FAS Managers’ Town Hall June 4, 2015 · 4.06.2015 · 2015 FAS Employee Engagement Survey Final...
Transcript of FAS Managers’ Town Hall June 4, 2015 · 4.06.2015 · 2015 FAS Employee Engagement Survey Final...
FAS Managers’ Town Hall June 4, 2015
Agenda
Welcome & FAS Updates Becky Daro
FAS Values John Plotts
Wellness Updates Leeane Jensen w/ Laura Ishkanian
Learning & Organizational Sausan Fahmy Development Resources
Leadership in a Support Organization Teresa Costantinidis
– An Interview with SVC John Plotts
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2015 FAS Employee Engagement Survey
Final FAS participation rate is 90% (1420 of 1582 people) compared to 89% last year; UCSF final participation rate of and 75%
CEC review of results on June 24 will guide next steps
Invitations for managers to view results will be sent from Gallup Online on June 29
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Campus is Transitioning to a Focal Point Performance Evaluation Process Based on Calendar Year
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Rationale for change: Alignment to July 1 salary program - merit recommendations will
be based on a more current evaluation Address compliance issues on campus - moves evaluation timing
away from a typically busy time of year (fiscal closing) while a focal point process allows for consistent completion reporting
Who: Applies to non-represented staff Change does not apply to Medical Center (continue with rolling
evaluation) Change does not currently apply to represented staff who will
continue with fiscal year evaluation process
6/5/2015 Presentation Title and/or Sub Brand Name Here 5
Each FAS Department Has Flexibility in Transition Approach
FYE CYE CYE
July 1 Merits July 1 Merits July 1 Merits July 1 Merits
6/1/15 6/30/15 8/31/15 12/31/15 3/15/16 12/31/16 3/15/17
Document changes prior to merits (end of June): • Changes in
performance rating
• Rating for new classification or job description
Option A Documented review (Past FY)
Determined by FAS Department Documented review (Past 6 months)
Option B Skip review Documented review (Past 18 months)
Option C Documented review (Past FY)
Mini review Confirm Aug. review or document changes (Past 6 months)
Full review (Past CY)
Onboarding at UCSF
Average over 3200 new staff and faculty each year (2013 and 2014)
• 1,500 Staff
• 1,700 Academic
Onboarding each new hire involves over 100 steps after an offer is accepted
Typical lead time for the onboarding process was over 17 days
The target for the process improvement is to reduce lead time to 8 days
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Overview of onboarding activity at UCSF based on 2014 value stream study:
FAS Paperless Onboarding Pilot (ePacket & Presentation) – Starting Week of 6/22 (initial pilot timeline 10 weeks)
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New Hire Prep Mondays @ MCB Thursdays @ Mission Bay
Pilot: ePacket based prep
Badge photo prior to onboarding (8:30-9:00)
Orientation (9:00–10:00) • Pilot: ePacket based allows more content
Benefits orientation (10:00-11:00)
Every Thursday – Day & Time Change CLS/FAS New Employee
Orientation (1:30-2:30)
4th Thursday of Month – Added Option
Compliance Training (2:30-4:00) • Ethics • HIPAA • Privacy & Security
FAS Values Are Foundational to Our Success 1. Enterprise-Wide Focus – A relentless focus on doing what is right for UCSF, not
necessarily ourselves or individual departments.
2. Talent and Leadership Development – Engage each other to: Understand personal goals and aspirations Align goals with development opportunities Develop people while advancing the organization
3. Collaboration & Teamwork – When we come together as a team, we can
accomplish remarkable things.
4. Service Excellence at a Competitive Cost – This is not either/or, but both. Every FAS department is meeting the challenge to reevaluate their service delivery and continually improve service from the customer’s-point-of –view.
5. Innovation – We need to challenge ourselves and our staff to be creative in solving problems and be open to new ideas.
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Common Principles We Must Continue to Embrace to Be Successful 1. Enterprise-Wide Focus – A relentless focus on doing what is right for UCSF, not
necessarily ourselves or individual departments.
