Dwaine B. Duckett. January 19,2011

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Gwendolyn Douglas
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1 Biennial Accountability Sub-report on Staff Dwaine B. Duckett Vice President Human Resources January 19,2011

2 Today s Presentation Highlights from the Full Report Composition of Workforce and Demographic Challenges Staff Support of the Mission Campus Input and Human Resources Strategic Plan Opportunities for Investment in Staff 1

Staff Support of the Mission Campus Input and Human

3 Work Force Composition Headcount ~187,000 Academics and Staff Senior Management Group <1/4% ~290 Management and Senior Professionals 5% ~8, % Academics 31% ~57,000 Professional and Support Staff 64% ~117,600 Lawrence Berkeley National Laboratory staff = 2% (~2,700) Hastings College of Law ~.4% (500) Data Effective October

~57,000 Professional and Support Staff 64% ~117,600 Lawrence Berkeley National

4 Examples of Staff Titles Senior Management Group (SMG) The President Provost Chancellor Vice Chancellor of Planning and Budget Medical Center Chief Operating Officer Laboratory Director Medical Center Chief Executive Officer University Controller Professional and Support Staff (PSS) Policy covered (non-union) Student Affairs Officer Architect Executive Chef Supervising Audiologist Custodian Supervisor Environmental Health & Safety Engineer Head Resident Budget Analyst Management Services Officer Podiatrist Boatswain Programmer Analyst Musician Rescue Operations Supervisor Staff Research Associate Supervisor Botanical Garden Manager Community Health Program Representative Management and Senior Professionals (MSP) Financial Aid Manager Aerospace Engineer Veterinarian Staff Physician Chief Dietitian Student Disability Manager Chief of Police Senior Scientist Professional and Support Staff (PSS) Union Nurses Baker Lifeguard Dental Hygienist Sheet metal worker Payroll Clerk Groundskeeper Carpenter Electrician Glazier Library Assistant Laboratory Assistant Nuclear Medicine Technician Perfusionist Cashier X ray Technician Staff Pharmacist Public Safety Dispatcher 3

Supervisor Environmental Health & Safety Engineer Head Resident Budget Analyst Management Services Officer Podiatrist Boatswain Programmer Analyst Musician Rescue Operations Supervisor Staff Research

5 Composition of Staff Work Force Policy-Covered (Non-union)* & Union Staff Management and Senior Professionals* 8,833 7% Senior Management Group* 291 Professional <1/4% and dsupport Staff Non union* 32,754 26% Professional and Support Staff - Union Student t 56,529 employees 45% Non-union* 28,349 22% Policy-covered(Non-union covered(non Staff )* 70,227 (55%) Union Staff 56,529 (45%) Total Staff Work force = 126,756 Represented Staff 56,529 (45%) Data Effective October 2009, excludes LBNL employees 4

Union Student t 56,529 employees 45% Non-union* 28,349 22% Policy-covered(Non-union covered(non Staff )* 70,227 (55%) Union

6 Composition of Career Staff Work Force Race/Ethnicity & Gender Female Male American Indian <1% Female Male African American 8% 4,838 2,402 Chicano/Latino 18% 9,620 5,862 Asian 22% 12,663 6,623 White 47% 26,360 14,381 Data Effective ) October 2009, excludes LBNL employees 5

4,838 2,402 Chicano/Latino 18% 9,620 5,862 Asian 22% 12,663 6,623 White

7 Career Staff Age & Personnel Program Age SMG 907 MSP 5,816 PSS 48% 40% 40% 0% 0% 1% 31% 25% 26% 26% 17% 16% 11% 12% 2% 7% 2% under SMG MSP PSS Data Effective October 2009, excludes LBNL employees 6

16% 11% 12% 2% 7% 2% under 30 30-39 40-49 50-59 60+ SMG

8 Career Staff Age & UCRP Service AGE % 17.2% 14.5% 26.0% % 15.8% 13.7% 29.6% under % 11.1% 5.4% 3.6% Years of Service 0 to to to years Staff with 20+ years UCRP service credit: 1,820 Age 60+ 7,047 Age ,160 Under 50 Data Effective October 2009, excludes LBNL employees 7

9 UNIVERSITY OF CALIFORNIA Staff Contributions Supporting UC s UC s Mission 8

10 Key Challenges for Staff Work Force - Based on Location Narratives Staff Compensation Performance Management Leadership Development Staff Training Programs 9

11 Human Resources Strategic Plan Overall HR Strategic Vision is to move HR from transactional focus to one of Adding Strategic t Value Key Strategic Themes new areas of focus: Employee Relations - distinct from Labor Relations Systems data to drive HR decision making Compensation market alignment and leverage value of all pay and benefit programs 10

of focus: Employee Relations - distinct from Labor Relations Systems data to drive HR

12 Areas of Opportunity for Investment Performance Management Talent Management Technology Staff Salary Program 11

13 Staff Salary Increase Funding Compared to Market UC Staff Salary Increase Funding Market Western Region 4.5% 5.1% 4.7% 4.7% 5.0% 3.8% 3.8% 3.7% 3.6% 4.0% 4.0% 3.7% 3.8% 3.9% 30% 3.0% 2.0% 2.3% 1.5% 0.0% 0.0% 0.0% 0.0% Sources: World at Work Annual Salary Budget Survey and UC Human Resources Compensation 12

14 Area of Opportunity and Investment Talent Management Strategic Theme: Programs to better manage Human Capital, the University s primary asset Leverage training resources through the UC Learning and Development Consortium Pilot succession planning processes using Knowledge Management model Implement integrated Career Development process using on UC Competency Model Leverage recruitment tools and services 13

Development Consortium Pilot succession planning processes using Knowledge Management model Implement

15 Area of Opportunity & Investment Leadership Development Strategies : Align Leadership and Management Development programs with systemwide UC Competency Model Design and Implement Core Management Training Enhance Management Skills Assessment Program Continue new UC Business Officer Institute 14

Competency Model Design and Implement Core Management Training Enhance

16 Areas of Opportunity for Investment Performance Management Talent Management Technology Staff Salary Program Investment in these areas will enable UC to Operate as an Excellent Employer 15

UC Career Tracks Frequently Asked Questions (FAQs) General

UC Career Tracks Frequently Asked Questions (FAQs) General Career Tracks Project 1. What is Career Tracks? Career Tracks is a new job classification structure that aligns jobs at the University to their