Metro: recruitment and retention Equity Strategy Advisory Committee April 15, 2015
Active Population Race/Ethnicity 2011_2012 2012_2013 2013_2014 Turnover by Race for Regular Employees BLACK 69 68 68 WHITE 829 822 858 30.00% ASIAN 30 32 32 HISPA 45 41 44 AMIND 13 12 14 25.00% NSPEC 4 12 18 Total 990 990 987 987 1034 1034 20.00% BLACK Terms Race/Ethnicity 2011_2012 2012_2013 2013_2014 WHITE BLACK 13 12 10 ASIAN WHITE 113 78 95 15.00% HISPA ASIAN 5 3 7 AMIND HISPA 6 9 9 NSPEC AMIND 1 2 3 10.00% NSPEC 1 2 2 Regular Turnover Total 139 139 106 106 126 126 5.00% Turnover Race/Ethnicity 2011_2012 2012_2013 2013_2014 BLACK 18.84% 17.65% 14.71% 0.00% WHITE 13.63% 9.49% 11.07% 2011_2012 2012_2013 2013_2014 ASIAN 16.67% 9.38% 21.88% HISPA 13.33% 21.95% 20.45% AMIND 7.69% 16.67% 21.43% NSPEC 25.00% 16.67% 11.11% Regular Turnover 14.04% 10.74% 12.19%
Turnover type Attendance Death Discharge Early Retirement End of Term (Elected) End Temporary Employment Failure to Complete Probation Failure to Return from Leave Health Reasons Incentive Separation Job Abandonment Lack of Work Lay Off Limited Duration No Call/No Show Normal Retirement Other Resignation Settlement Agreement
Active Population Race/Ethnicity 2011_2012 2012_2013 2013_2014 Retention by Race for Regular Employees BLACK 69 68 68 WHITE 829 822 858 95.00% ASIAN 30 32 32 HISPA 45 41 44 AMIND 13 12 14 NSPEC 4 12 18 90.00% Total 990 990 987 987 1034 1034 Retained BLACK Race/Ethnicity 2011_2012 2012_2013 2013_2014 WHITE 85.00% BLACK 56 56 58 ASIAN WHITE 716 744 763 HISPA ASIAN 25 29 25 AMIND HISPA 39 32 35 80.00% AMIND 12 10 11 NSPEC NSPEC 3 10 16 Regular Retention Total 851 851 881 881 908 908 75.00% Retention Race/Ethnicity 2011_2012 2012_2013 2013_2014 BLACK 81.16% 82.35% 85.29% WHITE 86.37% 90.51% 88.93% 70.00% 2011_2012 2012_2013 2013_2014 ASIAN 83.33% 90.63% 78.13% HISPA 86.67% 78.05% 79.55% AMIND 92.31% 83.33% 78.57% NSPEC 75.00% 83.33% 88.89% Regular Retention 85.96% 89.26% 87.81%
Hiring Summaries Includes hires from regular, LD, temporary, and internal recruitments FY 2011-2012 FY 2012-2013 FY 2013-2014 Race/Ethnicity/Gender # % # % # % American Indian or Alaskan Native 6 1.24% 4 0.84% 16 3.01% Asian 15 3.10% 15 3.14% 21 3.95% Black or African American 18 3.72% 22 4.61% 29 5.45% Hispanic or Latino 32 6.61% 23 4.82% 37 6.95% Native Hawaiian or Other Pacific Islander 2 0.41% 2 0.42% 0 0.00% White/ Caucasian 399 82.44% 398 83.44% 411 77.26% Race/Ethnicity Not Disclosed 12 2.48% 13 2.73% 18 3.38% Race/Ethnicity Total 484 100% 477 100% 532 100% Male 194 40.08% 218 45.70% 254 47.74% Female 281 58.06% 249 52.20% 274 51.50% Gender Not Disclosed 9 1.86% 10 2.10% 4 0.75% Gender Total 484 100% 477 100% 532 100%
Recruitment and Retention Efforts DIVERSITY ACTION PLAN DAP Internal Awareness and Diversity Sensitivity Core Team Goals • Metro’s work environment is inclusive • Employees actively hold each other accountable for respectful behavior DAP Recruitment and Retention Core Team Goals • Increase diversity in applicant pool • Increase diversity of new hires according to gender, age group, minority group membership, and other indicators of diversity • Increase retention of diverse employees according to gender, age group, minority group membership, and other indicators of diversity
• Recent, current and planned efforts • Increased and targeted outreach in recruitments • “Banned the Box” • Unconscious bias training for everyone with a special focus for hiring managers. • Intentional look at diversity on hiring panels • Cultural awareness months, DEI Awareness month • Culturally specific speakers
• Formal and informal groups and activities: Amigos de Metro, RUUR (reuniting to understand racism), race the power of illusion series, Bridge 13, Incight training, OUCH series, women in leadership, equity roundtable • Mentorships, Partners in Diversity Breakfast for champions • Developing opportunity for professional growth tentatively called “Career Development.” The idea is that current employees could apply for some eligible positions and perform the duties for 3-6 months to gain exposure and experience. This program is expected to pilot in 2015
• Refining the employee demographic information that will be compiled and reviewed on a regular basis • Cultural Compass Survey • Post event feedback • Informal contacts and conversations and scheduled check-ins are already happening and we are learning best practices from them
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