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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
University of CaliforniaHuman Resources
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
STRATEGIES SO THAT… FUTURE IMPLICATIONS
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
STRATEGIES SO THAT… FUTURE IMPLICATIONS
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
STRATEGIES SO THAT… FUTURE IMPLICATIONS
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
STRATEGIES SO THAT… FUTURE IMPLICATIONS
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
STRATEGIES SO THAT… FUTURE IMPLICATIONS
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
STRATEGIES SO THAT… FUTURE IMPLICATIONS
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
STRATEGIES SO THAT… FUTURE IMPLICATIONS
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
University of CaliforniaHuman Resources
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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UC Systemwide Job Board
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
UC Systemwide Job Board
How job seekers searched for jobs on the Systemwide Job Search Board
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Talent Development - UC Management
Development Program
University of CaliforniaHuman Resources
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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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
University of CaliforniaHuman 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)
37Entry
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: