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Even if you keep working after you turn 65, Social Security recommends you sign up for Part A if you have enough quarters. You should contact them directly at (800) 772-1213, or www.socialsecurity.gov, or go into a local office for more information.
Medical - Enroll
With proof of loss of coverage an employee and his/her eligible dependent children may enroll may enroll in the County’s medical plans.
Dental and/or Vision – Enroll
With proof of loss of coverage and employee may enroll his/her dependents in the County’s dental and vision plans.
No, the loss of coverage for just your son does not qualify as an event that allows a change outside of the Annual Enrollment period. You would have to lose coverage in order to allow enrollment of yourself and your son. You can enroll yourself and any dependents at the next Open Enrollment.
He may already be on FMLA. SDI and catastrophic leave are methods for getting paid while on a leave. FMLA doesn’t provide any payments.
FMLA protects a person’s job while they are out. In order for an employee to be eligible for FMLA, the employee must have worked for the County for at least one year, and the employee must have worked at least 1,250 hours in the 12 month period dating back from the employee’s requested FMLA effective date.
FMLA is an entitlement to be away from your job for up to 12 weeks (concurrently or intermittently) for specific reasons, such as birth or adoption, care for self or a child, parent, spouse or registered domestic partner who has a serious health condition as defined in the Act (see PMR 44.7for definition). While an employee is out on FMLA, the County’s benefit contribution will continue during the 12 week FMLA leave at the same level as if the employee was actively at work. The County’s contribution to benefits will be based on the number of hours the employee was working when the employee went out on FMLA.
FMLA runs concurrently with paid leave; it does not start after paid leave ends.
FMLA is unpaid leave, however, an employee must use paid leave while out on FMLA (note: employee may hold up to ten days vacation while out on FMLA).
A classification plan is a system for defining and grouping individual jobs into common classifications based on similar duties, responsibilities and requirements. The system consists of documenting and defining standards and measures to allocate positions in an equitable manner, to establish and maintain accurate class descriptions, and to establish and maintain a sound compensation plan.
No. There are several possible outcomes to a classification study. Human Resources may determine that an employee is in the correct classification. The employee may be reclassified into a job classification which pays the same, more, or less than the current job classification; Human Resources may determine some duties need to be removed from the assignment; or Human Resources may determine that a new job classification needs to be created, and will conduct a salary survey at that time to establish an appropriate salary range. The salary for the new job classification may be the same, more, or less than the employee’s current classification.
There are three main types of classification studies:
When an employee is reclassified to a job classification with a higher salary range than the current job classification, it is considered a promotion. Unless the applicable MOU provides otherwise, the employee will be placed on the lowest step of the new range that results in not less than a 5% increase from the employee’s current salary. When an employee is reclassified to a job classification with the same salary range as the current job classification, the employee’s salary will not change.
When an employee is reclassified to a job classification with a lower salary range than the current job classification, the employee will be placed within the salary range of the new classification at the step which is lower and closest to the salary the employee was receiving before the reclassification. However, whenever the effect of a reclassification reduces an employee’s salary, the Human Resources Director may recommend the employee continue to receive their previously authorized salary (known as Y-rating) until such time as the salary range for the new classification exceeds the employee’s current salary.
Requests should be submitted when there have been significant and/or major changes that appear to be ongoing in an incumbent’s duties and responsibilities, particularly in the level of complexity, decision making authority, scope of the position, and knowledge and abilities. This can result from changes in staffing, organizational structures, programs or laws.
Department heads or their designee may submit a Classification and Compensation Study Request Form with supporting information to Human Resources.
Position reviews/reclassifications – the request will include a description of the duties being performed; how the duties, functions and responsibilities have changed; what caused the change; and the length of time the employee has been performing those functions, duties, and responsibilities.
New classification – the request will include proposed duties, and why these duties cannot be reasonably assigned to another classification.
