Talent Management Strategy and Future Talent Management Strategy and Future Dwaine Duckett Vice President Human Resources Randy Scott Executive Director

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Talent Management

Strategy and Future

Dwaine DuckettVice PresidentHuman Resources

Randy ScottExecutive DirectorTalent Management

Donna SalvoDirectorTalent Acquisition and Staffing Programs

April 16, 2012Santa Barbara, CA

University of CaliforniaHuman Resources

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Agenda

HR Strategy – Focus on Talent Management

Talent Acquisition

Talent Development

Career Tracks / Career Paths

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HR StrategyToday’s focus

Talent Management


Dwaine Duckett Vice President Human Resources

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Strategic Value Continuum

Set of steps triggered by an occurrence

Dominated by rules and standards

Typically one right answer

Something happens we have to fix

External influence drives action

Crisis management

Target set

Road map to achieve it in place at start

Road map may contain contingencies that don’t require consultation

Usually incorporates one unit

Multiple targets or initiatives

Involves a series of aligned tactics

Incorporates the movements of multiple units/functions

“The headline”

The ideal Future State

Incorporates operating environments, philosophy and way of doing business

Takes into account external perception of an entity

Timing:NOW

Timing:Completed in 2-3 days

Timing:One month to 2 quarters

Timing:One year or more

Timing:Is probably never fully realized in all aspects“Regenerating Improvement”

FROM

TO

Reaction

Transaction

Tactics

Strategy

Vision

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HR Strategic Plan - 2010-2014Employee Relations and Policies Strategic Plan

Strategic Themes: Operate as an excellent employer

Mission: Build an environment of employee engagement, empowerment and involvement where people can offer their best; equip managers with tools, resources and a policy framework that facilitates an effective operating environment

STRATEGIES SO THAT… FUTURE IMPLICATIONS

Reorganize the functions, distinguishing ER from LR

Increase interface with non-represented groups

Have overall ER strategies lead Labor strategies

We continually improve our reputation with all employees

Increase employee engagement and satisfaction

Tap into the desire to drive productivity via discretionary effort

Acknowledge non represented as a key constituency

Sets the environment to attract and retain the best

Maintain a degree of operational flexibility via the non represented population

Drives productivity by increasing satisfaction and engagement

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HR Strategic Plan - 2010-2014Labor Relations Strategic Plan

Strategic Themes: The contract is central to how we operate

Mission: Constantly engage unions and locations to foster a stable, predictable, compliant Labor Relations environment


Advance a “constructive engagement” doctrine

Leverage UC as large employer with multiple unions

Commit to timely settlements Acknowledge “closed contract” as

a preferred state

We collaborate and deal on the basis of “mutual interests” where possible

We don’t allow lingering issues to create feelings of bad faith

We stabilize our operating environment

Labor peace and stability whenever possible

Focus on operational contract terms vs. just wages and benefits

Minimization of external influences on UC

Evaluate feasibility of interest-based bargaining

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HR Strategic Plan - 2010-2014Compensation Programs & Strategy Strategic Plan

Strategic Themes: Move toward aligning with markets (particularly total cash); leverage all aspects of remuneration

Mission: Development of compensation/rewards framework and position evaluation methodology that account for relative level of contribution and emphasize pay for performance


Emphasize Market-Based practices

Take a systemwide view of practices

Derive common frameworks for position evaluation and performance management

Gain efficiencies in reporting and compliance via HRIS

Understand the role of cash compensation

We lay the foundation to adjust pay practices to our relevant markets

We drive consistency of practices, set appropriate review and monitoring systems

Provide timely accurate data and transactions to the President and The Regents

We balance all other types of rewards within a total package

Moving toward market alignment allows us to make competitive talent choices

Logical implementation of pay practices will drive internal credibility to help us attract and retain talent

Moving to more proactive approaches to compensation (industry standards)

A sustained excellent workforce and university

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HR Strategic Plan - 2010-2014Benefits Programs & Strategies Strategic Plan

Strategic Themes: Align programs to markets, leverage our size and emphasize employee value

Mission: Manage and create a health benefits strategy and programs that enhance the well-being of our employees and their families


Control costs and create value for employees through plan design

Focus on giving employees choices and alternatives

Leverage UC’s Medical enterprise as subject matter expert and provider

We establish programs that are market competitive and sustainable

Acknowledge differences in employee’s value equations and move from “one size” mentality

We more effectively leverage UC medical expertise

Stabilization of cost curve Emphasize employee

responsibility in a less paternalistic culture

Possibility of expanding UC Med as a primary service provider could have cost and employee relations affiliation benefits

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HR Strategic Plan - 2010-2014Pension & Retirement Programs Strategic Plan

Strategic Themes: Leverage value of Defined Benefit architecture and Retiree Health program

Mission: Manage and create programs that reward long service and help provide for post-employment income and healthcare


Use PEB recommendations as our guide to sustainable offerings

View all retirement plans and retiree health as integrated parts of the employee / talent lifecycle

