HomeMy WebLinkAbout604005 HRQ HOLDINGS INC - CONTRACT - RFP - 7642 JOB ANALYSIS, PERFOMRANCE & LEARNING COMPETENAgreement Amendment #13
7642 Job Analysis, Performance & Learning Competency Assessment Page 1 of 6
Amendment #13 to the Services Agreement
between The City of Fort Collins and hrQ Holdings LLC
This Thirteenth Amendment (“Amendment #13”) is entered into by and between hrQ Holdings
LLC (the “Service Provider”) and the City of Fort Collins, Colorado (the “City”).
WHEREAS, the Service Provider and the City are parties to a Services Agreement dated
August 25, 2014; and
WHEREAS, the Service Provider and the City amended said Services Agreement on
February 27, 2015 (Amendment #01), March 17, 2015 (Amendment #02), February 25, 2016
(Amendment #03), May 26, 2016 (Amendment #04), July 27, 2016 (Amendment #05), and
February 16, 2017 (Amendment #06), March 9, 2017 (Amendment #07); October 19, 2017
(Amendment #08); January 3, 2018 (Amendment #09); March 13, 2018 (Amendment #10); May
12, 2018 (Amendment #11); June 13, 2018 (Amendment #12); and
WHEREAS, the Services Agreement and Amendments #01-12 are hereafter referred to
as the “Agreement”; and
WHEREAS, the City desires and the Service Provider agrees to perform additional work
pursuant to the Agreement terms and new Statement of Work attached hereto;
NOW, THEREFORE, in consideration of the foregoing recitals and the mutual promises
herein contained, the parties agree as follows:
1. Statement of Work. Appendix “A”, Statement of Work, is added by this Amendment #13 per
the attached document consisting of five (5) pages for the completion of the Offboarding
Optimization project.
2. Contract Sum. The City agrees to pay the Service Provider at a rate of $200 per hour with
the total fee not to exceed Twenty Thousand Dollars ($20,000) for the work under Amendment
#13. The Service Provider will invoice as costs are incurred under the assumption that
planned hours are used within the expected timeline. Each payment shall be subject to the
City’s review and approval.
Except as expressly amended by this Amendment #13, all other terms and conditions of the
Agreement, as amended by Amendments #01, #02, #03, #04, #05, #06, #07, #08, #09, #10, #11,
and #12 shall remain in full force and effect.
IN WITNESS WHEREOF, the parties have executed this Amendment the day and year shown.
THE CITY OF FORT COLLINS,
COLORADO
By:________________________________
Gerry Paul
Purchasing Director
Date: ______________________________
hrQ HOLDINGS LLC
By:
Printed:
Title:
Date:_________________ ______
DocuSign Envelope ID: 5978C71D-81F7-4F4A-BDC0-BB5280B712FA
7/23/2018
Brian Wilkerson
Managing Partner
7/24/2018
Agreement Amendment #13
7642 Job Analysis, Performance & Learning Competency Assessment Page 2 of 6
APPENDIX A
hrQ STATEMENT OF WORK
This Appendix serves as a Statement of Work governed by the terms and conditions of the
Consulting Agreement by and between the City of Fort Collins (“Client”) and hrQ Inc.
(“Consultant”) and outlines the services to be provided by hrQ Inc. for the City during the
completion of the Offboarding Optimization project. In the event of any conflict between this Exhibit
and the Agreement, the terms of the Agreement shall prevail.
PROJECT OBJECTIVES
The purpose of the project is to design and implement a consistent, systematic and efficient
offboarding process for exiting employees, their managers, and stakeholders to promote a
positive experience for all involved.
hrQ will be responsible for the following services:
1) Research and identify best practices in offboarding that maximize its
efficiency, as well as create a smooth and constructive experience for
those involved.
2) Provide project planning and project management support to include a
detailed timeline, milestones, and clear implementation steps to ensure the
City achieves a successful and timely outcome.
3) Facilitate the development of a detailed to-be process map that
identifies steps, data, timing and stakeholders to ensure the future
design is clearly documented.
4) Facilitate the development of a stakeholder survey to understand
perspectives on the existing process and collect feedback as to what is
working well and where opportunities for improvement exist.