If the reclassification is to a higher level job class, meaning a higher salary range, the seniority in the new job class begins upon the date the reclassification is effective.
If the reclassification is to a lower level classification, meaning a lower salary range, an employee’s time in a higher (paid) job class counts toward seniority in the lower (paid) job class. The time in the higher class will be added to the time in the new class for purposes of determining seniority in a layoff situation.
The factors that may justify reclassification include:
These changes must be significant in order to justify reclassification. For example, if the new function that is not currently within the scope of the current class is found to only be 10% of the overall duties of the position, reclassification is not likely.
The employee will be covered by the MOU and represented by the Union which represents the job classification into which they have been reclassified.
Even if a manager has been giving a high performing employee additional assignments that aren’t listed in the class spec for their current position, this does not necessarily warrant a reclassification study. The County’s job classifications have been written broadly to be able to encompass a wide variety of duties and responsibilities. To think that an employee can’t do anything outside of what’s specifically stated in a job class specification is not accurate. Employees often perform duties that are not specifically listed on the class specification, but as long as those duties are within the overall purpose, scope, and level of the class, then the duties are likely to be appropriately assigned.
Managers and supervisors are responsible for ensuring that employees work within the definition of their position. If the duties that are assigned are not appropriate, then when operationally possible, the duties should be reassigned to a more appropriate position. Only if the additional duties cannot be reassigned and are anticipated to be ongoing, should a reclassification study be requested.
The Classification & Compensation team can also help with additional acceptable options.
Employees will be required to compete for a new or significantly modified position through the competitive exam process
A study generally takes 3 months from the receipt of the required supporting documentation. Some of the factors that affect the length of a study are the number of classes and positions included in the study, the amount of research necessary, the extent of the recommendations, department’s shifting priorities, the length of time it takes to get information from the department and/or incumbent, the workload of the assigned analyst, and the interested parties acceptance of the recommendations. Studies involving multiple employees, particularly if the employees are employed in different divisions or departments, routinely take longer due to the greater complexity.
The incumbent’s role is to thoroughly and accurately complete the PDQ and provide clear and concise information in an interview and/or desk audit regarding the work that is being performed in the position.
For MCMEA represented classes only, the appointing authority will notify all department employees of temporary promotional opportunities and will allow department employees 5 working days to express an interest in the assignment. The appointing authority will consider all interested and eligible employees. The selection decision rests with the appointing authority.
Yes. However, this action should be carefully considered as there may be ramifications related to completion of the employee’s probationary period.
The effective date of a temporary promotion depends on the particular circumstances surrounding the temporary promotion assignment. If the assignment in the higher level classification is due to vacancy of a budgeted position or extended leave of the incumbent and is expected to continue for more than ten (10) days, the effective date of the temporary promotion is the first pay period in which the employee is in the temporary promotion assignment for a majority of the time.
However, if it is unknown that an assignment in a higher level classification is going to extend for more than 10 days, then the temporary promotion will be effective after the employee has performed the higher level duties for more than 10 days. An example of this situation would be if an incumbent was on vacation for no more than two weeks and an employee was performing the duties in place of this incumbent while they were on leave, but then the incumbent was unexpectedly on leave for an additional amount of time that resulted in the employee performing the duties for more than ten (10) days.
For MCMEA represented classifications the total length for a temporary promotion is limited to one (1) year. Departments desiring extensions must resubmit the request documentation with information supporting the extension. Should a temporary promotion result from a vacancy in a budgeted position that has been approved by the County Administrator’s Office to fill, the appointing authority will submit a personnel requisition to Human Resources within two (2) months of the effective date of the temporary promotion.
For all other classifications, temporary promotions are approved up to 6 month increments. They are intended as a temporary change of duties in employees’ work assignments. Long term changes should be addressed through a more permanent process. However, in the event of unusual circumstances, a department head may request extensions in up to 6 month increments from the Director of Human Resources.
