Talent Management -

A DialogueRandy ScottExecutive DirectorTalent Management and Staff Development

December 7-8, 2011Irvine, CA

University of California

Human Resources

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• Gain an Understanding of the UC Talent Management Environment

• Assess UC Talent Management Readiness

• Identify UC Talent Management Resources, Tools and Initiatives

2

• UC Talent Management Overview

• UC Talent Management SWOT Analysis –Group Exercise and Dialogue

• UC Talent Management Resources

Systemwide

Location Initiatives

3

The Great “Contraction”

The State of California

The University of California

The Job and Career Market Recovery….. When??

4

The UC HR Talent Management Mission is:

To design strategies and programs to hire, deploy, develop and retain the best people in their respective fields …

(UCOP Human Resources Strategic Plan)

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Talent Functional Areas

Recruitment

Development

Planning

Retention

Diversity

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• The UC work place has four distinct generational cohorts each with their own motivations and needs

• Understanding these generational cultures and norms can make you a better HR Professional

“People resemble their times more than they resemble their parents” - Arab proverb

The Workforce is a Multi Generational Environment

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Traditionalists Baby Boomers Generation X Millennials

Outlook Practical Optimistic Skeptical Hopeful

Work Ethic Dedicated Driven Balanced Ambitious

View of

AuthorityRespectful Love/Hate Unimpressed Relaxed/Polite

Leadership by Hierarchy Consensus Competence Achievement

Relationships Self-sacrificePersonal

gratification

Reluctance to

commitLoyal/ Inclusive

Perspective Civic-minded Team-oriented Self-reliant Civic-minded

Turn-offs VulgarityPolitical

IncorrectnessClichés/ Hype Cynicism

Who Are They?

8Adapted From AARP Report: Managing a Multigenerational Workforce – Jan 2009

How Do They Work?Traditionalists Baby Boomers Generation X Millennials

Work Style “How” is as

important as -

“What” gets

done

Get it done –

whatever it takes

– nights and

weekends

Find the fastest

route to results;

protocol

unnecessary

Work to deadlines

– not necessarily

schedules

Authority/

Leadership

Command and

control; rarely

question

authority

Respect for power

and

accomplishment

Rules are flexible;

collaboration is

important

Value autonomy;

less interested in

formal leadership

positions

Communication Formal; through

proper channels

Somewhat formal;

through

structured

network

Casual and direct;

sometimes

skeptical

Casual and direct;

eager to please

Recognition/

Reward

Personal

recognition;

compensation

for work well

done

Public recognition

and career

advancement

Balance of fair

compensation

and ample time

off as reward

Individual and

public praise

(exposure);

opportunity for

broadening skills.

9Adapted From AARP Report: Managing a Multigenerational Workforce – Jan 2009

How Do They Work?

Traditionalists Baby Boomers Generation X Millennials

Work/Family Work and family

should be kept

separate

Work comes first Value work/life

balance

Value blending

personal life into

work

Loyalty to The organization The importance

and meaning of

work

Individual career

goals

The people

involved with the

project

Technology “If it ain’t broke,

don’t fix it”

Necessary for

progress

Practical tools for

getting things

done

What else is

there?

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Adapted From AARP Report: Managing a Multigenerational Workforce – Jan 2009

IF… the UC Talent Management Mission is to design strategies and programs to hire, deploy, develop and retain the best people in their respective careers.

THEN… What University and Human Resources Strengths, Weaknesses, Opportunities and Threats exist?

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• Table Group assigned one S W O T Issue

• Identify a Recorder /Reporter

• Table Group creates Issues and Needs List

• Table Group presents Issues and Needs List

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13

14

15

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•Issues

•Themes

•Priorities

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Corporate Leadership Council Websites

Human Resources:

https://clc.executiveboard.com/Members/Default.aspx

Learning and Development:

https://ldr.executiveboard.com/Members/Default.aspx?CrossProgram=t

Recruiting:

https://rr.executiveboard.com/Members/Default.aspx?CrossProgram=t

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•UC Staff Employees Core Competency Model

•COMMUNICATION

•DIVERSITY AND INCLUSION

•EMPLOYEE ENGAGEMENT

•INNOVATION AND CHANGE MANAGEMENT

•JOB MASTERY AND CONTINUOUS LEARNING

•RESOURCE MANAGEMENT

•RESULTS ORIENTATION AND EXECUTION

•SERVICE FOCUS

•TEAMWORK AND COLLABORATION

AND FOR MANAGERS

• PEOPLE MANAGEMENT

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• Management Development Program

– Under Design by UC Learning and Development Consortium

– Pilot Program March 2012 UC Berkeley and UCLA

– Systemwide Launch planned for June 2012

• UC Systemwide Job Board

– “Soft” launch December 15, 2011

– Systemwide Communication January, 2012

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• Talent Acquisition Tools Executive Search System wide Contracts:

27 master systemwide professional services agreements

Selection Technology:

A systemwide agreement with SkillSurvey

a Pre-Hire 360 tool for candidate references

• Talent Planning ToolsStaff Accountability and Profile Reports

21

22

iRecruit System

Presented by:

Sue Anderson MS, SPHR Manager, Staff Employment and Development

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HIREonline

Presented by:

Michael YatesDirector, Employment, Outreach & HRIT Services

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• UC Employees are Experiencing Substantial Change

• UC Employee Preferences and Engagement have

shifted

• The “Retirement Specter” is Haunting UC

• UC Drivers for Perspective Employees have changed

• UC cannot promise Employment Stability …. We must set New Employment Security Expectations

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?????????

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