OPERATIONAL EXCELLENCE READINESS STAFFING STRATEGIES

February 28, 2011

Topics Context Staffing Principles Recruitment Strategies Hiring Strategies Critical Support for Success Next Steps

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Context UCSF staff have anxiety and uncertainty due to

restructuring, so we need to ensure transparency and clarity regarding our staffing strategy

The hiring approach will set the precedent for future hiring practices and will shape the culture and values of our changing organizations

As a highly visible public institution, large scale changes will be closely scrutinized by press and public

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Staffing Principles1. Fair, consistent and clearly communicated

approach2. Transparent3. Defensible4. Compliant with UC Policy and labor contracts5. Ensure success of new organization by

selecting an appropriately skilled and experienced workforce

6. Create sustainable practice for long-term staffing and layoff decisions

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A. Recruitment Strategies A1. Consider Internal Candidates First

Post and competitively fill positions when positions are substantially different and/or when there are fewer positions in a new organization/layoff unit1

Initial period of recruitment limited to internal candidates2, followed by external recruitment for remaining unfilled positions

1Seniority will not apply to filling positions in new organization/layoff unit2Policy 60, Layoff and Reduction in Time from Professional and

Support Staff Career Positions: To minimize the effects of indefinite layoff and indefinite reduction in time, the University shall:Give regular status employees preferential opportunities for reassignment or transfer prior to indefinite layoff or indefinite reduction in time when reassignment or transfer opportunities arise.

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A. Recruitment Strategies – Continued A1. Consider Internal Candidates First

BENEFITS Creates opportunity for retaining/selecting outstanding internal staff Consistent with policy Demonstrates we value UCSF experience and knowledge May mitigate grievances, complaints, discrimination claims,

reputational risk since there is some perception that OE is an effort to terminate poor performers and to hire external staff that may be less costly to organization due to lower salaries, benefits and retirement obligations.

RISKS Retention risk of losing key employees who may feel demoralized and

perceive that they are applying for their own jobs in the new organization

Extends time to fill position if internal recruitment is unsuccessful Internal applicant pool may not fully represent most qualified

candidates

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A. Recruitment Strategies – Continued A2. Consider Internal and External Candidates

Recruitment will include both internal and external candidates from date of postingBENEFITS

Provides opportunity to select from broader pool of candidates Allows for selection of most qualified candidate available

RISKS Signals that we are not confident we have enough experienced

and knowledgeable UCSF staff We risk losing outstanding performers who perceive that the new

organization does not value institutional knowledge and experience

May create perception that OE initiatives will displace long-term employees as cost-cutting effort and performance management strategy

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A. Recruitment Strategies – Continued A3. Define Criteria for Waivers of Recruitment Current career incumbents may be

appointed by waiver of recruitment to new positions when specific criteria have been met and approved by a relevant decision-making group

Examples of exception criteria: Jobs recently defined and filled in context of OE

principles Jobs that have been filled through previous

implementation of service centers (i.e., FAS, EVCP)

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B. Hiring StrategiesB1. Hire All Positions Up Front Conservatively estimate number of staff necessary to run

new organizations Fill all jobs up front, then set staggered reporting dates

based on cluster rolloutBENEFITS

Mitigates organizational anxiety and increases retention of successful candidates

Helps engage staff in change activities (e.g., Process Redesign; HRIS SMEs) as we implement new organizations

Allows for comprehensive adverse impact analysis / adjust decisions if appropriate

RISKS Requires determination of staffing numbers without validating

needs by pilotNote: Consider making some newly hired staff available to departments on a

recharge basis to support business continuation

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B. Hiring Strategies – Continued B2. Hire in Phases Establish clusters in staggered phases and recruit positions as

clusters are implementedBENEFITS

Validate work loads and confirm staffing needs before full-scale hiring Validate job structure and skill requirements

RISKS Turnover in units not yet moving into clusters may require backfilling

positions to continue work* Strongest employees selected for initial clusters; could mitigate by

moving some to “seed” successive clusters May cause retention issues as some employees go through longer

periods of uncertainty* Preferential rehire individuals must be considered as appropriate for these

opportunities (when filled as career positions)Note: Consider making some newly hired staff available to departments on a recharge

basis to support business continuation

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Critical Support for Success Provide:

Retention support and tools for managers Transition support for employees

Resume writing, interview skills, functional skills, e.g., HR certification Outplacement, separation agreements, severance

Implement comprehensive communication strategy sufficiently in advance of selection process (Brown Bags, etc.)

Provide well-defined, consistent selection process with tools and documentation that: Selects the most qualified staff Positions the new organization for success Mitigates grievance and complaints

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Next StepsGet signoff on staffing strategy decision

Hand off to Implementation Teams with Human Resources support

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