The increase will reflect either a 5% increase over the employee’s current pay or the first step of the salary range of the temporary promotion class, whichever is higher, not to exceed 15% or the top step of the salary range.
The temporary promotion is paid as a biweekly recurring payment and is listed separately on the paystub.
Based upon changes enacted by the State Legislature regarding retirement processes, this issue is currently under review.
Yes. Every adjustment to salary that affects the classifications related to a temporary promotion requires a resubmission of the temporary promotion salary calculator and personnel action form. In addition, all temporary promotions should have an end date of no later than the last day of the pay period before a scheduled general salary adjustment or equity increase.
An employee’s primary appointment (regularly assigned position) does not change when temporarily promoted. They will need to work the hours of the temporary promotion, but they should enter in their regularly scheduled hours on their timesheet. For example, if the temporarily promoted employee is moving from a class with a 37.5 hour workweek to a class with a 40 hour workweek, the employee must work the 40 hour workweek, but the biweekly hours of the employee’s regular assignment (75) will be entered into payroll.
The temporary promotion pay already includes the full pay for the additional hours worked during the temporary promotion. So if the employee were to input 80 hours on his/her timesheet, he/she would then receive double payment for those 5 additional hours worked during the pay period.
No. An employee’s primary appointment (regularly assigned position) does not change when temporarily promoted. Therefore, since leave accruals and types are tied to the employee’s regularly assigned classification and position, the employee’s regular leave allowances and accrual rates do not change.
Since payroll data must reflect the employee’s normally scheduled hours, the employee must only be charged or credited with leave time as applicable to his/her regular classification. For example, if an employee is regularly assigned to a position that has 75 hours biweekly, but is temporarily promoted to a position that has 80 hours biweekly, then he/she should only record 75 hours on his/her timesheet and 7.5 hours of holiday/vacation/sick time for each full day of approved leave.
If the employee is eligible for overtime in the temporary promotion and there is a change in biweekly hours, the employee should only enter overtime for hours worked over their temporary promotion assignment’s scheduled hours.
For example, if an employee is regularly assigned to a position that has 75 hours biweekly, but is temporarily promoted to a position that has 80 hours biweekly and is eligible for overtime, the employee will start earning overtime after a standard workday/workweek in the temporary promotion class which is 8 hours per day or 40 hours per week.
The overtime pay is automatically calculated by SAP and incorporates types of pay that are considered part of the employee’s regular rate of pay. Temporary promotion pay is included in this regular rate of pay calculation.
Since the employees will be fulfilling the duties of the higher class, they are not eligible to receive overtime and compensatory time for the duration of the temporary promotion.
Temporary special assignments should not exceed 6 months. They are intended as a temporary change of duties in employees’ work assignments. Long term changes should be addressed through a more permanent process. However, in the event of unusual circumstances, a department head may request extensions in up to 6 month increments from the Director of Human Resources.
Pay is calculated at 5% of the employee’s current pay.
The temporary special assignment pay is paid as a biweekly recurring payment and is listed separately on the paystub.
Based upon changes enacted by the State Legislature regarding retirement processes, this issue is currently under review
The County’s leadership development programs and the annual Career Development Day are two possibilities for employees seeking to explore career possibilities with the County? Some departments also have formal coaching programs.
The mission is to promote organizational effectiveness through a variety of means, including educational programming, advice and consultation, and technical assistance. The Organization Development and Training webpage provides more specific information on current areas of focus.
The best sources are the bi-monthly flyers sent out by HR and listing current classes and specific course announcements. These are sent by email to all County employees. The Learning Solution portal contains a course catalogue of potential offerings with descriptions.
Tuition for job-related course work may be reimbursed out of department budgets on a discretionary basis.
The best source is the County’s performance management website. The site contains the most current evaluation forms for managers and for non-supervisory staff, directions on their use, and guidelines and tools for goal setting, feedback, and related topics.
