1. January 16, 2015 v6 Organizational Readiness Phase One Talent Management Consortium

2. January 16, 2015 v6 Organizational Readiness Phase One Team Nancy Chen Lane, Irvine Melinda Crawford, Santa Barbara Sausan Fahmy, San Francisco Linda Klink, UCOP local Mary Anne Rasmussen, UCOP Kate Wilhelm, San Diego Health Talent Management Consortium

3. January 16, 2015 v6 Chief Human Resources Officer Input #1 Talent Management Consortium Priority: Succession/ Organizational Readiness Identifying High Potentials Building templates, guidelines and buy-in Career development website Workforce planning

4. January 16, 2015 v6 Phase One Today’s Goal Understand your needs Direction on next steps Commitment to proceed We Have Identified Organizational Readiness Model  Elements for each step of the model  Processes, activities, tools  Resources in use, to develop or acquire  Use as it fits One Size Fits All

5. January 16, 2015 v6 Importance of Organizational Readiness Why is Organizational Readiness and Succession Planning important to you right now? What is the business need?

6. January 16, 2015 v6 Importance of Organizational Readiness Current Workforce 50+ Likely to retire in the next 10 years 35 % age group has been declining 40-49 MEANWHILE 60 Likely an employee will retire OR OVER WITH 19.65 years service credit AT THE UNIVERSITY OF CALIFORNIA

7. January 16, 2015 v6 Importance of Organizational Readiness Employees not seriously considering leaving UC 59 % 11.5 % 2005-06 Turnover rate expected to return UNIVERSITY OF CALIFORNIA Employees seriously considering leaving UC 23 % 2012 TOWERS WATSON ENGAGEMENT SURVEY FINDINGS

8. January 16, 2015 v6 Importance of Organizational Readiness The changing landscape of higher education and healthcare, and our own demographics present us with some challenges  Opportunities approaching  Retirements forthcoming  Known risks  Cost of inaction  Changing capabilities required  Support efforts to increase diversity  What are your numbers, concerns, challenges?

9. January 16, 2015 v6 ORGANIZATION INDIVIDUAL Organizational Readiness Organizational Readiness Needs a Dual Approach Strategic planning for the future Executive level ownership Systemwide processes, tools and data Oriented toward organization’s benefits Develops individuals for performance & growth Retains and attracts Individuals plan for and align their career and performance goals with the organization’s needs Individuals own their own development Supported by the organization with processes, tools and data Increases engagement and professional growth and value

10. January 16, 2015 v6 ORGANIZATION INDIVIDUAL Organizational Readiness Dual Approach Strategic planning for the future Executive level ownership Systemwide processes, tools and data Oriented toward organization’s benefits Develops individuals for performance & growth Retains and attracts Individuals plan for and align their career and performance goals with the organization’s needs Individuals own their own development Supported by the organization with processes, tools and data Increases engagement and professional growth and value

11. January 16, 2015 v6 Vision of the Future Structure and Key Roles Competencies for Key Roles Assessment of Current Bench Strength - Talent Review Gap Analysis between Current Skills and Future Needs Gap Resolution - Develop, Retain, Acquire Sustainability & Successes The Organizational Readiness Model 1 2 4 356 7

12. January 16, 2015 v6 Structure and Key Roles Competencies for Key Roles Assessment of Current Bench Strength – Talent Review Gap Analysis between Current Skills and Future Needs Gap Resolution – Develop, Retain, Acquire Sustainability & Successes Processes and Tools Strategic Planning Workforce Planning Process Create a Vision of the Future Structure and Key Roles Vision of the Future 1

13. January 16, 2015 v6 Vision of the Future Assessment of Current Bench Strength – Talent Review Gap Analysis between Current Skills and Future Needs Gap Resolution – Develop, Retain, Acquire Sustainability & Successes Processes and Tools Workforce Planning Process Organizational Readiness and Talent Review Competencies for Key Roles Structure and Key Roles Identify Structure and Key Roles of the Future 2

14. January 16, 2015 v6 Vision of the Future Assessment of Current Bench Strength – Talent Review Gap Analysis between Current Skills and Future Needs Gap Resolution – Develop, Retain, Acquire Sustainability & Successes Processes and Tools Job and Performance Analysis Competency Assessment Competencies for Key Roles Identify Key Competencies for Key Roles Structures and Key Roles Competencies for Key Roles 3

15. January 16, 2015 v6 Vision of the Future Assessment of Current Bench Strength – Talent Review Gap Analysis between Current Skills and Future Needs Gap Resolution – Develop, Retain, Acquire Sustainability & Successes Processes and Tools Annual Talent Review process 9 Box Model Assessment tools Data System Competencies for Key Roles Assessment of Current Bench Strength Structures and Key Roles Assessment of Current Bench Strength - Talent Review 4

16. January 16, 2015 v6 Vision of the Future Assessment of Current Bench Strength – Talent Review Gap Analysis between Current Skills and Future Needs Gap Resolution – Develop, Retain, Acquire Sustainability & Successes Processes and Tools Workforce Planning Process Talent Review steps Goal Setting Competencies for Key Roles Gap Analysis between Current Skills and Future Needs Structures and Key Roles Gap Analysis between Current Skills and Future Needs 5

17. January 16, 2015 v6 Vision of the Future Assessment of Current Bench Strength – Talent Review Gap Analysis between Current Skills and Future Needs Gap Resolution – Develop, Retain, Acquire Sustainability & Successes Processes and Tools Development of High Potentials To Fill Critical Roles Career Development Process & Website Organizational Readiness and Talent Review Individual Development Plans Retention Outlook Process Recruitment Plan Staff Talent Profiles Competencies for Key Roles Gap Resolution – Develop, Retain, Acquire Structures and Key Roles Gap Resolution - Develop Retain Acquire 6

