Interview with HR Manager
Training and Professional Development
- What programs if any are put in place to make sure employees’ growth is happening within the organization? Employee training the company is big on training all employees.
- Are there opportunities for advancement or professional development? how often are opportunities to learn and grow offered? Yes and no, yes there’s always opportunities for professional development. No, there is not very many opportunities for advancement.
- Are employees able to represent the company at industry conferences? Yes, employees are always allowed to represent the company when out at industry functions.
- What is the standard route of progression within the company? Current employees would have to apply for any promotion. Nothing is just giving based on work ethic and there are never any favorites. The company does not only look to hire within they also are willing to look outside of the company to fill a position.
- Do employees have access to the tools and development that is needed to do their job well? All employees have full access to the tools to do their job.
Performance - What is the performance review process? How often are the employees formally reviewed? There is really no process for the performance review besides it done once yearly.
- What metrics or goals will employee’s performance be evaluated against? it is based on how well the employee encompass the mission and values of the company, which determines their compensation. The performance review is not used for anything other then to let the employee what they can work on. There are no promotions that will ever come from the reviews.
- What are the skills and experience you are looking for in an ideal candidate? Ideal candidate would typically have a PHD degree, but all most all the employees interviewed or hired has at minimum a master’s degree. They must also have a minimum of five years in the management and development field. This is because the organization deals with property management developer.
- What attributes does someone need to have to be successful in the company? They would have to work hard, be kind, considerate, able to make sound/solid reasonable decisions and be mindful that you are considering a lot of different variables. You must also be able to do extensive research.
About the Company - What emerging trends will have the biggest impact on the company moving forward? Financial Capabilities of the state of California, alone with the growth rate of the population because once again the company is a development agency.
- What is the biggest challenge that the company is facing today? It is hard to say because the company is exceptionally good so there are not any challenges I can think of currently. If I must give an answer, it would be funding for brownfield which is when the government transform abandoned and underused sites into community and economic assets. If the land, we purchase is environmentally safe and useable or if its unreliable for future developments.
- What are the biggest challenges that employees face within the company? It is a small company and so being able to move within the company is not an option. Because there is not room to get promoted within the company the pay is excellent which makes up for not being able to move up withing the company.
- Where do you see this company in the next few years? I currently see the company very solid financially now and in the future.
- What can you tell me about the company’s plans for growth? The company plans are to continue with the development within the Sacramento, CA upcoming urban areas.
- During tough economic times, how has the company-built trust? I think trust is built because the management communicates well on the topics that is causing economic tough times and ways to possible improve the situation.
- When something goes wrong within the company, what is the workflow for improvement measure? When there are workflow issues, we have a meeting with the executive director and weekly meetings with just the team. To find ways to solve the problem and get the company back on track. If there are conflict issue within the employees, then the director handles those conflicts and take the proper channels needed depending on the seriousness of the conflict.
- What is the rate at which employees enter and leave the organization? Turnover rate is incredibly low, the average year with the company is 17 plus years.
- Can you tell me about the company’s founding? Started in 1978 to manage residential and commercial properties acquired by the state in the 1960s for construction of a state office campus. When the state determined it did not need all the property for state office purposes, it started CADA, in partnership with the City of Sacramento, to serve as the State’s property manager. public agency charged with creating new urban infill housing; managing residential and commercial properties owned by the state; and enhancing the State Capitol environment. CADA functions much like a private property management and development company. It is a “joint powers authority,” created by a partnership between the State of California and the City of Sacramento, and its activities are overseen by a five-member board of directors, which meets monthly.
Team - Can you tell me what are the strengths and the biggest challenges? The strengths would be longevity giving that there is not any option for promotions. My second thought would be financial stability is also a strength, I think.
- What are the common career paths within this company? There are not any because there is no room for promotion.
- How does the company build collaboration among members of the employees? There are team meetings, monthly meetings with executives where we have breakfast and every quarter, we have lunch meetings with everyone in the company.
- How frequently do upper management engage with team members? Upper management interacts with the employees often and they are very approachable and personable.
Company Culture - Whats the company culture like? Very friendly and wanting to help the community. They are very family organized also. What would you like to see changed within the culture? There is nothing I would like to see change.
- How would you describe the work environment- is the work typically collaborative or more independent? The work environment is collaborative, to do this job, you must be able to work with other.
- What is the formal mission, vision, and values statement? Mission: mixed-income housing with superior property management, develops complex infill projects, builds neighborhood amenities, advances its Joint Powers Authority priorities, and facilitates the relationship between the Sacramento community and the State of California and City of Sacramento.
Vision: continue building and serving a vibrant Capitol neighborhood. organization that maintains focus on its purpose, seeks creative solutions, and responds to opportunities. We strive to foster a culture that encourages collaboration both internally and with community stakeholders.
Values: Collaboration, Community Stewardship, Creativity, Fiscal Responsibility, Quality, Urban Development Leadership. - What is the nature of the company's engagement in community outreach? (Plietz, 2017). There is always community outreach giving the type of work the company does. We like to hear the community thoughts of ways to make the Sacramento urban areas better.
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