Select Page

Durham Strategic Plan Dashboard

Shared Economic

Create a Safer Community Together

Connected, Engaged, and Inclusive Communities

Innovative and High Performing Organization

Thriving and Vibrant Environment

Status Indicator: In Progress | On Hold | Complete/Ongoing

Initiative: 4.13 Develop a recruitment roadmap for a changing workforce

Innovative & High Performing Organization


HR will develop a recruitment strategy to meet the needs of a changing and dynamic market. The strategy will expand the hiring pool, increase hiring efficiency and the speed at which we hire. It will help attract top talent by showcasing the benefits of working for the City. The recruitment strategy will address workforce gaps and promote diversity and inclusion, leading to a competent workforce that can effectively serve the community, now and in the future. 

Key Measures & Data Analysis

As the City works to adapt to the changing workforce and attract more applicants, this measure will help track the effectiveness of efforts designed to reach potential employees and encourage them to apply for open positions.

Employment Applications Received

Why is it important?

Recruitment is the first step in an employee’s career at the City. The City must be thoughtful about the strategies we use to attract and select the best employees.  

A recruitment roadmap allows the City to align hiring strategies with the Strategic Plan and overall goals of the City's leadership. Having a recruitment roadmap will allow the City to allocate resources effectively, which can streamline the hiring process and reduce the time it takes to fill vacant positions. As Durham would like to hire a workforce representative of its residents, having a recruitment roadmap will allow the City to focus on incorporating diversity, inclusion, and belonging in the recruitment and hiring processes. Finally, a recruitment roadmap will allow the City to be flexible and adapt to changing needs by adjusting to trends or projects, both within and outside of the City's control. 

What have we been doing?

  • Set FY24 priorities
  • Develop tracking methods that determine if the employment brands are working
  • Complete brand signage for buses and City vehicles
  • Complete signage for Parks & Recreation buildings (print/poster campaign) 
  • Working on vehicle ads

What's next?

  • Develop list of minority recruiting sites
  • Work with HRIS to track related metrics
  • Develop draft recommendation for hard-to-fill positions

Budget and Management Services Department
Office of Performance and Innovation
Strategy and Performance Division