Managing People: Becoming a Talent Manager ABOG Conference UC Santa Barbara April 2012 Farfalla...

Managing People:Managing People:Becoming a Talent ManagerBecoming a Talent Manager

ABOG ConferenceABOG ConferenceUC Santa BarbaraUC Santa Barbara

April 2012April 2012

Farfalla BorahManager, Employee & Labor RelationsUCSB Human Resources

Lubbe LevinAssociate Vice ChancellorUCLA Campus Human Resources

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Why is Talent Management Important?

Changing economic environment

Challenge of remaining competitive

Loss of intellectual capital; knowledge gaps

Need for internal knowledge transfer

Workload challenges during transitions

Value of developing internal talent with a diverse workforce

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UCLA Strategy: Succession through Development

Management Skills Assessment Program

Professional Development Program

Staff Enrichment Program

Comprehensive Skills Training Programs

Management Development

Management Seminars

UC Business Officer Institute

UCLA Stewardship Roundtable

Leadership Development

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UCLA’s Professional Development Program (PDP)

Goals: Develop management skills Expand professional networks Understand UC culture Enhance diverse leadership talent

Program components: Career Assessment Retreat 360 degree feedback (confidential) Skill development and team building Mentoring with Senior Managers Department-sponsored Team Projects

Becoming Your OwnTalent Manager

Study yourself

Learn how others see you

Is your current role a good match?

Find your passion

Go the extra mile to achieve excellence

Put your values into action

Create your own path

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UC Santa Barbara

Be S.M.A.R.T.* Training Program.

Funded by Office of Risk Services’ Be Smart About Safety Program

*Successfully Managing & Retaining Talent

Employee Engagement &

Change Management

What is the #1 way we can improve employee retention, morale and

increase employee engagement?

YOU!

What is Employee Engagement?

“...a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work." (The Conference Board)

An employee’s direct relationship with his/her manager is the strongest of all drivers of employee engagement.

What can you do?

Be a mentor. Focus on employee career development and professional growthActively Listen. Your “Open Door” policy is not enough. Recognize, Thank and Reward. Daily or weekly not annually.Get out of the way. Trust, delegate and share (information, resources).

Change Management: What is your appetite for change?

What can we do to help our employees prepare for and succeed at change?

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Q & A