UC
Berkeley Strategies for Staff*
Overall Goal:
To create an environment where the best people can do their best work
| |
Goals |
Context
|
Actions |
| Recruit |
To
have recruitment programs and a working environment that enable
us to recruit an excellent, diverse workforce that will meet Berkeley’s
needs for the present and the future |
- Current
applicant pools are great; however, the future may present a
challenge
- Since
8/14/03: 58,000 applications for 850 positions, compared to
41,500 applications for 1,500 positions in the same period last
year.
- UC
has a competitive benefits package
- Budget
constraints make it difficult to recruit at the higher salary
levels
- Incoming
staff have expectations for career growth that may not be met
- The
campus needs an assessment of skills needed now and for the
future
|
Current
- Full
service recruitment
- AAEEO
campus consultation· eRecruit process and tools
- Applicant
communication strategies
Planned
and Recommended
- Succession
planning
- Review
of compensation structure
- Brand
UCB as a good employer with current staff as well as
applicants
|
| Retain |
To
have classification, compensation, recognition, performance management,
and community programs that encourage high performing staff to stay
at Berkeley |
- Retention
rate is high today; 5% turnover
- UC’s
personnel policies provide broad support and protections for
employees
- Flexibility
and recognition programs can help alleviate the impact of budget
constraints
- Communication
from campus leadership is more frequent
- Average
age of the workforce predicts high turnover in the near future;
48% of management is eligible to retire.
- As
the economy improves, top staff may choose to leave if career
development is inadequate
- Grievances,
layoffs, and Ombuds/CARE activity have increased
- Workload
is mentioned in every setting as a challenge for employees
|
Current
- New
job classification structure
- Community
Initiative
- Work/life
programs & policies
- Employee
Relations, CARE Services, and Staff Ombuds office counseling
& programs
- Recognition
& reward programs
- Ergonomics,
health & fitness programs
- Strategic
communication planning
Planned
and Recommended
- Performance
management system
- Career
management program
- Absence
management program
|
| Develop:
Staff |
Staff
Career Growth
To
ensure that staff development programs meet the needs of both
individual staff and the organization
|
Staff
Career Growth
- Programs
such as CDOP and discounts for tuition can help alleviate the
impact of inadequate funding for salaries. CDOP has awarded
$5.2 million since its inception (7,500 awards).
- Career
development is the reason most often cited for new employees
coming to UCB.
- Career
mobility and training opportunities need clear communication
and support
|
Staff
Career Growth
Current
- Career
Development Opportunity Program
- HRMS
& BFS training· Health and safety training
- Release
time, discounts & UC fee reduction program
Planned
and Recommended
- Performance
management system
- Career
management system (in design)
- Integrated
Admin. Asst. curriculum
|
| Develop:
Supervisors |
Supervisory
Development
To
provide supervisors and managers with the training and tools they
need to successfully fulfill their roles |
Supervisory
Development
- Effective
supervision is key to staff engagement and retention
- Performance
management is inconsistently applied and not always well understood
at UCB
- Supervisory
skill is perceived as uneven across the campus and supervisors
report a sense of overload
|
Supervisory
Development
Current
- Labor
relations contract training
- DPM
network
- HR
curriculum (in development)
- Leadership
Development Program and Supervisory Development Lab
- Civility,
conflict resolution, and harassment training
- Complaint
resolution programs
Planned
and Recommended
- Expanded
supervisory training
- Performance
management system
- Succession
planning
|
*This
strategy document was presented to the Chancellor and the Cabinet in
April, 2004, as part of a presentation on the staff climate at Berkeley.