Performance planning is a dynamic process. When situations change during the year, employee goals may be modified to reflect these changes. In such cases, managers should take into consideration what the employee can reasonably be expected to accomplish during the remainder of the performance review period.
Performance goals are job-based and relate to the purpose of the job. They are derived from the goals and priorities of the department and work unit.
Developmental goals are person-based and identify specific training and developmental experiences that will support the employee’s success in the job and promote growth.
Performance Planning takes place at the beginning of the review period and:
Feedback and Coaching occur on an ongoing basis throughout the review period to:
Performance Review takes place at the end of the review period and:
This annual performance cycle – from planning, through feedback and coaching, to performance review – clarifies work, promotes a culture of continuous improvement, and is a fundamental element of well-managed organizations.
Manager and Rater are used interchangeably to mean the person conducting the evaluation. Employee and Evaluee are used interchangeably to refer to the person being evaluated. Performance Review is used to emphasize the retrospective and “no surprises” nature of the annual performance evaluation.
There are no mandatory goals, but departments are encouraged to have one goal that addresses performance planning and review. The goal might be expressed as, “Completes performance plans and conducts performance reviews annually for direct reports.”
Yes. The Performance Planning and Review Form can be accessed on The MINE – either through the Features Section of the County Home Page or through the HR Home Page. It should be saved on the manager’s personal drive before it is completed. The Form contains links to supporting documents, and contains drops downs and text boxes that are expandable to facilitate easy completion.
In developing job performance goals and developmental goals, you may use either Part I of the Performance Planning and Review Form, or an alternative format of your choice. We have also provided alternative formats on this website. For additional guidance on performance planning, contact the Organization Development and Training Division, Human Resources Department.
To promote and support individual, team, and organizational effectiveness, achievement, and growth.
Department performance plans outline the department’s top goals and priorities for the fiscal year. To the extent possible, performance plans for individual managers and supervisors should be aligned with their department’s annual goals. Department performance plans may be accessed through The MINE.
Each manager is responsible for developing performance plans for his/her direct reports. For best results, the process should be collaborative.
At the beginning of each employee’s evaluation period. Plans may be adjusted throughout the performance period.
Yes. The Human Resources Management Academy and Introduction to Supervision both provide training in performance planning.
The form is designed to be completed in two stages:
Part I - Performance Planning is carried out at the beginning of the annual evaluation period. The manager meets with his/her employees to create and/or communicate performance goals and developmental objectives for the year ahead.
Part II - Performance Review is generally completed at the end of the evaluation period. The manager rates employee performance in relation to six countywide Performance Categories and any additional Department-Specific Criteria. (Probationary employees and employees involved in a corrective action work plan may be evaluated more frequently, consistent with the appropriate Memorandum of Understanding or Personnel Management Regulation.)
There are two parts to the planning process:
Assistant department heads, managers, and supervisors. Department heads are covered by a separate process. Form 1, PMR 43, will remain in effect for non-supervisory staff until further notice.
Criticism attacks the person to whom it is directed; it is negative, judgmental, labeling, and accusing.
Constructive feedback focuses on specific behaviors, is collaborative, informative, specific, and actionable.
No. Both positive and constructive feedback should be given throughout the year as close as possible to the situation that gave rise to it.
The coach’s role is to facilitate self-knowledge and promote professional development. Coaching increases productive capacity by supporting people in exploring the creative possibilities in the work and their own potential.
Feedback is an ongoing exchange of information about performance. Effective feedback systems generate the information needed for self-reflection, growth, and renewal. Feedback is not limited to top-down communication. When channels of communication are open and trust levels high, leaders, employees, and customers are all part of the feedback loop.
Developmental Goals are customized to the individual. They cover both the training and support needed for the employee to be successful in current assignments, as well as longer-term growth objectives.
In addition to communicating goals and standards, managers must also ensure that employees understand the connection between their jobs and larger organizational priorities. This connection or goal alignment ensures that individuals and business units have a shared understanding of what their collective efforts are designed to achieve.
