OPERATIONAL EXCELLENCE READINESS

1. February 28, 2011 OPERATIONAL EXCELLENCE READINESS STAFFING STRATEGIES

2. Topics • Context • Staffing Principles • Recruitment Strategies • Hiring Strategies • Critical Support for Success • Next Steps

3. Context • UCSF staff have anxiety and uncertainty due to restructuring, so we need to ensure transparency and clarity regarding our staffing strategy • The hiring approach will set the precedent for future hiring practices and will shape the culture and values of our changing organizations • As a highly visible public institution, large scale changes will be closely scrutinized by press and public

4. Staffing Principles • Fair, consistent and clearly communicated approach • Transparent • Defensible • Compliant with UC Policy and labor contracts • Ensure success of new organization by selecting an appropriately skilled and experienced workforce • Create sustainable practice for long-term staffing and layoff decisions

5. A. Recruitment Strategies A1. Consider Internal Candidates First • Post and competitively fill positions when positions are substantially different and/or when there are fewer positions in a new organization/layoff unit1 • Initial period of recruitment limited to internal candidates2, followed by external recruitment for remaining unfilled positions 1Seniority will not apply to filling positions in new organization/layoff unit 2Policy 60, Layoff and Reduction in Time from Professional and Support Staff Career Positions:To minimize the effects of indefinite layoff and indefinite reduction in time, the University shall: Give regular status employees preferential opportunities for reassignment or transfer prior to indefinite layoff or indefinite reduction in time when reassignment or transfer opportunities arise.

6. A. Recruitment Strategies – Continued A1. Consider Internal Candidates First BENEFITS • Creates opportunity for retaining/selecting outstanding internal staff • Consistent with policy • Demonstrates we value UCSF experience and knowledge • May mitigate grievances, complaints, discrimination claims, reputational risk since there is some perception that OE is an effort to terminate poor performers and to hire external staff that may be less costly to organization due to lower salaries, benefits and retirement obligations. RISKS • Retention risk of losing key employees who may feel demoralized and perceive that they are applying for their own jobs in the new organization • Extends time to fill position if internal recruitment is unsuccessful • Internal applicant pool may not fully represent most qualified candidates

7. A. Recruitment Strategies – Continued A2. Consider Internal and External Candidates • Recruitment will include both internal and external candidates from date of posting BENEFITS • Provides opportunity to select from broader pool of candidates • Allows for selection of most qualified candidate available RISKS • Signals that we are not confident we have enough experienced and knowledgeable UCSF staff • We risk losing outstanding performers who perceive that the new organization does not value institutional knowledge and experience • May create perception that OE initiatives will displace long-term employees as cost-cutting effort and performance management strategy

8. A. Recruitment Strategies – Continued A3. Define Criteria for Waivers of Recruitment • Current career incumbents may be appointed by waiver of recruitment to new positions when specific criteria have been met and approved by a relevant decision-making group • Examples of exception criteria: • Jobs recently defined and filled in context of OE principles • Jobs that have been filled through previous implementation of service centers (i.e., FAS, EVCP)

9. B. Hiring StrategiesB1. Hire All Positions Up Front • Conservatively estimate number of staff necessary to run new organizations • Fill all jobs up front, then set staggered reporting dates based on cluster rollout BENEFITS • Mitigates organizational anxiety and increases retention of successful candidates • Helps engage staff in change activities (e.g., Process Redesign; HRIS SMEs) as we implement new organizations • Allows for comprehensive adverse impact analysis / adjust decisions if appropriate RISKS • Requires determination of staffing numbers without validating needs by pilot Note: Consider making some newly hired staff available to departments on a recharge basis to support business continuation

10. B. Hiring Strategies – Continued B2. Hire in Phases • Establish clusters in staggered phases and recruit positions as clusters are implemented BENEFITS • Validate work loads and confirm staffing needs before full-scale hiring • Validate job structure and skill requirements RISKS • Turnover in units not yet moving into clusters may require backfilling positions to continue work* • Strongest employees selected for initial clusters; could mitigate by moving some to “seed” successive clusters • May cause retention issues as some employees go through longer periods of uncertainty * Preferential rehire individuals must be considered as appropriate for these opportunities (when filled as career positions) Note: Consider making some newly hired staff available to departments on a recharge basis to support business continuation

11. Critical Support for Success • Provide: • Retention support and tools for managers • Transition support for employees • Resume writing, interview skills, functional skills, e.g., HR certification • Outplacement, separation agreements, severance • Implement comprehensive communication strategy sufficiently in advance of selection process (Brown Bags, etc.) • Provide well-defined, consistent selection process with tools and documentation that: • Selects the most qualified staff • Positions the new organization for success • Mitigates grievance and complaints

12. Next Steps • Get signoff on staffing strategy decision • Hand off to Implementation Teams with Human Resources support