Balance programs with market practices

We offer continued value to the UC population

Move forward with more balanced programming

Drive workforce behavior that builds on UC’s premier status as an institution

A workforce that reflects institutional priorities

Leverage our Post Employment Benefits as a strategic talent advantage

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HR Strategic Plan - 2010-2014Retirement Administration Service Center Strategic Plan

Strategic Themes: Use technology to expand the RASC service concept

Mission: Build a state-of-the-art retirement processing center and service experience that helps employees transition to the next phase of their lives


Build newly insourced center, with Service and Technology as primary points of emphasis

Look to extend the RASC continuous learning and service concept

We maintain the smooth operation of this valued set of programs

We extend UC best practices to other employee service areas

Consider if this concept can be scaled for other transactional work

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HR Strategic Plan - 2010-2014HR Systems & Data Strategic Plan

Strategic Themes: Use relevant data to drive Human Resource decision making

Mission: Gather, track and report on relevant metrics that influence decisions on Human Capital


Explore browser-based systems and feasibility of using some common systems across UC

Work with Senior Management to develop Human Capital metrics

We take advantage of efficiencies gained through systems and collaboration

We use readily accessible data to manage the enterprise

We leverage our vast human capital more effectively

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HR Strategic Plan - 2010-2014Talent Management & Staff Development Strategic Plan

Strategic Themes: Programs to better manage Human Capital, the University’s primary asset

Mission: Design an approach, strategies and programs to hire, deploy, develop and retain the best people in their respective fields


Resource this area, not just on paper

Inject Talent discussions into all aspects of HR programs

Evaluate support systems and current practices to support the mission

Leverage our talent pool of all 180,000 employees

We create an environment where organizational opportunitymeets readiness of individuals

We improve our status as a preferred employer

We develop the best leaders and subject matter experts and provide advancement opportunities for both

Prepare for a more dynamic post recession job market

Establish bench strength in key functions

We have backup and succession plans for key positions (consider organization-wide succession planning)

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Talent Acquisition


Donna SalvoDirectorTalent Acquisition and Staffing Programs

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Fully loaded unemployment in the US has been as high as 16 percent, yet job openings for critical roles remain unfilled for months at a time.

Market trend is showing “time-to-fill” has actually been going up

More traditional uses of outside talent are also increasing dramatically. The use of contingent workers is way up and will increase even more in the future. In fact, 35 percent of employers plan to increase their use of contingent workers by 50 percent or more

Despite high unemployment, there are persistent shortages in key roles. Showing an increasing pace of change for both technology and business.

In your roles: Plan for these sorts of challenges and focus particular attention on talent mobility strategies, rapid reskilling, and strategic hiring practices aimed at tapping into talent surpluses in one geography to offset talent gaps in another.

Talent Acquisition and the Evolving MarketChallenges of New Economy and Need for New Solutions

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Talent Acquisition and the Evolving MarketChallenges of New Economy and Need for New Solutions

Workers staying longer - Not surprisingly, given this increase in health, some workers are choosing to work into their retirement years

For UC critical mass reaching retirement age in next 5 years

The future workforce will require technical skills for many job levels and categories of work.

With soaring IT employment, finding skilled workers could present a serious challenge. The need for IT professionals across all industries is evident by the fact that related jobs in the U.S. increased by 13,300 in January, to more than 4.1 million technology jobs, an all-time high.

Greater diversity in the workforce- Gen Y is used to getting information from social networking sites while their older counterparts are more comfortable working within email.

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Consider developing a social recruiting strategy

Extend your campus employment brand by building websites and career pages that attract the kind of Talent UC is looking for.

Prepare for talent shortage – by 2016 there will be 5 retirees for every one new job entrant, build development programs to provide training and advancement within the organization.

Today’s tools:UC Systemwide job boardLinkedIn recruiting and sourcing tools Customized career pages with links to UC on LinkedInSystemwide contracts with job boards (i.e. Careerbuilder, America’s job bank, Indeed) Executive Search firms agreementsContingent Search firm agreements in specialty areas… (IT and Finance)

Talent Acquisition – Building Selection Capabilities

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UC Systemwide Job Board

People are using it….

Systemwide job board launched December 15, 2011

Hits from 12-15-11 to 3-16-12 303,821

Average monthly hits 98,000-102,000

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map.ais.ucla.edu

hr.ucdavis.edu

www1.ucsc.edu

jobs.ucsd.edu

ucdavis.edu

atyourservice.ucop.edu

ucop.edu

google.com

universityofcalifornia.edu

direct entry

- 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000

Top Ten Referring Sources

Top ten web sites that job seekers were on before clicking on the link to reach the Systemwide Job Search Board

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selectall

Merced

San Diego Medical Center

Irvine Medical Center

Riverside

Los Angeles Medical Center

Santa Barbara

Santa Cruz

San Francisco Medical Center

Davis Medical Center

Irvine

San Diego

Los Angeles

Office of the President

San Francisco

Davis

Berkeley

- 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 100,000

Search for Jobs Through Systemwide Job Board


How job seekers searched for jobs on the Systemwide Job Search Board

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LinkedIn

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LinkedIn

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LinkedIn Presence and the UC System

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Talent Development - UC Management

Development Program


Randy Scott, SPHRExecutive Director Talent Management andStaff Development

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Management Development Program Purpose and Goal

The Purpose of the Management Development Program is build and strengthen Manager capability in these UC Core Competencies:

People ManagementEmployee EngagementChange Management

So That…..Managers accomplish the UC mission by leading and engaging staff in the attainment of strategic and operational goals which enhance individual accomplishment and reinforce organizational excellence.

