a dialogue on talent acquisition (pdf)
TRANSCRIPT
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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
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• UC Talent Management Overview
• UC Talent Management SWOT Analysis –Group Exercise and Dialogue
• UC Talent Management Resources
Systemwide
Location Initiatives
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The Great “Contraction”
The State of California
The University of California
The Job and Career Market Recovery….. When??
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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
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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
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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
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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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•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
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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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