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Reimagine Onboarding Equip or Fail: The Why and How for People Leaders to Engage and Develop Employees Donna Salvo Systemwide Talent Management Today • Key trends impacting today’s modern workforce. • UC's Integrated Talent Management approach • Delivering Systemwide consistency while enabling local flexibility UC by the Numbers nd 10 238,000+ 2 Largest 18 Campuses Students Employer in CA Locations 5 Medical Centers 1 28% National 190,000+ 150,000+ Laboratory Staff Workforce under 40 Total Employees 1.7M (staff & faculty) Staff Employees 1 Agriculture & Natural Resources + Division Alumni 33% 1 Worldwide 46,000 Office of the People Managers Career Staff President eligible for retirement in next 10 yrs Employees are Overwhelmed Deloitte HumanCapital Trends 2014 and 2015; 2018 Predictions by Deloitte Careers Redefined A career is now a series of developmental experiences, leading to growth, not always promotion 2018 Talent Trends - Skillsoft/ SumTotal Career Development is Changing The latest Conference Board CEO research shows that “finding and retaining talent” is now the #1 issue on the mind of CEOs. Executives are worried about organizational skills, their leadership pipeline, retention and engagement, and their employment brand. According to Willis Towers Watson, 90 percent of maturing companies expect digital disruption, but only 44 percent are adequately preparing for it — and getting the right people to get the work done remains a challenge for most. Manufacturing, technology and health-care industries are moving fastest to focus on skills over degrees because they are the sectors struggling the most to fill jobs. AT&T Inc. is investing more than $1 billion to retrain over 100,000 workers through a patchwork of classes and programs that are helping them retool the Dallas-based company. Belkin, D. (2018, March 24). More Companies Teach Workers What Colleges Don't. Wall Street Journal. Retrieved from www.wsj.com 9 1 The Trends @ Work Experience is being Redefined… and we have only seen the Start. 2018 Talent Trends - Skillsoft/ SumTotal 10 Technology is the way forward. Employees expect workplace software to look like the intuitive technology they use at home. Spending will increase on elegant tech that promotes productivity and collaboration. Organizations will embrace the multigenerational workforce. There is a broader generational workforce than ever before. Some Traditionalists are still working, Boomers are living longer and retiring later, Gen X holds 51 percent of leadership roles globally and 72.8 million Gen Z employees are on the horizon. 2 Growing Focus on Developing Talent – with a Goal to Attract, Measure & Retain Employees 12 Organizations will grow compelling brands. Organizations will look to create a captivating and authentic employment brand with a strong focus on attracting top talent. Annual reviews will be a thing of the past. Many organizations will ditch the annual review and move towards continuous or monthly feedback programs that create tighter manager/employee alignment and better communication. Workplace wellness programs will be prioritized. Wellness programs and solid benefits will become a high priority to attract and retain top talent. Examples include mindfulness programs, yoga, exercise/health incentives and more. Onboarding will extend beyond initial employment. The onboarding process will extend beyond employees’ first 30 days and will include opportunities to continually develop existing employees throughout their career. Digital skills will be in highest demand. The demand will continue to boom for employees with solid digital skills including coders, software engineers, and developers. 4.1% The New War for Talent HR in the Digital Age A significant majority (90%) of CHROs say that The most important HR priority should be attracting, competition for critical talent will increase over the next developing and retaining the digital talent needed to 12 months. drive transformation. Source: Gartner; 3 Priorities for CEO-CHRO Collaboration in the Digital Age “Facing Historic Labor Shortages, Companies Snap Up Teenagers” The U.S. is facing a severe worker shortage, forcing employers big and small to explore the labor market’s youngest echelon, which is piling into the workforce. Levitz, J. & Morath, E (2018, April 16). Facing Historic Labor Shortages, Companies Snap Up Teenagers. Wall Street Journal. Retrieved from www.wsj.com The current Trends in Learning are now at the heart of the Organization, HR and Technology 3 17 Learning will be connected to business impact. Connecting learning to business results and impact will be an expectation, not a nice to have. Microlearning will drive L&D’s content strategy. Organization’s focus on learning has been and will continue to move fiercely toward