Aligning individual and organizational priorities ensures “right focus” and provides context for the work to be performed. It also conveys the idea that work is not a fixed entity: As organizational priorities shift and change in response to environmental factors, individual priorities may shift as well.
Performance Goals - Performance goals are high leverage job priorities for which the employee is accountable. Performance goals are derived from the goals and priorities of the department, program and/or work unit.
Performance Standards - Performance Standards for each goal are the metrics and indicators for evaluating success.
There is no required template for county-wide use. Departments may adopt the Performance Planning Worksheet on this site or customize their own.
The county-wide performance categories serve as yardsticks for evaluating the employee’s degree of success in achieving his/her specific goals.
It is strongly advised that you discuss Needs Improvement and Unsatisfactory ratings with the Employee Relations Analyst assigned to your department before conducting the performance review and notifying the employee of his/her rating.
Not necessarily. Department managers may determine the level of importance of each Performance Category in relation to specific positions.
Performance will be evaluated in relation to six countywide Performance Categories and any Department-Specific Criteria.
The six countywide Performance Categories are:
A seventh category entitled, Department-Specific Criteria (Optional), is provided to allow departments to include other performance requirements.
Generally, the entire process – including drafting the performance evaluation, conducting the performance review meeting, and finalizing the evaluation – should be completed within 30 days of the end of the performance review period.
The Performance Categories were determined following an extensive data collection effort that encompassed County of Marin employees at all levels of the organization. This included focus groups with employees, supervisors, managers, assistant department heads, and bargaining unit representatives and interviews with department heads. Several draft versions were circulated among additional advisory groups at various stages of the design and development process.
All three rating levels represent successful performance. The difference is that they represent different degrees of successful performance. Before assigning ratings, refer to the Rating Level Definitions.
Individual Development Plans are for everyone. Their purpose is to plan developmental experiences for the year that will contribute to the employee’s growth and support success in the job.
Work Improvement Plans, by contrast, are only completed for employees whose performance drops below Competent and Effective. Their purpose is to bring performance up to an acceptable level.
The Performance Categories and Rating Levels are extensively described to promote consistency. Do not compare employees to each other as that skews rating reliability and consistency.
The completed evaluation with original signatures should be sent to the Human Resources Department to be placed in the employee’s Official Personnel File.
Well-written narratives objectively describe specific events. When others read them, they will clearly see why you rated as you did. The amount of narrative should be determined by what is necessary to support the conclusions that led to the rating.
Typically, it has the following components:
Both verbally and in writing.
Not necessarily. The rater decides the overall rating based on the seriousness and impact of the performance issues. However, a single rating of Unsatisfactory in any Performance Category generally means that the overall rating will be no higher than Needs Improvement.
An overall rating of Needs Improvement or Unsatisfactory requires a strong and objective narrative justification and a Work Improvement Plan.
The Human Resources Department will be developing a new form to be used in evaluating non-supervisory staff. Until then, departments should continue to use Form 1, PMR 43.
The five rating levels are:
First, assign six ratings – one for each of the countywide Performance Categories – and a seventh if there are Department-Specific Criteria; and
Second, assign an Overall Rating.
Regular employees will be evaluated annually. Probationary employees and employees involved in a corrective action work plan may be formally evaluated more frequently, consistent with the appropriate Memorandum of Understanding or Personnel Management Regulation.
This category is optional. Departments may add Department-Specific Criteria if they have performance requirements not covered by the six Performance Categories.
There is no mathematical formula for assigning an overall rating. Performance evaluation is not an exact science. The overall rating should take into account the employee’s success in achieving goals and expectations and the extent to which the employee demonstrated leadership, management, and supervisory behaviors. It should also reflect the manager’s judgment on the relative importance of each Performance Category.
The subcategories help to clarify the meaning of the six countywide Performance Categories.
