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LEAD WORKER ROLE Bullets 6, 9, 12, 23 and 25 <br /> Management has supported lead workers taking on the full range of duties as outlined in <br /> their job description. Those duties include responsibility for scheduling crews, planning <br /> work and budgets, supporting employee training and development, delegating when <br /> appropriate and involvement in planning future activities. Lead workers are responsible <br /> for planning and scheduling work more than simply being the most experienced worker <br /> at a particular task. That leadership skill set is more important than the specific skill set <br /> needed on a particular crew. <br /> An ad hoc lead workers support and training group has been suggested. <br /> OPEN DOOR Bullets 15 and 16 <br /> We have an open door policy. Section Managers included the open door concept <br /> developing our Mission, Vision and Values. The expectation is that managers and <br /> supervisors are available and approachable for any and all issues. The policy is based on <br /> attitude more than whether the door is actually open or closed. There are environmental <br /> or work task reasons why not all doors are open all the time. The critical feature is <br /> creating an open policy is creating an inviting environment where employees can talk to <br /> (10, supervisors and managers. <br /> The open door policy will be reiterated to supervisors and managers. <br /> HIRING PROCESS Bullets 14, 21, 22 and 24 <br /> Hiring from within the organization, posting jobs for competition and bidding for <br /> openings all have elements of conflict. We are limited as to how open or restricted the <br /> pool of applicants can be. Management tries to make the hiring process as fair as <br /> possible and provide the maximum support to current employees. There is a hierarchy of <br /> possibilities within the city process. The simplest form of hire is the lateral transfer. <br /> Whenever possible an opening is offered as a transfer. To do this we first need a pool of <br /> applicants of the same job classification. The benefit of the lateral transfer process is that <br /> city employees can move internally in the same classification, but it can limit the number <br /> of potential candidates. For promotional opportunities we need to cast a wider net. We <br /> can not for example, have an open and fair hiring process for a MW3 position and limit <br /> applicants to current MW2s at Roosevelt. We do offer the City's career development <br /> services and many supervisors at Roosevelt are willing to help and provide advice and <br /> support for employees on the hiring process. <br /> Bidding jobs and making promotional decisions based purely on seniority is unfair to <br /> employees with greater skill sets. <br /> IS MANAGEMENT GROWING THEIR SKILLS NOT EMPLOYEES Bullet 19 <br /> 31 <br />