Examples:
10-Year Projections and Capital Plan and refined Core Financial Plan
UCSF consolidated quarterly results
Completion of Long Range Development Plan
Lease Consolidation and Space Management System
Push for programmatic consistency in employee programs
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Common Principles We Must Continue to Embrace to Be Successful 2. Talent and Leadership Development
Engage each other
Understand personal goals and aspirations
Align goals with development opportunities
Develop people while advancing the organization
Example:
Staff tell us we have improved! The FAS staff engagement survey scores with the greatest improvement since 2011 have been on the three items related to development:
• Q6. There is someone at work who encourages my development • Q11. In the last six months, someone at work has talked to me about my
progress • Q12. This last year, I have had opportunities at work to learn and grow
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Common Principles We Must Continue to Embrace to Be Successful 3. Collaboration & Teamwork – When we come together as a team, we can
accomplish remarkable things.
Examples:
Smooth opening of the MB Hospital openings with Parking, Shuttle, HR and IT Services
Solidifying consolidation of MC and campus IT organizations into one UCSF IT
FAS Support for UCSF Health strategy with Mission Bay planning and Audit & Advisory Services
Carbon neutrality and water conservation challenge
Cross organizational implementation and on-going support of Finance 3
Expand Supply Chain Management Partnerships and provide leadership across all UCs.
Addressing IT security and compliance risk
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Common Principles We Must Continue to Embrace to Be Successful 4. Service Excellence at a Competitive Cost – This is not either/or, but both.
Every FAS department is meeting the challenge to reevaluate their service delivery.
Examples:
FAS Budget principles to keep recharge growth rates at or below campus revenue growth rates, and to self-fund strategic investments
Further HR consolidation and service improvement – relentless focus to get it right
Development and feasibility assessment of various low cost IT delivery strategies
Further automation: Maximo facilities work order system; paperless invoice processing; enhancements to SRS, MyReports and Uplan
Sustaining high professionalism of UCSF Police through CALEA Accreditation including Compliance with 386 Best Practices
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Common Principles We Must Continue to Embrace to Be Successful 5. Innovation – We need to challenge ourselves and our staff to be creative in solving
problems and be open to new ideas.
Examples:
Wellness Campaign: Step it Up challenges
First FAS LEAN initiative deployment – HR onboarding
Established new FAS goal to build innovation muscle – create a culture of continuous process improvement and encourage bigger and bolder thinking
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Living Well at UCSF
Updates: Initiatives and Programs
Leeane Jensen, Wellness Program Manager Laura Ishkanian, Wellness Coordinator
Agenda
• Healthy Beverage Initiative • Step it Up online challenge
Healthy Beverage Initiative
• “Advancing Health Worldwide” starts on our campus
• Will be selling: water (including flavored and sparkling), 100% juice, unflavored milk, unsweetened tea and coffee, zero-calorie soda
• Will no longer be selling: any drinks with added caloric sweetener including soda, iced tea, flavored milk, sports drinks, energy drinks
• All vendors have voluntarily agreed to participate
Healthy Beverage Initiative
• Phase Out will begin July 1 and will be completed by November 1
• Location by location – vending machines, campus eateries and retail locations
• Not a “ban” – anyone can bring a SSB to UCSF
• 1st in the nation – both University and Medical Center
• SFGH, SF hospitals, Starbucks!
HBI- Research opportunities
We're working with UCSF researchers to evaluate the HBI:
• knowledge about HBI
• reaction to HBI
• SSB purchasing and drinking habits
• Interviews and metabolic health testing
• UCSF Precision Medicine Cohort – 1st internal focus!
Insert video here
Learning & Organization Development Resources
Learning & Organization Development Purpose
One UCSF One Learning & Organization Development Dept.
(July 2013)
Our Purpose Enhance UCSF’s success by supporting the
growth and development of its most important resource, its people, and creating a continuous
learning environment
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Audience/Clients
Individuals staff/Leaders
Departments
UCSF
UCSF Learning & Organizational Development 3
How We Add Value
Organizational Development/ Effectiveness
Staff & Leadership
Development Engagement
Change Management
e-Learning course
Development
Learning Management
System Administration
6/5/2015 UCSF Learning & Organizational Development 4
UCSF Learning & Organizational Development 5
What is Focused Development?
Development The act or process of growing or creating something
over a period of time.
Focused Development at UCSF
The act or process of learning new skills/competencies to enhance individual and organization growth and success.
