PIl2S9NiV'EL B9ARD
This department is responsible for integrating its activvities, in certain
respeots, with the advisory and reviewing functions o£ the Personnel Board® All
Board meetings era attended, seoretaa,~ial servioe is furnished, and minute books main
tamed® As the Board has extensive investigatory, and soma reviewing, pozaers wit;a
respect to personnel administration and oivil sarvioe problems, data and information
helpful to the Board in these acti'aiti.es are supplied, as requesteda
During the year the Personnel Board held 2$ meetings, Toro dismissed employ
ees and one suspended employee appealed their cases to the Board® After a hearing in
eaoh instance before the Board to asoer*aain the significant faots, the Board in each
case upheld ttae action of the appointing authority,
9Tf~t AC1^IVITIES
9ther activities of this Department era incident to its basic administrative
funetions® For example, medical examinations era administered to prospective appoint-
ees, and a follo,~®up on sick leave absanoas is made by the ~~edical Examiner; i.ndiroidual
®,®
omployee efficiency ratings are obtained quarterly from all departments, and are
oheoked and recorded on personnel reoords; complete personnel reoords are maintained
on eaokz employee; all transactions relating to eaoh employee9s employment status are
checked for conformity to civil service and personnel rules and regulations; all pay
rolls are certified for conformity to ciail service requirements; and requisitions for
personnel are filled fro*n existing elzgible Lsts.
-uring the year, a major groject was undertaken and completed with respect to
efficienoy ratings. After oonsiderable research, study, and experimentation, a system
of efficiency ratings based upon the specific duties and responsibilities of eaoh posi®
tion was developed. Training oonferences were held with supervisors to explain the
nevr system, and the necessary prooedural information and material. to faoiiitate opera-
Lion of the system was furnished in written form to all raters. As a result, many of
tine problems enco•.uatered in operating other plans with which there has been any prevaous
experience have been largely eliminated, and considerable evidence has been forthooming
that tlae plan is favored by both employees and raters to an exceptional degree,.
Another pxoject undertaken was the development of a mare satisfactory basis
for recording the judgments .dr' raters on oral interview boards, A new oral rating
form has been developed, and its use in oral interviews has been started, rovith promis-
ing results to date®
gv,GO~. ~,°~ AT30i3S
The following recoraaendations are made in the interests of effective personnel
administration and employee relations.
1 - It is reoommended that existing exami~aation contraot arrangements be con-
tinued with the State Personnel Board. This contraot pro aides for preparation of write
ten test material for examinations. Qver a period of taro years, this service has been
eery satisfactorya "tJo other arra~.ragement is known which would be equally eoonomical
®~y®
and productiae of satisfactory results.
2 It is reoommended that oonsideration be given to a compretaensive prod am
of supervisor and employee 4aaining. During the past year, oareful study 2aas been
made of authoritative texts in the training field, consultation has been held with
training antizor~.ties, and certain conclusions have been arrived at. It is apparent
that to be of real val9.~, a training program should be supervised a-zd ooordinated by
a full®ti.a~e specialist in this field, who would not only organize and ~.•re training
courses, but would maintain a continuous follo~s-;ap to assure actual applicatian and
practical use of techniques and attitudes whim should be imparted by training courses,
Accordingly, it is further recommended that as soon as the Gity is prepared to prooeed
b:'ith a comprehensive training program, a training specialist position be established
in the Personnel -epartment with full responsibility for developing and coordinating
a comprehensi=re training program.
ELDHr,- ~. C0~'~'~G
Personnel -ireotor
~;C ®'~b
Attachment: Summary of Examinations
7jl/~a8 to 5j3~j49
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