18. January 16, 2015 v6 Vision of the Future Assessment of Current Bench Strength – Talent Review Gap Analysis between Current Skills and Future Needs Gap Resolution – Develop, Retain, Acquire Sustainability & Successes Processes and Tools Annual Talent Review Revisit Strategic Plan Analyze Metrics for Trends Competencies for Key Roles Sustainability & Successes Structures and Key Roles Sustainability & Successes 7

19. January 16, 2015 v6 Vision of the Future Structure and Key Roles Competencies for Key Roles Assess Current Bench Strength – Talent Review Gap Analysis between Current Skills and Future Needs Gap Resolution – Acquire Develop Retain Sustainability & Successes 1.Clarify what is needed for long term success 2.Solve priority issues 3.Know what skills are needed and what to recruit or develop for 4.Know your existing talent pipeline 5.Know your talent gaps and which priority needs focus 6.Retain top existing talent and steward resources wisely 7.Know what worked and can anticipate what’s next Organizational Readiness Model – Organization Benefits 12 3 4567

20. January 16, 2015 v6 ORGANIZATION INDIVIDUAL Organizational Readiness Dual Approach Strategic planning for the future Executive level ownership Systemwide processes, tools and data Oriented toward organization’s benefits Develops individuals for performance & growth Retains and attracts Individuals plan for and align their career and performance goals with the organization’s needs Individuals own their own development Supported by the organization with processes, tools and data Increases engagement and professional growth and value

21. January 16, 2015 v6 Career Goals Key Roles To Achieve those Goals Identify Competencies for Desired Roles Assess Current Strengths & Skills Gap Analysis between Current Skills and What’s Needed Gap Resolution – Plan and Implement Professional Development Reassessment of Goals & Progress 1.Career goals 2.Critical experiences/positions needed to achieve those goals 3.Critical competencies needed to achieve those positions/experiences 4.Assessment of current skills, competencies, and strengths 5.Gap analysis between current skills and skills needed for desired career goal 6.Gap resolution - plan and implement professional development 7.Re-assessment of goals and progress Individual Focus – Individual Readiness 12 3 4567

22. January 16, 2015 v6 Individual plus Organization – Leverage the Investments How are you leveraging your investments in individual development and recruiting efforts to achieve long term organizational readiness goals?

23. January 16, 2015 v6 Resources Available Talent Management, Alignment and Engagement (Berkeley) Strategic Leadership Development (Berkeley) Organizational Readiness and Talent Review (Irvine Health) Workforce Planning Process (Merced) Succession Planning: Examples of Best Practices (San Diego) Succession Management: Readiness Assessment, Methods & Techniques, Development (San Diego Health) Succession Planning and Development Program (San Francisco) Career Development Websites (Berkeley, Davis, Irvine) Professional Development Programs (All)

24. January 16, 2015 v6 CHRO Direction for the TMC How can the TMC best assist you in achieving your strategic organizational readiness goals? What resources or tools do you want us to work on? What do you want us to explore or develop further? Processes? Tools? Systems solutions?

25. January 16, 2015 v6 Organizational Readiness Phase One APPENDIX Talent Management Consortium

26. Talent Management Framework 26

27. Talent Review Matrix (9 Box Model) A strategic look at those who work for you Note: This matrix is a tool to help identify development needs, and to present a visual of the total group, with the end result of understanding bench strength for current and future needs. Sustained Contribution to the Organization Not Full Performance/ Too New to be at Full Performance Solid Performance Exceptional Performance Projected Next Job Level Next Level Promotion to next level NF/P S/P E/P Current Level - Expanded Take on new assignments within current job, add new functions or move laterally NF/E S/E E/E Current Level Limited potential for growth beyond current level NF/C S/CE/C

28. 3 Levels of Sustained Contribution to the Organization Not Full Performance Solid Performance Exceptional Performance Delivered Output Is below or minimally meets standard execution of most operating, technical and professional output requirements. Consistently meets or exceeds all operating, technical, and professional output requirements. Consistently exceeds operating, technical, and professional output requirements. Constructive Working Relationships Achieves results in a way that does not always build and maintain constructive working relationships Achieves results in a way that usually builds and maintains constructive working relations. Achieves results in a way that always builds and maintains constructive working relationships with many constituencies including peers and customers. Time vs Output Requires a lot of the manager’s time in management. Is occasionally assigned extra work. Is usually given the toughest assignments Desire To Retain Would not elicit boss’s concern if this person left the organization. Is considered a good performer, but equivalent talent could be found, if needed. The manager would fight to keep this person.

29. 3 Levels of Potential – Projected Next Job Level Current LevelCurrent Level - ExpandPromote Skill Level On balance, exhibits operating, technical, and professional skills that are acceptable for current organizational level. Exhibits operating, technical, and professional skills that are high for current organizational level. Exhibits operating, technical, and professional skills that are extremely broad and deep and are expected at the next highest organizational level. Skill Development Demonstrates little effort to build new skills, but keeps current skills sharp. Adds new skills when the job calls for it. Regularly works at building new skills and abilities. Personal Aspirations Aspires to stay in current role as opposed to assuming bigger challenges or higher personal contributions. Aspires to greater challenges but primarily at the same organizational level. Aspires to higher level challenges and opportunities. Motivation Is motivated to do what is needed in current job. Is motivated to do more than is expected. Demonstrates “fire in the belly.” Business Perspective Understands the job. Has an organization perspective beyond current position. Has an organization perspective beyond current level. Scope of Focus Is focused primarily on technical success. Is focused on the success of own area and the team. Is oriented toward total business results, not just own area.

30. 30 Potential and Performance Matrix (9-B lock)

31. January 16, 2015 v6 Organizational Readiness Phase One Talent Management Consortium