Talent Management Strategy and Future

1. Dwaine Duckett Vice President Human Resources Randy Scott Executive Director Talent Management Donna Salvo Director Talent Acquisition and Staffing Programs April 16, 2012 Santa Barbara, CA Talent Management Strategy and Future University of California Human Resources

2. Agenda • HR Strategy – Focus on Talent Management • Talent Acquisition • Talent Development • Career Tracks / Career Paths

3. HR Strategy Today’s focus Talent Management University of California Dwaine Duckett Vice President Human Resources Human Resources

4. Vision TO Strategy FROM Strategic Value Continuum • “The headline” • The ideal Future State • Incorporates operating environments, philosophy and way of doing business • Takes into account external perception of an entity Tactics • Multiple targets or initiatives • Involves a series of aligned tactics • Incorporates the movements of multiple units/functions Transaction Reaction • 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 • 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 Timing: Is probably never fully realized in all aspects “Regenerating Improvement” Timing: One month to 2 quarters Timing: Completed in 2-3 days Timing: One year or more Timing: NOW

5. Employee 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 HR Strategic Plan - 2010-2014

6. Labor 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 HR Strategic Plan - 2010-2014

7. Compensation 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 HR Strategic Plan - 2010-2014

8. Benefits 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 HR Strategic Plan - 2010-2014

9. Pension & 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 HR Strategic Plan - 2010-2014

10. Retirement 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 HR Strategic Plan - 2010-2014

11. HR 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 HR Strategic Plan - 2010-2014

12. Talent 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 HR Strategic Plan - 2010-2014

13. Talent Acquisition University of California Donna Salvo Director Talent Acquisition and Staffing Programs Human Resources

14. Talent Acquisition and the Evolving Market Challenges of New Economy and Need for New Solutions • 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.

15. Talent Acquisition and the Evolving Market Challenges 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.

16. Talent Acquisition – Building Selection Capabilities • 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 board • LinkedIn recruiting and sourcing tools • Customized career pages with links to UC on LinkedIn • Systemwide contracts with job boards (i.e. Careerbuilder, America’s job bank, Indeed) • Executive Search firms agreements • Contingent Search firm agreements in specialty areas… (IT and Finance)

17. UC SystemwideJob 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

18. UC SystemwideJob Board

19. UC SystemwideJob Board How job seekers searched for jobs on the Systemwide Job Search Board

20. LinkedIn

21. LinkedIn

22. LinkedIn Presence and the UC System

23. Talent Development - UC Management Development Program University of California Randy Scott, SPHR Executive Director Talent Management and Staff Development Human Resources

24. The Purpose of the Management Development Program is build and strengthen Manager capability in these UC Core Competencies: • People Management • Employee Engagement • Change Management So That….. Managers accomplish the UC mission by leading and engaging staff in the attainment of strategic and operational goals which enhance individualaccomplishment and reinforce organizational excellence. Management Development Program Purpose and Goal

25. Middle-level Managers of complex programs, • or projects • not front line supervisoror senior/executiveleaders • 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 • projectsthat are university-wide or across • location departments or divisions Management Development ProgramTarget Audience

26. Authenticity and Trust MDP Module I People ManagementThe Manager Redefined Model High-performing organizations have Managers who excel in five categories: Executing Tasks Developing People 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

27. MDP Module II EmployeeEngagement BlessingWhite X Engagement Model

28. MDP Module III Change Management DDI Change Management Model

29. MDP Module III Change Management

30. 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 Management Development Program Regional Conferences

31. Career Tracks Career Paths and Market Analysis for PSS and MSP Jobs University of California Dwaine Duckett Vice President Human Resources Human Resources

32. Risks Associated With Current Practices • Proposed Approach • Project Scope • Goals and Benefits • Career Level Structure • Career Path & Progression Overview of Career Tracks

33. Job 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 Risks Associated With Current Practices

34. 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 Proposed Approach

35. Scope • The 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 Project Scope

36. Ultimately, the goal is to: • Implement a system wide series of job classifications • Align each job to their respective labor market • Provide 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 MSP • Understand 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 equitable • Reduced risk • Payroll titles aligned in payroll and HRIS (6,000 titles currently in use) Goals and Benefits

37. Career Path & Progression Manager IV Manager III Manager II Supervisory/Managerial/Leadership Track Expert Manager I Supervisor II Advanced Non Supervisory/Professional/Technical Track Supervisor I Experienced Intermediate Entry

38. Sample Career Level Structure

39. What we need from you: • Ongoing ideas for improvement • Feedback from your area • Support on initial roll-out

40. ?? Questions ??