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Management Development ProgramTarget Audience

Middle-level Managers of complex programs, or projects

• not front line supervisor or senior/executive leaders

These Managers can be any of the following roles: Supervisors of Leads or Supervisors Managers of Managers Leaders of a division or functional area Leaders of complex operational programs or

projects that are university-wide or across location departments or divisions

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MDP Module I People ManagementThe Manager Redefined Model

Authenticity and Trust

Developing People

ExecutingTasks

Delivering the Deal

Energizing Change

Source: Towers Watson:

Manager Redefined: The Competitive Advantage in the Middle of Your Organization, Jossey-Bass, A Wiley Imprint, 2010

High-performing organizations have Managers who excel in five categories:

MDP Module II Employee Engagement

BlessingWhite X Engagement Model 27

The Honeymooners

& Hamsters

The Crash & Burners

The Disengaged

The Engaged

The Almost

Engaged

The Honeymooners

& Hamsters

The Crash & Burners

The Disengaged

The Engaged

The Almost

Engaged

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MDP Module III Change Management

DDI Change Management Model

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MDP Module III Change Management

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Management Development Program Regional Conferences

To be held in Northern and Southern California with same agenda and learning outcomes

ESTABLISH MANAGER NETWORKS EXPOSURE TO UC SYSTEMWIDE INITIATIVES AND PRIORITIES APPLICATION OF LEARNED CORE COMPETENCIES

Regional Conference is intended to attain the same recognition and cache as Business Officer Institute (BOI)

Program completion is expected to be a milestone in a Manager’s professional development

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Career Tracks

Career Paths and Market Analysis for PSS and MSP Jobs

Dwaine Duckett Vice PresidentHuman Resources


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Overview of Career Tracks

Risks Associated With Current Practices

Proposed Approach

Project Scope

Goals and Benefits

Career Level Structure

Career Path & Progression

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Risks Associated With Current PracticesJob categories for professional and managerial employees are misaligned with the market and are poorly defined

Inconsistent practices and misclassifying employees present significant labor and legal risk

Some locations have an internal rather than external market orientation.

Generic job titles, such as Analyst, Specialist, or Manager make it difficult to compare market information.

Current salary structures are not market-aligned

Job categories and career paths within UC are inconsistent / not well defined

Prominent among various risk factors are classification and reclassification issues

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Proposed Approach

Create multiple levels for Individual Contributor, Supervisory and Management for each distinct functional area

Establish consistent leveling criteria to align with the market

Define specific job duties to further refine the leveling criteria within each functional area

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Project ScopeScopeThe scope for this implementation is MSP and PSS jobs. The system-wide effort will be managed according to a parallel plan, working closely with the campuses and medical centers

What’s not changing?Employee pay will not be immediately affected, although new classification system will provide better foundation for determining placement

Key responsibilities will not change as a result of mapping to new structure, although updated descriptions will provide better foundation for performance and career management

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Goals and Benefits

Ultimately, the goal is to: Implement a system wide series of job classificationsAlign each job to their respective labor marketProvide a job structure that provides management tools to motivate/retain

staff, acknowledging contribution, growth, performance Remove real or perceived barriers to move from PSS to MSPUnderstand how many staff are performing each job function/level

Benefits of system-wide job categories and career paths:Simplified administration (process and systems)Readily accessible position-to-market and cost of labor data Fair and equitableReduced riskPayroll titles aligned in payroll and HRIS (6,000 titles currently in use)

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Experienced

Intermediate

AdvancedSupervisor I

Supervisor II

Manager IExpert

Manager II

Manager III

Manager IV

Non

Sup

ervi

sory

/Pro

fess

iona

l/Tec

hnic

al T

rack

Supervisory/M

anagerial/Leadership Track

Career Path & Progression

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Sample Career Level Structure

Professional Supervisory/Managerial

Entry Supervisor I

Intermediate Supervisor II

Experienced Manager I

Advanced Manager II

Expert Manager III

Manager IV

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Ongoing ideas for improvement

Feedback from your area

Support on initial roll-out

What we need from you:

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?? Questions ??

Documents

Talent Management Strategy and Future Talent Management Strategy and Future Dwaine Duckett Vice President Human Resources Randy Scott Executive Director