People & Culture 2024-25 Impact Report

2024-25 Impact Report

From Insight to Impact: A Year of Wellness, Support, and Progress

development opportunities, simplifying onboarding, or creating more inclusive engagement strategies, we kept employees at the forefront of our plans. The department geared its 2024-25 programs toward innovation, employee wellness, and employee support. We developed a mindset that shaped every policy, platform, and partnership. This report captures the highlights, successes, and our progress. Take a look, celebrate with us, and see how the People & Culture Department worked behind the scenes in the past year to make the City organization stronger, healthier, and more connected than ever. Our Talent Acquisition Team uses AI to write job ads that are clear, helpful, and more likely to attract top candidates. It also uses it to support hiring managers with fair, job-related interview questions. The Employee Success Partnership (ESP) Team uses AI to review exit survey results and suggest steps to boost retention. ESP also uses AI to create transcripts and reports from personnel investigations, which saves time and improves accuracy, and also drafts easy-to-read policy updates. Our Organizational Effectiveness & Development Team uses AI tools to help employees explore career goals and create development plans. The innovations improve efficiency and the employee experience. The new technology focuses on people and builds a stronger organization.

The People & Culture Department reimagined how we serve, support, and celebrate City employees in 2024-25. Fueled by innovation and guided by compassion, we sought to enhance the employee experience across every stage of the journey. From wellness initiatives that prioritized mind and body to smarter and more responsive HR tools, 2024-25 was about meeting the moment and each G-team member with care, creativity, and purpose. As a local government, we know our work starts from within. We strengthened our commitment to being a people-centered department by listening to employee needs and building programs that reflect them. Whether it was expanding professional In the 2024–25 fiscal year, the People & Culture Department introduced new technologies to enhance employee support and services. We piloted DocuSign to replace paper performance evaluations, which saves time, reduces waste, and simplifies the process. Embracing Innovation

We used artificial intelligence (AI) to improve workflows and launched a chatbot that gives employees quick answers about

policies and benefits around the clock. To simplify policies, we used AI to create a short, easy-to-read employee guide based on our 400-page personnel manual.

Personal Observance Leave To support employees' diverse personal, cultural, and spiritual needs, a new personal observance leave policy took effect in July 2024. Under the policy, full-time and part time employees receive up to eight hours of paid leave per calendar year to use for any observance that holds personal significance (see table) . This flexible leave acknowledges the varied ways individuals honor their beliefs, traditions, or meaningful life events. Whether it's for a cultural holiday, religious observance, community event, or personal reflection, employees are encouraged to use this time in a way that supports their well being and values. Personal observance leave does not roll over from one calendar year to the next. It is not paid upon separation and cannot be donated to another employee or used with Family and Medical Leave Act leave. To request this leave, employees should follow the standard process through the timekeeping system. This policy reflects the City’s commitment to fostering a respectful and inclusive workplace and recognizes that personal time holds different meanings for everyone. Promoting Employee Wellness Healthier, Happier Employees The City instituted the Wellness Premium in January 2025 to reward employees’ proactive health choices and lower the City’s healthcare costs. The initiative fosters a supportive and engaged workplace by providing discounted health insurance premiums to individuals who complete specific wellness activities. These include: • Annual physical, prenatal exam, or any preventive screening • Biometric screenings (e.g., blood pressure, cholesterol, A1C) • Completion of the annual Rally Health Survey online

Employees complete and record eligible activities during the program year in their online portal. If they meet program requirements by the end of the calendar year, they become eligible for premium discounts in the following plan year.

Allotted Hours Per Calendar Year

Position Type

Full Time (40 hours/week) Part Time (30 hours/week) Part Time (25 hours/week) Part Time (20 hours/week)

8

6

5

4

People-Centered Focus

REACHing New Heights: A Day of Growth and Connection In August, the People & Culture Department hosted the inaugural R.E.A.C.H. Professional Development Day, a one-day conference to enrich and empower municipal staff. The event offered diverse sessions covering leadership development, communication strategies, financial wellness, and retirement readiness. Employees also accessed different City and community organizations, which fostered networking across

departments. Participants also benefited from on-site headshot services and enjoyed a complimentary lunch, enhancing their professional image and workplace camaraderie. Staff celebrated the event for its thoughtful organization and wide-ranging value. Attendees praised the workshops, particularly those on public speaking, as beneficial for personal and career growth. The stage has been set for REACH to become an annual fixture in Greensboro’s commitment to staff development.

Watch here

In Their Words Hundreds of employees took advantage of the City’s first R.E.A.C.H. Professional Development Day. We asked two staffers, Cadasia Levy (Planning) and David Walters (Communications & Marketing) to reflect on the occasion. “The R.E.A.C.H. event was a fantastic experience. It served as both a great way to grow professionally and a wonderful opportunity for personal empowerment. With a focus on uplifting everyone, regardless of age or status, R.E.A.C.H. provided tools and guidance to help us build life skills that last and chase our long-term goals. Each workshop was filled with valuable insights we could apply not just at work, but in our everyday lives.” “The R.E.A.C.H. event made me feel appreciated and provided meaningful information that helps me work more effectively and efficiently. Not every employee can attend a professional development conference or workshop related to their specific role. But this program offered such a variety of topics, participants almost certainly were able to find something helpful and practical. “I particularly appreciated the sessions on Personal and Team Dynamics and Coaching, Mentorship, and Sponsorship. While neither dealt specifically with communications, the ideas discussed hopefully made me a better co-worker and enhanced my understanding of different workplace interactions.”

Cadasia Levy

David Walters

The City’s Acute Care Clinic at Medical Services resumed in-person care for employees’ illnesses and injuries in May 2025. The clinic’s services were paused during the COVID-19 pandemic and aftermath. Employees can schedule an appointment during most workdays for minor illnesses and injuries. Typically, the employee can be seen the same day. The clinic operates from 1-4 pm, Monday through Thursday, based on appointment availability. Employees simply call the clinic line to check for availability and arrange visits. This convenient, employee health service provides timely and work-focused care that offers fast, convenient treatment access, minimizes employee downtime, and helps employees safely return to work. City Acute Care Clinic Reopens

Putting Employees at the Center of Reclassification The department launched a new employee-centered approach to position reclassification in November. It prioritizes transparency, collaboration, and employee voice. When a department requests reclassification for a filled position, supervisors will notify the incumbent employee and follow steps outlined in the Position Reclassification Process . Our goal is to reimagine roles not just based on organizational needs, but also with meaningful input from the employees who fill them. Once the steps are completed, the compensation team reviews and shares findings with relevant parties, including the employee. Employees are encouraged to share comments or concerns with their leadership. At the end of the process, employees will complete a brief survey to measure satisfaction and improve future experiences. This approach ensures evolving roles reflect both individual growth and the City’s mission. Giving Back People & Culture employees showed their commitment to people-centeredness by volunteering at Backpack Beginnings in the last year. Staff packed food and supplies to help children and families in need. Our team used the City’s Service-to-Others Leave policy, which lets employees volunteer during work hours while still getting paid. It was a great way to support our community and build teamwork. Giving back is part of who we are, and we’re proud to serve our neighbors, not just through our jobs, but also through our actions in the community. New Civil Service Board The City launched a new Civil Service Board in 2025. The independent board gives sworn Police and Fire employees below the rank of assistant chief an additional route to review important personnel actions they previously didn’t have. It promotes fairness, consistency, and transparency in the workplace.