UC faculty and staff must anticipate and address� the critical impact of growth on� the non-academic workforce-� those approximately 100,000 people�� who�
create and maintain the infrastructure that supports our faculty and
students.
Rapid growth� brings with it
-
significant increases in� workload volumes
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new staff�� who lack the specific
work experience and training to excel in their�
job� quickly
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greater complexity
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�thousands of�
�active nodes� in the human network that drives UC;�
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a larger,
more complex organization in which more and more interactions are remote, or
virtual, rather than face to face, and where fewer faces are familiar.
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�new
skill requirements , such as:
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planning
for, and managing complexity
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communicating
across groups and organizations,
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remote /
virtual communications
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managing
a plurality of interests
-
the� need
to sustain a sense of belonging and purpose..�
People Needs in 2010:
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More
integrated infrastructure
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Integrated
change and growth plans (physical, technology, financial, people)
Goals:
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Common
vision for UC community
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Develop a
plan for managing complex change
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Strategic
planning process to address workforce issues
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Strengthen
current workforce and work environment (recruitment and retention,, aging
workforce, training, work/life issues
-
Recruit a
diverse, high performing workforce aligned with the UC mission
-
Strengthen
the quality of / use of workforce information
Other
people-related issues that will play a key role in the NBA ?
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�labor relations strategy
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Contain
increasing medical costs?
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Compensation
strategy (and benefits as a recruitment/retention strategy)