5) Review and develop additional options for the approach to exit
interviewing, as well as a method for tracking, coding and
identifying trends and measuring overall effectiveness.
6) Identify key metrics, as well as a protocol for tracking that will provide an
objective measure of the overall effectiveness of the process including
identifying success indicators, establishing trends and observing changes.
7) Facilitate the development of a change management strategy including the
development of an overview presentation that can be utilized to share
project messaging with key stakeholders.
DocuSign Envelope ID: 5978C71D-81F7-4F4A-BDC0-BB5280B712FA
Agreement Amendment #13
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PROJECT ACTIVITIES
The key activities for this project will include:
Week Key Activities
Week 1 Meet with City of Fort Collins sponsor and project team to understand
high-level current process, touchpoints and materials
Gather data on current offboarding practices in key service areas
Facilitate the development of a stakeholder survey
Begin best practices research
Week 2 Continue data gathering and mapping of current processes with City of
Fort Collins stakeholders
Continue best practices research
Begin exit interview option review
Finalize stakeholder survey
Week 3 Begin survey response collection
Finalize best practices research
Continue exit interview option research
Week 4 Finalize current process mapping and data collection
Finalize exit interview option research
Continue survey response collection
Week 5 Complete survey response collection
Facilitate the development of a presentation of findings to include
best practices, survey responses, exit interview options and current
process
Meet with project team to present best practices, survey results and
exit interview options, and confirm current state process
Week 6 Design session with project team to begin design of to-be process
Facilitate the build out of the offboarding framework with detail
around process steps, activities, timelines and owners
Week 7 Continue to build out the offboarding framework with additional detail
around process steps, activities, timelines and owners Begin
definition of success metrics and indicators, offline and/or in
meetings with functional areas
Week 8 Second design session with project team to finalize the offboarding
process, activities, timelines and owners
Week 9 Facilitate the finalization of the offboarding process, activities,
timelines and owners
Meet with functional areas to begin implementation planning
Prepare draft communications plan and overview presentation
Begin definition of metrics and measures
Week 10 Continue meetings with functional areas to refine implementation
plan
Finalize definition of success metrics and indicators, and prepare
presentation of measurement approach
Week 11 Finalize communications plan and refine overview presentation
Meet with project team to review consolidated implementation plan,
measures and metrics
Edit and revise implementation plan, measures and metrics
Finalize exit interview option research
Continue survey response collection
Week 5 Complete survey response collection
Facilitate the development of a presentation of findings to include best
practices, survey responses, exit interview options and current process
Meet with project team to present best practices, survey results and exit
interview options, and confirm current state process
Week 6 Design session with project team to begin design of to-be process
Facilitate the build out of the offboarding framework with detail around
process steps, activities, timelines and owners
Week 7 Continue to build out the offboarding framework with additional detail
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Week 10 Continue meetings with functional areas to refine implementation plan
Finalize definition of success metrics and indicators, and prepare
presentation of measurement approach
Finalize communications plan and refine overview presentation
Week 11 Meet with project team to review consolidated implementation plan,
measures and metrics
Edit and revise implementation plan, measures and metrics
Finalize overview presentation
Week 12 Provide final project materials to client
Activities will continue to evolve based on the initial discovery and timing may shift based on the
availability of Fort Collins staff for meetings, reviews, etc. Throughout the project, there will be an
ongoing focus on alignment with project sponsors through regular check-ins and update
meetings.
KEY DELIVERABLES & BUDGET
Deliverable Timing
Stakeholder survey 2 weeks – week of 9/24
Best practices research & recommendations 3 weeks – week of 10/1
Exit interview approach options 5 weeks – week of 10/15
Detailed to-be offboarding process map
Change management plan
9 weeks – week of 11/12
Key metrics and measures to monitor success
Onboarding overview presentation
11 weeks – week of 12/26
Detailed project implementation plan 12 weeks – Dec. 31, 2018
The investment for all elements of the above plan will be based on time and materials at a rate of
$200 an hour with an estimated total investment of $20,000 to complete 100 hours of work. This
assumes a 12-week project with the kick-off to occur the week of September 10, 2018. These
terms are subject to the assumptions below.
