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The Classification and Compensation Division (CCD) and The Employment Division (ED) should monitor and improve key processes and actions, and develop key benchmarking metrics. The Human Resources Information System (HRIS) should be more fully utilized to collect, analyze, and track data, and enhance coordination with other City departments to address concerns and minimize inconsistencies.

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The Office of Internal Audit (OIA) conducted a performance audit of the Human Resources Department (HRD) – Personnel Services. The audit was included in the fiscal year (FY) 2013 audit plan passed by the City of Albuquerque (City) Council.

HRD had 33 positions budgeted for the following major functioning areas in fiscal year 2012: Administration, Benefits and Insurance, Public Service University, and Personnel Services (Employment/Employee Relations).  Structurally, the Personnel Services function is divided into four divisions: Employment, Classification and Compensation, Training, and Human Rights.

Are the services provided by the Employment and Classification and Compensation Divisions aligned with goals and objectives of City Departments?

The current established performance measure, requiring employment actions to be processed within 72 hours from receipt, is frequently exceeded.  Of a sample of 24 personnel actions processed by HR Analysts during fiscal year 2012,

  • 12 of 24 personnel actions were processed more than 72 hours after receipt; and
  • On average, each personnel action was processed within approximately ten days.


Are the services provided by the Employment and Classification and Compensation Divisions monitored internally?

HRD does not consistently track key data to measure and analyze internal performance, monitor trends over time, help support decision-making, and ensure HRD is fulfilling its stated oversight role.

The hiring process is not measured by HRD to identify ways to minimize the length of time to hire applicants or help determine the benefits of implementing the NEOGOV system.  A review of 24 hiring packets submitted to HRD during fiscal year 2012 found that the City’s on-boarding process takes an average of 90 days from close of advertisement to the employee’s start date.

Is the Employment Division administering the overall employment function in accordance with HRD policies and procedures?

Temporary Payroll Upgrades are not processed in accordance with HRD’s policies and procedures.  A sample of 20 of the 201 employees who received a temporary upgrade in fiscal year 2012 was reviewed.

  • 13 of 20 requests for temporary upgrade were not submitted to HRD for review and approval;
  • 1 of 20 requests for temporary upgrade was reviewed and approved by HRD, but not properly filed by HRD;
  • 8 of 20 temporary upgrades were provided for a dollar amount greater than the maximum amount allowed in the collective bargaining agreements and HRD’s policies and procedures; and
  • 10 of 20 temporary upgrades continued for longer than the maximum time allowed in the collective bargaining agreements and HRD’s policies and procedures.


HRD also does not track the frequency and cost of temporary payroll upgrades granted to employees, or upgrades that are denied, which could be used to expedite future determinations for same or similar positions.

HRD does not enforce the requirement for annual employee performance evaluations, development of goals and objectives, and training plans for all employees.

Is the Classification and Compensation Division maintaining the position classification system and all reclassification requests in accordance with HRD policies and procedures?

Position reclassification reviews conducted by HRD are not performed in a timely manner.  Based on a review of all 25 filled position reclassification reviews performed by HRD during fiscal year 2012, the average time from the request for a position review to the completion of the review is approximately 108 days.

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