The Human Resources department presented a plans for overhauling the county’s existing policies, many of which have not been reviewed in decades. The initiative aims to establish clear, enforceable guidelines that enhance organizational clarity and employee accountability. An inventory of approximately 60 existing policies was conducted, with many identified as vague or outdated. The HR representative highlighted the importance of this review, noting that the current employee handbook requires segmentation for better clarity. Priority levels for policy review were set based on immediate organizational concerns, with high-priority policies including those related to employee discipline, grievance processes, and workplace safety.

The policy review process involves comparing existing county policies with templates and frameworks from organizations such as DDA and the state MMB website to identify gaps. The representative emphasized the reactive nature of the review process, driven by daily operations and organizational discussions. Collaboration with the personnel committee was deemed critical for facilitating the review and approval of these policies. The timeline for this comprehensive policy review is estimated at two and a half years.

Discrepancies between county policies and bargaining union agreements were also discussed, particularly regarding the cap on paid time off. The need for HR involvement in the bargaining process was emphasized to prevent inconsistencies and ensure proposals are feasible and compliant with existing policies. The absence of HR at the bargaining table was noted as unusual, with participants advocating for HR’s participation to provide informed perspectives on legal and policy implications during negotiations.

In tandem with the policy review, enhanced training initiatives were discussed, focusing on staff development and the need for regular, comprehensive training programs. Training topics identified through staff surveys include CPR, first aid, AED training, and workplace violence, the latter of which currently lacks a formal policy. The benefits and wellness committee proposed leveraging resources from Cook County Higher Ed to facilitate more frequent training sessions at no cost to staff. This initiative includes integrating training opportunities into the onboarding process for new hires.

A significant upcoming training event was announced, featuring John Lockhorst on mission-critical leadership, scheduled for February 27. This training aims to educate leaders on effective leadership across various levels within the organization. The budgeting for such training was recognized as a positive step forward in fostering a culture of continuous learning.

The need for customer service training and foundational training in interpersonal skills and conflict resolution was highlighted. Participants acknowledged the importance of equipping staff with these skills to improve communication and change the organizational culture. While the HR department is currently understaffed, limiting the progress that can be made, the commitment to advancing these training initiatives remains strong. A visual tracking system was suggested to monitor the progress of training development.