Assumptions
This proposal is subject to the following assumptions. Should these assumptions prove to be
incorrect, it may impact the scope, timing, deliverables or cost associated with this proposal.
The, project sponsor or point of contact that provides project oversight for the City of Ft.
Collins will be reasonably available during the duration of the project for consultation and
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feedback.
The schedule outlined above is highly dependent on the ability to schedule review
meetings at the required times. Any delay in scheduling these activities could result in a
delay to the overall project.
The City of Fort Collins will be responsible for the scheduling and logistics of project
meetings; hrQ will be responsible for scheduling recurring status update meetings
between hrQ and City sponsor and/or project lead.
hrQ will have timely access to existing documentation relative to current offboarding
processes, including separation checklists, personnel action forms, exit surveys, benefits
paperwork, etc.
Any review by the City of Ft. Collins of deliverables, recommendations, or other
documentation required during the course of this project will be done in a timely manner
and without significant delay. This will include the preliminary framework, etc.
hrQ will have timely access to the current staff beyond the primary contacts at the City to
provide pertinent information as required.
hrQ’s CONSULTANT BIOS
The consultants below will be the primary resources assigned to this project. This team brings a
strong depth of experience and expertise in broad Human Capital Management practices. The
engagement will be led by Kristen Cooksley, a Senior Human Capital Consultant within this area
of focus.
Kristen Cooksley, SPHR – Engagement Lead
Kristen Cooksley brings more than 18 years of experience in leading successful organizational
transformation efforts and has worked around the globe on major change initiatives. Her areas of
expertise span across Human Capital Management with a particular focus on organizational
assessment, organizational development and change management.
Kristen has helped many organizations understand their unique issues, opportunities and
challenges, such as the Amgen, Sony Pictures Entertainment, Bodybuilding.com, and Blue Shield
of California. She has supported the City of Fort Collins in delivering a new Onboarding process
and developed training to support changes to their job architecture. She led the Walt Disney
Company through an initiative to understand the workload of their Human Resources department,
focusing on identifying efficiency opportunities to maximize performance. Kristen began her career
in Organizational Effectiveness for Saint Agnes Medical Center in Fresno, CA, where her primary
focus was on program development and department-level interventions targeted at increasing
employee retention.
She has a Master’s degree in Industrial/Organizational Psychology, is certified in a number of
Organizational Effectiveness tools and assessments, and holds an SPHR Certification. She is a
member of the Organization Development Network, the Association for Talent Development, the
Professionals in Human Resources Association, and served as President on the Board of
Directors for a local school and 501(c)(3) charitable organization.
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Melissa Doss - Subject Matter Expert
Melissa brings 12 years of experience in designing and leading successful organizational change
efforts in various sectors and global landscapes. Her areas of expertise are within Human Capital
Management with a concentration on learning and development, organizational development and
change management.
Melissa has extensive experience in conducting needs assessments and has also managed
organizational change, culture development and system implementations for companies such as
Hunter Douglas and Children’s Hospital Colorado. She has supported human capital projects with
the City of Fort Collins Human Resources department including providing job architecture training
and supporting job description development. She is experienced in working with C-suite sponsors
and other stakeholders, providing thorough and timely communication, excellent organization,
successful implementations and sustainability, measurement and feedback.
Melissa has a Master’s Degree in Organizational Leadership, emphasis in Leadership &
Management, Regis University and Bachelor of Arts in Psychology and Organizational
Communication, Western State Colorado University. She is also certified in various psychometric
tools, including Myers-Briggs, Emergenetics and Occupational Personality Questionnaire (OPQ).
She previously held key roles in planning and hosting Colorado State SHRM conferences.
DocuSign Envelope ID: 5978C71D-81F7-4F4A-BDC0-BB5280B712FA
around process steps, activities, timelines and owners Begin definition of
success metrics and indicators, offline and/or in meetings with functional
areas
Week 8 Second design session with project team to finalize the offboarding
process, activities, timelines and owners
Week 9 Facilitate the finalization of the offboarding process, activities, timelines
and owners
Meet with functional areas to begin implementation planning
Prepare draft communications plan and overview presentation
Begin definition of metrics and measures
DocuSign Envelope ID: 5978C71D-81F7-4F4A-BDC0-BB5280B712FA