curated microlearning. Learning will be fast, specific, and relevant or it will not be consumed. Experience platforms will offer a modernized LMS. A new breed of “microlearning platforms” will push organizations to modernized LMS systems to provide intelligence-based machine learning that recommends, finds and delivers learning. Mobile learning will be in the forefront. With the app-based culture strongly at play, mobile devices are the delivery mechanisms learners will use to grow and develop skills. Social will be integrated into learning. Collaborative learning using easy-to-use online tools will rapidly take the place of compliance based, classroom training. Company-wide digital transformation will expand beyond IT. It will be critical this year that all employees, beyond the IT department, are digital ready and able to use tools that ensure productivity in the digital age. Company-wide cybersecurity will be strongly enforced. This year, more than ever, a focus on increasing cyber-security skills will be critical at all levels of the organization. Systemwide Talent Management Mission Design an approach, strategies, and programs to hire, deploy, develop and retain the best people in their respective fields Talent Management Strategies •Acknowledge the critical nature of Talent Management current state, outlook and challenges across UC •Establish discipline and best practices around a culture of talent management •Facilitate conversation and development of succession strategies to prepare future leaders for management and leadership across UC •Establish diversity as a key pillar to our talent management strategy •Provide tools, systems, processes and best practices that prepare us for internal and external environmental changes •Build capability among HR professionals to be more active talent managers UC Talent Management Consortium Core People Management Systemwide Career Competencies Competencies Development 1. Communication 1. Self-Focus Programs 2. Diversity and Inclusion 2. Organizational Focus 3. Employee Engagement 3. Operational Focus 4. Innovation and Change Courses & Programs Management 4. Employee Focus Developed Based on Competencies 5. Job Mastery and 5. Workplace Focus Continuous Learning 6. Resource Management UC Core Competencies 7. Results Orientation and to be Added to Career Tracks / Future Goals Execution 8. Service Focus 9. Teamwork and Talent Acquisition Collaboration Utilizes UC Competencies Needs and Challenges UC 2017 Staff Employee Engagement Key Drivers Manage Career Development & Objectives at UC Recognition for Work Contributions Organization & Supervisor Supported Wellness The Shifting Organizational Environment Organizational Performance Career Culture Management Expectations Old: Hierarchical Old: Episodic Old: Linear Path New: Matrixed New: Ongoing New: Lateral Portfolio Implication Implication Implication Working with and through more people in different Providing and requesting Changing roles, teams, org functions, units, geographies more performance feedback units more frequently – within work greater breadth of activities Enterprise Contributor Source: CEB analysis” Response to New Organizational Environment More complex and adaptive thinking skills needed Need faster ways to develop leaders Updated development methods needed Source: CLC “Future Trends in Leadership Development” Learning and Career Solutions Flexibility Within a Framework Systemwide Local L & D Offerings Development Programs UC Learning Center Career Development My UC Career Portal My UC Career Portal My UC Career Portal Building People Management & Leadership Skills UC-Coro Systemwide Leadership Collaborative ✓ Targeted to senior leaders driving the organization and managing Managing & Leading the Organization large, multi-level teams ✓ Experiential learning designed to develop strategic thought partnerships and networks Management Development Program ✓ Targeted to mid-level managers managing larger teams and other Managing & Leading Managers managers ✓ 4 modules – Manager Redefined, Employee Engagement, Exercising Influence & Change Management People Management Series & Certificate Managing & Leading ✓ Supports the UC Core Competencies People ✓ Provides baseline management skills ✓ Combines Core & Elective online and instructor led courses UC People Management Conference Managing Implicit Bias eCourse Series Certificate 1: What is Implicit Bias? 2: The Impact of Implicit Bias 3: Managing the Influence of Implicit Bias - Awareness 4: Common Forms of Bias 5: Managing the Influence of Implicit Bias - Mindfulness & Conscious De-biasing 6: Managing Implicit Bias in the Hiring Process UC Women’s Initiative for Professional Development Experiential • Professional Development Create a network of UC • Strategic Relationship
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