UC San Diego's compensation practices must reflect organizational values and the business needs of the institution. Compensation objectives are to be internally equitable and externally competitive. UC San Diego must ensure that the salaries of its employees are competitive with the local labor market in terms of total compensation. Compensation practices must be consistently applied across all vice chancellor areas.
Campus Human Resources continues to provide managers with the framework they need to establish and maintain fair and equitable salaries in managing the workforce.
The system-wide Career Tracks project will enable us to ensure that all UC positions are classified equitably throughout the entire UC system and ensure fair, competitive and market-based compensation practices.
To continue as a global leader in higher education, UC San Diego must commit to finding new talent and position current talent in roles that strengthen the University. UC San Diego Human Resources has programs and services in place to assist with recruitment efforts such as the Executive Recruitment Services, Internal Recruitment Program, Background Check Services, and Testing Services, among others. These programs and services are dedicated to ensuring efforts are made to recruit and build talent.
Hiring practices must ensure equal opportunity and support our diverse, talented, and energetic workforce. Internal career mobility and career planning are major organizational priorities as supported by programs like Career Connection, and the Internal Recruitment Program.
UC San Diego staff need to be provided with the best possible learning experiences, training tools and resources. Every staff member must have the opportunity to realize their career potential through professional development. It is recommended that an Individual Development Plan (IDP) be established upon hire and reviewed, at minimum, on an annual basis. The individual development plan should include: development goals written in the SMART (Specific-Measurable-Attainable-Relevant-Timebound) goal format, identification of the competency/skill to be acquired, learning activities, resources for development and specific learning outcomes that will indicate mastery. The IDP should be supported by the employee's manager or mentor. More information about the individual development planning process can be found at http://blink.ucsd.edu/HR/training/IDP.html.
It is recognized that many job functions require special training that may be developed and delivered outside of the central Staff Education and Development division. In those instances, the subject matter experts are advised to consult with the Staff Education and Development division prior to developing training content to ensure instructional design best practices are followed and the design incorporates the 70:20:10 campus learning strategy. The 70:20:10 learning and development strategy was created by Morgan McCall and his colleagues Robert W. Eichinger and Michael M. Lombardo at the Center for Creative Leadership in 1996. Their research revealed a model of how, when and where people learn best in the workplace. They found that:
- 70% of learning comes from experience, typically on the job
- 20% of learning comes from others
- 10% of learning comes from courses and reading
Going forward, Staff Education and Development will model this learning and development strategy with tools, resources, and offerings that will guide professional development activities.
All learning activities should include: learning objectives and related metrics, content within the scope required for learning needs consistent with objectives and metrics, multi-media materials, if possible, material that applies to multiple learning styles, and evaluation tools to measure learning outcomes.
UC San Diego's success directly correlates to creating a supportive environment that promotes a sustainable and engaged workforce. UC San Diego offers a wide-range of work/life programs and services that help employees achieve success in their careers and their personal lives.
Programs like Thrive at UC San Diego, UC Living Well and FitLIfe offer a variety of opportunities for employees to make wellness a priority. Leadership support such as offering subsidized Recreation memberships and allowing flexible work arrangements foster an environment that allows campus employees to access resources to help reduce stress and promote wellness.
Recognizing department, team and employee achievements or milestones is essential to nurturing a collaborative, dedicated and engaged workforce. UC San Diego annually recognizes service milestones, efforts to cultivate a diverse and inclusive community, and individual employee achievements in promoting UC San Diego's mission. Vice chancellor areas are encouraged to supplement campus programs and recognize employee success within their areas through events like vice chancellor area Exemplary Staff Employee of the Year nominee celebrations and department service milestone celebrations.