Workforce Recruitment Training

Source: PDF pp. 458-460 ↗ · raw: 458 · 459 · 460

Breadcrumb: Service Area Summaries > City Operations > Bureau of Human Resources > Workforce Recruitment Training

City of Portland Fiscal Year 2026-27 Proposed Budget City Operations > Bureau of Human Resources > Workforce Recruitment Training Workforce Recruitment Training Budget Revenues by Fund 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed External Revenues $2,161 $3,399 $0 $10,000 General Fund $2,161 $3,399 $0 $10,000 Internal Revenues $3,514,848 $3,254,224 $3,759,952 $5,260,153 General Fund $3,514,848 $3,254,224 $3,759,952 $5,260,153 Grand Total $3,517,009 $3,257,623 $3,759,952 $5,270,153 Program Expenses by Major Object Program expenses only include personnel, internal materials and services, external materials and services, and capital. 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed External Materials and $172,830 $121,428 $50,000 $720,600 Services Internal Materials and $26,230 $18,246 $15,602 $26,304 Services Personnel $3,086,919 $3,412,661 $3,694,350 $4,523,249 Grand Total $3,285,979 $3,552,335 $3,759,952 $5,270,153 Program Description and Goals Workforce Recruitment and Training (WRT) provides a holistic portfolio of services to attract, develop, and retain a diverse and talented workforce. The WRT program administers recruitments; actively coordinates various outreach programs with internal and external stakeholders to promote employment opportunities for prospective candidates; facilitates monthly Citywide New Employee Orientations; oversees CityLearner (the Citywide Learning Management System), SuccessFactors Onboarding, and manager/supervisor and mandatory trainings; conducts qualitative research internally and externally regarding recruitment, selection, engagement, and training; coordinates professional development programs and leadership and compliance trainings; and develops and publishes Citywide HR analytics on a monthly basis. Key performance indicators for WRT include the following (figures below do not include Police Bureau recruitments due to 458

City of Portland Fiscal Year 2026-27 Proposed Budget complexity with the recruitment process): • Time to Fill: This is calculated based on the period from which the position was posted to the point a verbal offer is made to a candidate. The goal with this metric is to average a time to fill of 85 days. With the addition of ongoing recruiter positions received in FY 2024-25 increasing the recruitment staffing levels, the average time to fill for non-casual recruitments was 79 days. The average time to fill for non-casual recruitments for the previous fiscal year through December 2025 was 81 days. • Time to Post: This is the period when a requisition is received within Human Resources to the time it is posted to the City's website. With the addition of ongoing recruiter positions received in FY 2024-25 increasing the staffing levels, the average time to post was 6 business days. The average time to post for non-casual recruitments for the prior fiscal year through December 2025 increased to 8 days. • Closing to List: This is the period between when a recruitment closes, and an eligible list is established. The average with this metric is to average a closing to list of 5 business days. The responsibility of administering this process could include WRT resources only, bureau hiring authority only, or a combination of both WRT resources and bureau hiring authority. With the additional ongoing recruiter positions received in FY 2024-25 increasing the staffing levels, the average time to closing to list was 8 business days. The average closing to list for the prior fiscal year through December 2025 was maintained at 8 business days. https://www.portland.gov/bhr/recruitment-training ↗ Services Administer recruitments; Provide consultation on recruitment strategies; Conduct student and focused outreach; Facilitate monthly New Employee Orientations; Manage CityLearner (the Citywide Learning Management System); Administer SuccessFactors Onboarding; Coordinate manager/supervisor and mandatory trainings; Leadership Engagement and Development (LEAD) collaboration program; Path to Leadership Program; Citywide Mentorship Program; Coordinate SummerWorks Internship Program; Coordinate We Are Better Together Program Equity Impacts WRT tracks the number of qualified applicants and hires who self-identify as being members of protected classes. As part of the central accommodation process, employee accommodation requests and fulfillment are tracked and reported in the HR dashboard. WRT ensures equal opportunity employment for all individuals. The majority of hires Citywide for all bureaus are made via recruitment. Some of these hires are new hires, some are re-hires, and some are already City employees who are promoted, demoted, or move laterally. Over the past five fiscal years (FY 2020-21 through FY 2024-25), for all of these types of hires made by recruitment Citywide, the average number of hires per year (including casuals) has been 2,262. Of those hires, 49% self-identified as female, 49% as male, and 2% as X. 36% of hires self-identified as people of color; 7% self-identified as having a disability; and 3% self-identified as being a veteran. Changes to Program The Workforce Recruitment and Training (WRT) program offer combined with the People and Culture Program Offer in 2025, including 1 FTE (Human Resources Analyst II) and the following programs: student and focused outreach, We Are Better Together Program, and SummerWorks Internship Program. 459

City of Portland Fiscal Year 2026-27 Proposed Budget The one-time funding WRT received in FY 2025-26 in support of the SummerWorks program will expire for FY 2026-27. This includes one limited term position and $500,000 in contract funds for WorkSystems Inc to support direct youth internship placements. 460

Parent: Bureau of Human Resources · PDF: pp. 458-460 ↗