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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. Agenda.

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Dwaine Duckett

Vice President

Human Resources

Randy Scott

Executive Director

Talent Management

Donna Salvo


Talent Acquisition and Staffing Programs

April 16, 2012

Santa Barbara, CA

Talent Management Strategy and Future

University of California

Human Resources

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

HR Strategy

Today’s focus

Talent Management

University of California

Dwaine Duckett

Vice President

Human Resources

Human Resources

strategic value continuum





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


  • Multiple targets or initiatives
  • Involves a series of aligned tactics
  • Incorporates the movements of multiple units/functions



  • 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


Is probably never fully realized in all aspects

“Regenerating Improvement”


One month to 2 quarters


Completed in 2-3 days


One year or more



hr strategic plan 2010 2014

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

hr strategic plan 2010 20141

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

hr strategic plan 2010 20142

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

hr strategic plan 2010 20143

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

hr strategic plan 2010 20144

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

hr strategic plan 2010 20145

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

hr strategic plan 2010 20146

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

hr strategic plan 2010 20147

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


Talent Acquisition

University of California

Donna Salvo


Talent Acquisition and Staffing Programs

Human Resources


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.

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.

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)

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

UC SystemwideJob Board

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


Talent Development -

UC Management Development Program

University of California

Randy Scott, SPHR

Executive Director

Talent Management and

Staff Development

Human Resources

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 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

management development program target audience

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

mdp module i people management the manager redefined model

Authenticity and Trust

MDP Module I People ManagementThe Manager Redefined Model

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



Developing People


the Deal

Energizing Change

Source: Towers Watson:

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


MDP Module II EmployeeEngagement

BlessingWhite X Engagement Model


MDP Module III Change Management

DDI Change Management Model

management development program regional conferences

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

  • 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


Career Tracks

Career Paths and Market Analysis for PSS and MSP Jobs

University of California

Dwaine Duckett

Vice President

Human Resources

Human Resources

overview of career tracks

Risks Associated With Current Practices

  • Proposed Approach
  • Project Scope
  • Goals and Benefits
  • Career Level Structure
  • Career Path & Progression

Overview of Career Tracks

risks associated with current practices

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

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

Proposed Approach

project 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

goals and benefits

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


Career Path & Progression

Manager IV

Manager III

Manager II

Supervisory/Managerial/Leadership Track


Manager I

Supervisor II


Non Supervisory/Professional/Technical Track

Supervisor I





What we need from you:

  • Ongoing ideas for improvement
  • Feedback from your area
  • Support on initial roll-out