No. Evaluators rate employees only on the six Performance Categories plus any additional Department-Specific Criteria.
Yes. It is important that employees understand the basis for their ratings. A thoughtful narrative in support of high achievement is a form of recognition. Objective information and specific examples in support of weak performance provide a basis for learning and improvement.
A good rule of thumb is 6-8 hours per employee. This includes approximately 4 hours for preparation, 1-2 hours for the evaluation meeting, and 1-2 hours for completing the final document.
A Work Improvement Plan is a tool that can be used at any time during the evaluation period to support employees in raising performance to an acceptable level. It is required when the employee’s overall rating is Needs Improvement or Unsatisfactory.
Step increases require an overall rating of Competent and Effective or above. An overall rating below Competent and Effective will result in a delay in the increase. Continued unsatisfactory performance could lead to formal disciplinary action.
Managers are responsible for completing the performance review. Input may be obtained from other sources including peers, managers, customers, and direct reports.
You are responsible for actively participating in the performance planning and review process by asking questions and contributing ideas.
Yes. The performance evaluation is an important and ongoing step in supporting and developing excellent job performance, even after the top step is reached.
Employees may be asked to complete a self evaluation prior to the performance review meeting to provide their point of view on performance and achievement during the year.
All managers are expected to complete annual performance evaluations for their employees. If an employee’s request for a performance evaluation is not honored, the employee may take his/her request to the next higher level.
Employees are encouraged first to discuss disagreements with their manager. Employees have the right to submit in writing any comments on or disagreements with their performance evaluation. Signing the performance evaluation does not signify agreement, only receipt of the document.
The supervisor, manager, department head, and human resources staff generally have access to performance evaluations. In some cases, Human Resources may permit other County management to review performance evaluations, as in the case of considering candidates for other positions.
Because employee evaluation cycles are annual, the usefulness of the information in the working folder expires after 14 months or after the evaluation covering the period, whichever is later, and should be disposed of in a manner appropriate for confidential information. If you have any questions about the disposal of information in the working folder, please contact the Employee Relations Analyst assigned to your department.
Planning for the performance review is a year-round process. Here are some guidelines:
At the beginning of the evaluation period:
Preparing for the performance review meeting:
Job Announcements and “Employment Opportunities” (a summary list of job openings are posted in the Marin County Human Resources Department and in various agencies throughout the County.
Job Announcements are also posted on our Employment Opportunities Web Page at www.marincounty.org/jobs. Each opening functions as a link to the actual Job Announcement.
You may also hear a recorded listing of current job openings by dialing (415) 473-7800. This recording can be accessed 24 hours a day, 7 days a week.
There are three types of recruitments:
* Regular hire employees must have completed at least six months of their probationary period to be eligible to apply.
We have an electronic interest card system. Simply go to our website at www.marincounty.org/jobs, click on the "Notify Me of New Jobs" button, and then click on the job in which you are interested. At the top of the new screen that will appear is a link that says "Email Me When a Job Opens for the Above Position." Simply click on the link and complete the information requested. When the job opens, we will email the Job Announcement to you.
Please note: Interest cards remain active for one year. After that time, you will need to submit a new one.
Yes. Every application is evaluated separately based on the job for which you are applying.
We will send you a notice informing you of the next step in the process. We will either email you or send you a notice by US Mail. Because we use mail notices, it is imperative that we have an accurate address on record. Be sure you advise us immediately of a change in address by calling us at (415) 473-6104. OR if you filed an application electronically, you may go to our website at www.marincounty.org/jobs and click on the "Update My Contact Info" button.
The recruitment process can range from a few weeks to a few months depending on the complexity of the selection process. Typically, there are two to three weeks between examination steps once the filing period has ending. The more testing steps there are, the longer the time until an eligible (employment) list is established and a selection made.
As a rule, eligible lists remain in effect for a minimum of six months and a maximum of two years.
