Human Resources Talent Management. people make the difference

Transcription

1 Human Resources Talent Management people make the difference

2 What is Talent Management?... A holistic approach to optimizing human capital, which enables an organization to drive short- and long-term results by building culture, engagement, capability, and capacity through integrated talent acquisition, development, and deployment processes that t are aligned to goals.

3 Talent Management Reflects how our organization is structured and organized Accounts for the culture of our organization Connects with the College's performance management and succession strategy

4 Focusing on the FUTURE!...

5 Life in the 21 st Century Inflation Unemployment Rising healthcare costs Post-9/11 environment Financial uncertainty Distrust Downsizing Outsourcing Staffing changes Departures/arrivals

6 Think about this In the U.S.A., 5 Million workers will retire in the next few years 87% of Senior Executives, 78% middle management are currently eligible for Federal retirement 1 Million College professors are eligible for retirement 1 Million School Teachers are eligible for retirement Two challenges that globalization and the future workforce will present to SLCC Recruitment & Retention of employees

7 Are we ready? Is SLCC positioned to meet that challenge? Talent Management, reflects how the organization is organized

8 External & State Review College Organizational Structures Reviewed Austin Community College, Broward Community College, Central Piedmont Community College, Central New Mexico Community College, College of Southern Nevada, Macomb Community College, Pima Community College, Portland Community College, Sacramento Community College, Sinclair Community College USHE Schools; USU, WSU, UofU, UVU, Snow, CEU, SUU, Dixie

9 2007 National Study - SHRM

10 2009 National Study - SHRM

11 2010 National Study - Mercer

12 Recharging our batteries SLCC needs to recharge; Organizational definition Additional Titling More Classification specifications New Career Ladder & Promotion Programs

13 Integration of New Goals 1. Job Standards 2. Career Development Job Standards 3. Performance Performance Career Excellence Excellence Program Program Development

14 1) Job Standards Define and implement career ladders creating organized career pathways Align salary structure to provide greater emphasis on competitiveness with the external labor market Publish job descriptions and standards online

15 Career Ladder and Promotion Career Ladder Employee Salary & Performance Associate 3 Associate 2 Associate 1 Career Ladder; Employee Development & Promotion

16 Crafts Job Family Plumber Carpenter Cabinet Maker Locksmith HVAC Painter Career Ladder Plumber 3 Plumber 2 Plumber 1

17 Fiscal Services Job Family Accountants Budget Analysts Buyers Auditors Payroll Clerks Accounting Technicians Career Ladder Accountant 3 Accountant 2 Accountant 1

18 2) Career Development Link job standards and core competencies with career growth opportunities, document the advancement process for existing employees, career growth of employees enhances the recruitment of new talent Provide guidance for supervisors and increase supervisory support for employee development Monitor and improve the work climate by ensuring that leaders have the right competencies and management styles to motivate employees

19 3) Performance Excellence Program (PEP) Ensure that there is a clearly communicated link between College planning, performance, accountability, and rewards within the College Re-train supervisors in SMART! goals: Specific Measurable Attainable Realistic Timely Employees deserve SMART goals and SMART supervisors!

20 Human Resources Your in-house Talent Management consultants people make the difference