b'SECTION II - SECTION II -KEY PRIORITIES AND RECOMMENDATIONS KEY PRIORITIES AND RECOMMENDATIONS2.Continue all-hands meetings,6.Evaluate the MyLife program. AssessDefining Career Paths, OpportunitiesUpdate Workplace Policies institutionalize regular feedback loopswhether or not the returns are worth thefor Growth and Advancementto hear from Team H 2 O throughoutexpenditure: determine how best to investKey policy needs to support our workforce were the year and explore ways to furtherthe expenditures for this program for our12. Provide training opportunities foridentified, including bereavement leave, personal engage and inspire the workforce.employees.day-to-day skills needed to build theleave and paid maternity/paternity leave. The Building trust through open communication7.Develop a Total Rewardsworkforces capabilities. bereavement and personal leave policies have and dialogue is a key expectation of GMcommunications campaign. The13. Explore multilingual trainingbeen developed and approved. The maternity/Powell. Because the WSSC Water employeecampaign will highlight the benefits, bothopportunities, including Spanish, forpaternity leave policy will commence in April base spans multiple offices and facilities,monetary and non-monetary, of working atcommunity/customer-facing roles. 2023 with efforts to review all Human Resources there is a need to engage with the workforceWSSC Water to retain existing employees14. Create a mentorship program. policies for continuous improvement.by connecting with all employees at alland attract new hires. 15. Develop an employee advancementlocations to seek feedback, communicateprogram with roadmaps to promote28. Re-evaluate all Human Resources transparently and recognize our employeesCompensation Adjustmentsinternal career growth and promotionmanagement policies, procedures and for their contributions. This includes anand prioritize hiring from within;practices.increased presence of Senior Leadership atSupport job transition to different29. Improve and enhance the process Compensation adjustment recommendations all worksites on a regular basis. departments with training and jobto officially document and address 3.Develop a Total Rewardsare being finalized with the intent of using amobility policies and programs. employee grievances and fast-track philosophy to include competitivephased approach to carry out any compensation16. Improve Flexible Worker and Careerresolutions.compensation, and benefits, asadjustments. This recommendation should take into consideration overall financial constraints,Ladder Programs 30. Review and improve Standard well as an enhancement to cultureProcedures (SPs) organization wide.and well-being. Total Rewards referscompeting resource needs as well as bargaining31. Ensure appropriate departmental unit requirements. The positions evaluatedWorkforce Development and to the programs that impact employeesare largely hard-to-fill positions, those withTrainingInternal Operating Procedures (IOPs) compensation, health benefits, training,are in writing.career development support, and otherrecruitment and retention challenges and incentives that blend monetary and non- positions that are currently impacting business17. Audit training records to ensureImproving the Employee Experience/monetary benefits. Our compensation andoperations. compliance with standards. benefits need to be competitive to retain our8.Implement competitive pay18. Increase oversight of training and Employee Engagement/Internal talent and attract top talent. While WSSCadjustments in alignmentcertification programs.Communication Water offers a competitive benefits package,with a philosophy to lead the19. Develop on-the-job trainingcompensation has created challenges withmarket. Compensation adjustmentopportunities. 32. Implement employee journey (or recruitment and retention. Other painrecommendations are being finalized with20. Establish and promote additionalexperience) mapping program. Inpoints centered around access to trainingthe intent of using a phased approach toemployee resource groups (ERGs)order to identify moments of truth and opportunities, leave policies and careercarry out any compensation adjustments.to increase team engagement andopportunities for improving the workplace growth must be addressed to improveThis recommendation should take intoconnection. culture.retention. Our Human Resources Teamconsideration overall financial constraints,21. Initiate a management training33. Enhance employee onboarding. has developed a Total Rewards philosophycompeting resource needs as well asprogram.The way we introduce new hires into which ensures a clear purpose, objectivesbargaining unit requirements. 22. Create a formal leadershipthe organization sets the tone for theirand guiding principles to serve as roadmaps9.Resolve pay equity issues. WSSCdevelopment program.experience. We want all employees to be for all compensation and benefits decisions.Water has made adjustments where pay23. Advocate for integrating water/ set for success. This philosophy will be shared with allequity concerns are raised; however, therewastewater operations and34. Analyze shifts for depots and employees in April 2023. is a need to have a clear, transparent andmaintenance into civil/environmentalcustomer service advisors. Extended 4.Modernize the leave program to beconsistent policy around equitable pay andengineering training programs. hours and mandatory overtime, particularly more equitable and competitive withpay equity adjustments. 24. Enhance education programs tofor Meter Readers and our Customerother employers. Establish or enhance10. Expand grades and step structure. Thetarget vocational/high school studentsService Advisors, has led to constant leave for bereavement, maternity/paternity,current grading system and step structurefor possible water/wastewaterturnover in these positions and impacts military, personal leave / PTO (paid timeshould be evaluated to allow for growth andmaintenance jobs. morale. Additionally, shift assignments have off) and short-term disability longevity. 25. Create an enterprise-wide shadowingnot been established consistently across the5.Reassess the current performance11. Conduct an audit of job descriptions/ program for employees andWSSC Water.management system. Ensure employeesfunctions to ensure all positions areincentivize participation. 35. Conduct annual all-employee summits are appropriately evaluated for theiradequately graded and compensated. 26. Provide managers with resources,to team-build and track progress oncontributions to the core mission andtools and time for coaching,key initiatives/action items and foster strategic direction. counseling and properly documentinga culture of inclusion.performance.27. Increase training of meter readers.14 WSSC Water 2023 Transition Report WSSC Water 2023 Transition Report 15'