1. October 1, 2015 v.0 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

2. October 1, 2015 v.0 Step 6: Gap Resolution Present & Future Gaps RetainAttract Develop

3. October 1, 2015 v.0 “Develop” Best Practices: Develop high potential employees for future gaps Examples: UC Davis Administrative Officers for the Future: One-year program for development administrative officers. UCLA Management Development Certificate: Series of 10 workshops for development of management skills, including a 360 assessment. UCSB Student Affairs Management Development Group: Two-year leadership development program. UCB Supervisor Personnel Policies and Practices On-Line Assessment: identifies where supervisors are weak and prescribes specific training UCR - Building Core Supervisory Competencies Program: Eight-month program, one eight-hour course per month it emphasizes participation and practice of supervisory skills through the use of self-assessment inventories, case studies, lecturettes and small group exercises. UCOP – MSAP UCOP - MDP Step 6: Gap Resolution

4. October 1, 2015 v.0 “Retain” Best Practices: Step 6: Gap Resolution Hire the right person in the first place. Accurate Job description Strong employee development programs contribute to retention: Leadership Academy/Retreat UCI UCD UCSC UCLA Health Formal high potential programs (HIPO) Mobility and Innovation (Rotational Programs) UCLA – Staff Enrichment, New Administrator Certificate

5. October 1, 2015 v.0 “Attract” Best Practices: Step 6: Gap Resolution Staffing plans for strategic acquisitions Use of a system to collect staff profiles in a searchable database for easier internal recruitments. Employees can be excellent recruiters – They know the people in their field, who they want to work with and who they don’t. LinkedIn Recruiter is useful for hard to fill positions. – Many candidates are passively open to a new opportunities. This technology brings back traditional recruiting where the UC recruiter is more active in the search. Veterans and disabled are essential to recruiting. The OFCCP, when auditing are specifically looking for these effective outreaches. UCSD: The Student Apprenticeship Program (SAP) recruits and trains UCSD undergraduates who are interested in a career at UCSD. Competency-based recruiting/Interview questions by competency UCI UCI HC UCOP UCLA HC