TrueComp

Placer County Adopts Technology to Enhance Labor Negotiations

Auburn Courthouse

In an effort to modernize and streamline labor negotiations, Placer County, California, has transitioned from traditional spreadsheet-based methods to an advanced software solution provided by GovInvest. This move aims to facilitate more effective and data-driven discussions with labor groups, which represent approximately 80% of the county’s nearly 3,000 employees.

Five Ways to Build Better Collective Bargaining Outcomes

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Many agencies have multiple bargaining agreements expiring in 2025, and now is the time to start preparing. Forward-thinking governments are streamlining processes to instantly cost out proposals live during negotiations and forecast the impact of workforce changes on their financials. These practices have become essential for managing collective bargaining effectively.

2025: The Year Government Agencies Rewrite the Rules on Recruitment and Retention

2025 Rewrite the Rules on Recruitment and Retention

As we look to 2025, government agencies face a pivotal moment in workforce planning. With increasing vacancies, rising labor costs, and intense competition for top talent from the private sector, traditional methods of recruiting, retention, and compensation analysis are falling short. Add to this the pressures for greater transparency, equity, and the ability to adapt to economic uncertainty, and the stakes for state and local agencies couldn’t be higher.

TrueComp Names 2024 Trailblazer Award Winners

trailblazer awards

The awards recognize public sector agencies and leaders that exemplify excellence in leveraging real-time insights to redefine and streamline workforce compensation, labor cost management, and financial planning.

Columbus Streamlines Labor Negotiations and Boosts Efficiency with Labor Costing Software

The City of Columbus, Ohio, had long relied on manual processes and spreadsheets for their labor negotiations. But, as inflation soared and wage compression became a growing issue, these traditional methods were no longer able to keep up with the city’s needs. Faced with mounting union pressures, tight budgets, and high turnover in budget staff, Columbus needed a more effective way to analyze labor costs and forecast the financial impact of workforce changes.