Human Resources

Talent Management

…people make the difference

What is Talent Management?Talent Management?...

• A holistic approach to optimizing human 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, d l t d d l t th t development, and deployment processes that are aligned to goals.

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

Focusing on the FUTURE!...

Life in the 21st Century…

• Inflation

Unemployment

• Financial uncertainty

• Distrust • Unemployment

• Rising healthcare costs

Distrust

• Downsizing Outsourcingcosts

• Post-9/11 environment

Outsourcing

• Staffing changes

Departures/arrivalsenvironment • Departures/arrivals

Think about this…

•In the U.S.A., 5 Million workers will retire in the next few years years

•87% of Senior Executives, 78% middle management are currently eligible for Federal retirement 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 workforcewill present to SLCC…

…Recruitment & Retention of employees

Are we ready?…

• Is SLCC positioned

to meet that challenge?

• Talent Management,

reflects how the

organization is organized…

External & State Review…

• College Organizational Structures Reviewed

A i C i C ll B d C i Austin Community College, Broward Community College, Central Piedmont Community College, Central New Mexico Community College College of Central New Mexico Community College, College of Southern Nevada, Macomb Community College, Pima Community College, Portland Community y g , yCollege, Sacramento Community College, Sinclair Community College

• USHE Schools; USU, WSU, UofU, UVU, Snow, CEU, SUU, Dixie

2007 National Study - SHRM…

2009 National Study - SHRM…

2010 National Study - Mercer…

Recharging our batteries…

SLCC needs to recharge;

•Organizational definition

•Additional Titling

•More Classification specifications

•New Career Ladder & Promotion Programs

Integration of New Goals…

1. Job Standards1. Job Standards

2. Career Development

JobStandards

3. Performance E ll CareerPerformance Excellence Program

Career DevelopmentExcellence

Program

1) Job Standards…

• Define and implement career ladders creating organized career pathwaysg p y

• Align salary structure to provide greater g y p gemphasis on competitiveness with the external labor market

• Publish job descriptions and standards online

Career Ladder and Promotion…

Career Ladder

Associate 3Associate 2 |

Associate 1 | Employee Salary & Performance |

Career Ladder; Employee Development & Promotion

Crafts Job Family…

• Plumber

• Carpenter

Career Ladder

Plumber 3Carpenter

• Cabinet Maker

• Locksmith

Plumber 3Plumber 2 |

Plumber 1 ||• Locksmith

• HVAC

• Painter

|

• Painter

Fiscal Services Job Family…

• Accountants

• Budget AnalystsCareer Ladder

Budget Analysts

• Buyers

• Auditors

Accountant 3Accountant 2 |

Accountant 1 ||• Auditors

• Payroll Clerks

• Accounting

|

• Accounting Technicians

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 for existing employees, career growth of employees enhances the recruitment of new talent

P id id f i d i i • 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 to motivate employees

3) Performance Excellence Program (PEP)Program (PEP)…

• Ensure that there is a clearly communicated link between College planning, performance, accountability,

d d i hi h C lland rewards within the College

• Re-train supervisors in SMART! goals:• Re-train supervisors in SMART! goals:

Specific Measurable Attainable Realistic Timely

• Employees deserve SMART goals and SMART supervisors!p

Human Resources…

• Your in-house • Your in house

Talent Management lconsultants…

…people make the difference…