Hiring practices

By From page A5 | July 14, 2014


After reading Larry Weitzman’s column regarding the county’s assistant CAO, its hard to imagine a reader that isn’t frustrated with the lack of effectiveness with local government, including our elected officials. The column goes so far as to suggest a complete review of hiring practices in El Dorado County is necessary, especially for key positions.

Over the years, I’ve noticed a few hiring practices within the public sector that are likely to produce results similar to those described in Larry’s column:

One practice stems from the idea that in order to attract competent personnel it is necessary to offer expensive pay and fringe benefit packages and hire from the outside rather than promoting qualified employees (or a known commodity) from within. Certainly there are a few employees already working for the county with the skills to fill the position of assistant CAO without drawing from Ione’s list of rejects.

Furthermore, those individuals that are able negotiate expensive salary and benefit packages will only stay as long as it takes them to negotiate a better deal someplace else.

Secondly, let’s discontinue the practice of closed door sessions when it comes to firing key personnel. (Read no transparency.) This practice can only benefit the inferior employee who merely finds another municipality that doesn’t do a thorough investigation and the taxpayers get to bite another bullet someplace else.

Thirdly, lets let human resources do its job. It’s discouraging to know that neither Bernard Carlson nor John Knight took so little interest in checking the background of the assistant CAO. (Read no accountability.)

Finally, if Terri Daly’s standards would permit her to hire Kim Kerr despite what she now knows about her background, it’s time to find a replacement for her as well.


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