The County encourages all current employees to apply for promotional opportunities (though you must complete six months of your initial probationary period to apply.) For open recruitments, you will receive additional points to your overall score if you have completed your initial probationary period and achieved a successful score on the examination. You are also eligible for transfer to similar positions within the County. If interested, simply file a transfer application to be placed on the transfer list. Your name will be certified along with the other candidates that possess the top five scores.
The Human Resources Department maintains a pool of employees interested in temporary employment. These opportunities are listed on our Employment Opportunities Web Page as "Temporary Job Opportunities". Simply complete an application on-line.
Being an extra hire does not automatically lead to regular hire employment with the County. You must take and pass the Merit System testing processes in order to be considered to regular hire employment; however, extra hires have an opportunity to enhance their chances for being hired by taking advantage of opportunities for learning the County systems, practices and procedures.
This information is available in the electronic salary book located on our website. Additionally, if we post a position vacancy, the job announcement will contain full information on both the skills typically required and the salary range of the position.
Yes. Simply upload your Form DD-214 along with your application – or mail it separately to Human Resources by the filing deadline date. Human Resources staff will review your documentation and determine if you qualify for Veteran’s Preference.
Since we contact you about invitations to tests and the status of applications, it is important that we have your correct information.
If you filed an application electronically, you may notify us of changes in your contact information by going to our website at www.marincounty.org/jobs and clicking on the "Update My Contact Info" button. This will update all of the applications that you have submitted.
You may also directly contact the HR Department at (415) 473-6104 or email us.
No. Although applications you submit are maintained in our system, it is necessary for you to submit a new application for each job being applied to.
Probationary periods are one year for all positions.
First, find a job for which you would like to apply. From the Job Posting List screen, find the job title and then click on the title (it serves as a link) to bring up the Job Announcement. You will be able to print the Job Announcement.
Tip: As you complete your application, remember to save work in progress as you complete each section of the application (by pressing the "submit" button.) We also suggest creating and saving any answers to the supplemental questions in a word processing program before copying them into the appropriate box of the application. You will also be able to upload resumes and any other supplemental documentation (such as licenses).
After you’ve finished completing each section of your application and are ready to submit it for consideration, click on the “Final Submit” button to send the application. The final submit will not work if you have not completed all mandatory sections of the application. The "Applicant Release of Employment Information" authorization statement will come up for you to either "accept" or "decline". If you "accept", a message will come up thanking your for applying and informing you that your application has been forwarded to the Marin County Human Resources Department. You will also receive two confirmation emails. The first notice is that your application was forwarded; the second informs you that your application was received by the Human Resources Department. If you do not receive the second email within a couple of days, please contact the Human Resources Department.
You can continue to edit any section of your application until you make the final submission (click on the "Final Submit" button). Once that occurs, you can view your application but you will no longer be able to edit the application materials.
There are two possibilities as to why this is happening:
We suggest you keep a copy of the Job Announcement to help you prepare your answers for any supplemental questions and to use as a reference in preparing for written and oral examinations. We also suggest you go to our website to obtain a copy of the class specification for the position and review the material included in the class specification. The class specification provides an illustrative list of duty statements for the job being applied to. This information will be helpful in your preparation of exam questions.
There are several different types of tests or examinations that are used to determine the knowledge, skills, and abilities needed to be successful in the job. Any one, or a combination, of tests may be given. Here are some examples:
It is very important that you arrive on time for any scheduled examination and bring picture identification with you. Failure to do so may result in not being admitted to the examination.
Approximately two weeks after your examination, the Human Resources Department will notify you in writing of your score and standing on the eligible list. Please do not call the Human Resources Department to request your score. Scores cannot be given over the phone.
Please contact us at (415) 473-6104 or send us an email. Requests for an accommodation in testing must be made at least one week prior to the testing event.