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Presentations vs. Development Telling Does Not Lead to Development
Presentations increase awareness.
Full development is a process that produces long-term changes in behaviors and outcomes.
Effective formal learning/training is one component of the development process. It requires: reflection on key concepts, interaction, and application or simulation.
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What is Effective Development?
Effective on the job learning through challenging/stretch assignments are effective when:
• Bandwidth
• Support in reflecting on lessons learned
• Formal learning framework
70% Stretch Assignments
20% Developmental Relationship
10% Formal Development
Morgan McCall with the Center for Creative Leadership: 1996
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Optimal Development Process
Direction – Vision of your future.
Clarity – Key competencies for profession/ job you are targeting.
Self Awareness/Assessment – Your strengths and development needs.
Development Plan – Plan to build competencies.
Implementation – Opportunity to apply development plan and enhance learning.
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UCSF Learning Resources
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Four core competency
programs for all staff levels
Two online learning portals
Individual sessions on
priority topics
Mentoring & talent
development programs
Current Development Offerings
Professional Staff Development
Focuses on self awareness and driving your own professional development towards career success
Topics include: Communication; Customer Focus; Systems Thinking; and more.
For Non-Supervisory UCSF Staff.
Series of 5 sessions.
Leading the Frontline
Focuses on developing effective management skills.
Topics Include: Your Role as Frontline Leader; Communicating for Results; Managing Performance; Delegation and Engagement; Selecting Top Talent.
For Supervisors, Frontline Manager, and staff to be promoted within 6 months.
Series of 5 sessions.
Program Offerings
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Emphasis on the role of the leader.
Blended approach: classroom; assessments; individual development plans; on-the-job activities; and mentoring.
For Middle Managers and Directors.
Assessments, Development plans, mentoring and a series of 8 to 10 workshops.
Offered through the Hass School of Business
Emphasis on setting strategic vision; talent management; leadership; systems thinking; and leveraging culture.
For Executives & Senior Leadership.
Program Offerings
Foundations of Leadership Foundations of Leadership Executive Development
Program
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Corporate Executive Board Study - 2015
Impact of Foundations of Leadership Series on Leader Competencies
The Learning Website Features
Detailed information about course offerings
Engagement and Development Resources
Consulting Request Form
Request online course development
Request consulting/facilitation
Dynamic Content
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http://learning.ucsf.edu/
http://learning.ucsf.edu/leadership-development/manager-learning-portal
Manager Learning Portal
Staff Learning Portal
Individual Topics Current
• Accomplishing More with Less • Writing Skills • Presentation Skills • Microsoft Excel and PowerPoint • Numerous webinars and e-Courses
Coming Soon
• Onboarding for new managers • Influencing • Change management • Meeting Management
Learning and Organization Development P R O G R A M S
PROGRAMS June/July 2015
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Leading the Frontline June 10 Your Role as a Frontline Leader
June 24 Communicating for Results
July 18 Managing Performance
July 22 Delegation and Engagement
August 5 Selecting Top Talent
Accomplishing More with Less June 23
Upcoming Courses Write Right! Baseline Business Writing Skills Get to the Point! Effective Business Writing July to August Engagement Training
Professional Staff Development July Understanding Professional Success July Communicating for Success July Maintaining Customer Focus August Systems Thinking & Problem Solving August Planning your Success Software Training June 17 Microsoft Excel Intermediate Microsoft Excel Advanced
June 19 Microsoft PowerPoint
2015 Strategies • Expand competency development resources beyond
classroom • Self-paced development (Learning Portals and Subscription
Service) • Expanded focused mentoring
• Expand single topic development, such as: Influence, Change Management, and Project management.
• Introduce new manager transition into their new roles (culture, 100 day plan).
Announcements of Upcoming Offerings Campus - HR Update Medical Center - Manager’s Weekly Medical Center Update Mailing List – By request
Registration LMS https://learningcenter.ucsfmedicalcenter.org/
How to Reach L&OD
Email: [email protected]
Finding Out About Development Opportunities
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Thank You!
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• Campus Life Services – Transportation Services
– Peter Davis • Campus Planning
– Gene Zanko
• Human Resources – Sandra Avila – Susan Wright
• UCSF Police
– Alice Hom – Chief Pam Roskowski