The Vision (Desired Future State)
The desired future state for training at UC San Diego is to create and improve the learning infrastructure, programs, and relationships necessary to produce a pipeline of mission- ready employees to meet the needs of the university. Barriers to training will be tackled, costs will be sustainable, and blended learning approaches will meet the changing needs of the workforce. Training strategies will be aligned with the performance dimensions and career ladders to attain achievement required for employee success.
Effective management is essential to staff retention. In the face of turnover and change, UC San Diego leaders will require organization development services to build effective teams and healthy workplace climates conducive to employee commitment. To meet the current and growing demand for these services, internal and external consulting relationships will be cultivated.
The Challenge (Need for Change)
Training at UC San Diego is a sustainable low-cost business model that has been created and draws on the talents of campus subject matter experts and thus reduces program costs. As the current subject matter experts plan for retirement or leave the University for other opportunities, our training and development plans will be challenged to meet the needs of employees. To that end, Staff Education and Development offers the following services:
- Over 225 individual courses for over 1,000 sections per year, and over 20,000 enrollments
- Extensive Web-based training, both commercial and UC San Diego-specific
- Circulating video library (85+ titles)
- Department-specific custom training services
- Five major developmental programs annually
- Certificate programs
There is a need for managers to create and sustain employee engagement, manage change effectively, and conduct succession planning in a proactive systematic way.
Staff Education and Development offers organization development services to help UC San Diego leaders manage effectively. Services include:
- Developing competence in people skills (soft skills)
- Building cohesive and productive teams
- Developing approaches to effective work teams
- Assessing and developing strategies for organizational problems
- Reviewing change management approaches
- Doing strategic planning
- Developing approaches to enhanced competence in engaging and motivating employees
- Communicating effectively in a variety of situations
Other Human Resources divisions, such as Employee Relations, Policy Development and Work/Life, Equal Opportunity/Staff Affirmative Action, the Faculty and Staff Assistance Program, and Accommodation Consulting and Counseling Services also offer support for leadership and departmental effectiveness in their areas of specialty.
In times of change and fiscal challenges, UC San Diego leaders are seeking these organizational services. In order to meet the demand, it will be necessary to supplement internal resources with a larger pool of diverse, affordable, credible external consultants, competent to meet the needs of leaders in higher education.
The Plan (Pathway to Success)
|Training and Development||Why?||When?||Status|
|Participate in systemwide supervisor/ manager training||The Supervision and Performance Management Work Team is a subgroup of the systemwide Talent Management Consortium. The work group is tasked with collecting all current supervision and performance management programs and practices across UC, analyzing studies on UC supervision and developing a set of resources that are deployed across the system to train supervisors at all levels.
UC can best leverage its resources by providing systemwide supervision standards that represent UC mission, vision, goals, and principles. Best practices in supervision and people management will increase employee engagement and reduce redundancies and close performance gaps. Deliverables will be based on core competencies expected of employees within specific competencies targeted towards supervisors.
|Q2 2014||In progress|
|Particpate in systemwide Management Development Program (MDP) design||To ensure systemwide management competencies that will help the university attract, retain, and motivate highly qualifed employees.||Q1 2014||UC San Diego hosted two MDP sessions in 2013. Two MDP sessions scheduled in 2014.|
|Training and Development||Why||When||Completed|
|Create e-learning training for succession planning||To make information about succession planning available on demand to the greatest number of users possible.||Q3 2013||Completed|
|Participate in developing UC San Diego performance dimensions (competencies)||To establish a consistent baseline for skills, knowledge, and abilities required by university employees that will be used as the basis for recruitment, performance management, and professional development.||Q2 2013||Completed|
|Implement the new UC Learning Management System||To be more strategic when managing professional development, and to leverage resources and economies of scale across locations for learning and organization development.||Q4 2010||Completed. Rollout was accomplished on October 4, 2010. All data are migrated, testing is complete, and documentation, instruction, and Blink pages are all in place.|
|Develop a management curriculum for UC San Diego middle managers||Customer feedback has confirmed the need to provide more advanced training to UC San Diego managers.||Q4 2009||Completed. The first offering started on January 13, 2010.|
|Develop certificate series for academic advisers and system administrators||Provide curriculum development and instructional design consultations, instructor training, and enrollment support.||Q3 2009||Completed. Curricula have been designed for both certificates and courses are being offered.|
|Develop a management curriculum for UC San Diego senior management||Customer feedback has confirmed the need to provide training targeted at higher level UC San Diego managers.||Q3 2009||Completed. Sessions have been scheduled through 2010 and many have already occurred.|
|Conduct a management training needs assessment||To identify the gaps between current and desired competencies of university managers and to develop programs to fill those gaps for managers and management feeder groups.||Q1 2009||Completed. Final focus group was held in February 2009 and a summary of results was submitted in March 2009 for review and analysis.|