As flexible as we can be. Please let us know as soon as possible by calling (415) 473-6104 or by emailing us if there is a conflict with the process or date of the test.
If you pass all of the examination step(s), your name will be placed on an eligible list and you will be notified by email or regular mail. As a rule, eligible lists remain in effect for a minimum of six months and a maximum of two years. Applicants with the top 5 scores are referred to the hiring department for a selection interview.
When your name is referred to a department/agency for the final selection interview, you will receive a letter from us. This letter will provide you with information on who to contact for an interview appointment. OR, you may be provided with instructions that will allow you to self-schedule an interview date and time. It is important that you respond within seven calendar days of the date on the notice. Applicants will be notified of selection/non-selection in writing by the hiring department/agency.
If you do not want your name to be sent to a particular agency/department for the selection interview (or if you are no longer interested in the position), please let us know by contacting the Human Resource Department at (415) 473-6104. If you are temporarily unavailable for work (for instance, for a few months due to surgery, family emergency, etc.), let us know as well. We will inactivate your name and you will not be referred to the hiring department.
Contact the Human Resources Department at (415) 473-6104. We will be able to help you.
To qualify as a student intern, you must be enrolled in an educational program or be within one year of completing your education. A volunteer is any other non-paid staff member.
Career changers, students, retirees, individuals reentering the workforce, disabled people, and traditional volunteers who want to contribute to the community. Our volunteers and interns are individuals of all ages.
No. Often we can create a specific assignment to meet the needs and skills of a volunteer or student intern. To explore the possibilities, you may call 415.473.7407 and talk with Anita Erola, administrative coordinator for the program.
Volunteering and interning are great ways to make contacts and improve your skills. We encourage you to serve only if you believe you’d enjoy it as a complete experience in and of itself.
From two hours a week, depending on the assignment, and the commitment lasts from three months to two years minimum depending on the assignment. There are also some shorter term projects available.
Yes, though not as many as we’d like. Some examples include working with at-risk teens in Juvenile Hall, Open Space group projects, Court Appointed Special Advocates, and assignments at some county library branches.
Every volunteer and student intern receives an orientation, and some will receive hands-on training specific to an assignment. Many find volunteering and student interning a great way to update their resumes and gain experience for their next step.
If you want to learn computer skills, it’s best to take an introductory course through the Marin Regional Occupation Program or College of Marin and then come to us to build your experience, speed, and confidence.
Civic Center Volunteers provides volunteers and student interns to local county government departments, while the Center for Volunteer and Nonprofit Leadership of Marin provides volunteers to nonprofit agencies in the community. The Center for Volunteer and Non Profit Leadership of Marin can be reached at (415) 479-5710.
Coming southbound from Novato and points north: Take Highway 101 to North San Pedro Road. Turn left at the stop sign (Merrydale Road.). Make another left at the first stoplight (North San Pedro Road) and go under the freeway. Turn left at the next light (Civic Center Drive). Then, immediately take another left onto the drive that goes under the archway of the building. After parking, return to the building’s archway/entrance and take the elevator on your left up to the 4th floor, Suite 415.
Coming northbound from Central San Rafael and points south: Take Highway 101 to the North San Pedro Road exit and stay to your right to merge onto North San Pedro Road. Ease left to get into the left-turn pocket at the traffic light. Turn left onto Civic Center Drive. Then, immediately take another left onto the drive that goes under the archway of the building. After parking, return to the building’s archway/entrance and take the elevator on your left up to the 4th floor, Suite 415.
There is free parking at any location marked 2-Hour or All Day Parking.
Marin Transit buses serve the Marin Civic Center. For more details visit marintransit.org or call (415) 226-0855. Golden Gate Transit buses serve Highway 101 bus pads within walking distance of the Civic Center; call 511 for details about fixed-route transit. The Marin Access specialized transportation program serves older adults, persons with disabilities, and low-income residents; for more information visit www.marinaccess.org or call (415) 454-0902.