August 25, 1994

VICE CHANCELLORS - ADMINISTRATION
ASSOCIATE LABORATORY DIRECTORS

Dear Colleagues:

Proposed Human Resource Management Initiatives

Enclosed for wide distribution and consultation at your location are the "Proposed Human Resource Management Initiatives for the University of California."

This proposal presents a broad outline of human resource management initiatives which flow from the principles and recommendations in the final report of the University's Improved Management Initiatives Workgroup on a New Human Resources Management Framework. These Initiatives are under consideration as part of the overall effort to improve University administrative Systems by streamlining processes, enhancing client service, and increasing effectiveness.

The concepts presented in the proposal reflect key changes in the University's approach to staff personnel program design, compensation, and classification. Recognizing the difficulty of moving through change in an institution of our size and complexity, it is imperative that those who would be affected by such changes be given the opportunity to review and comment on these proposed initiatives as extensively as possible before decisions about them are formulated or specific programmatic proposals are developed.

To that end, we are requesting that you engage in extensive consultation on this proposal through all appropriate means - employee meetings and open forums, focus groups, consultation with advisory groups, management briefings, newsletters, and other communications - in order to elicit employee comments, suggestions, and ideas. To help facilitate this process, the Human Resource Directors have recommended and we have prepared the enclosed "Communication/Discussion Outline," which highlights a number of important unresolved issues on which we are seeking input. Additionally, my staff and I are available to meet with you and others at the campus level to facilitate the review and consultation process.

I am requesting that consolidated comments be returned to me by each campus and Laboratory by October 24, 1994. Please contact me it you have any questions or require quite additional assistance in planning your consultation program.

Sincerely,

Lubbe Levin
Assistant Vice President
Employee and Labor Relations

Enclosures

cc:

President Peltason Chancellors Laboratory Directors Provost Massey Senior Vice President Kennedy Vice President: Baker Vice President Farrell Vice President Hopper Associate Vice President Hershman Acting controller Umscheid Acting Associate Vice President Dolgonas Assistant Vice President Swartz Assistant Vice President Switkes Special Assistant Katz Director Arditti Director Estrada Director Phillips Director McLeod Human Resource Directors

---------------------------------------------- Page 2 ----------------------------------------------

Consultation Draft ELR/August 1991

PROPOSED HUMAN RESOURCE MANAGEMENT INITIATIVES FOR THE UNIVERSITY OF CALIFORNIA

Conceptual Framework

INTRODUCTION

The report of the University's Improved Management Initiatives Workgroup on a New Human Resources Management Framework presents broad recommendations for new directions in University human resource (HR) administration - simplified and streamlined personnel processes; new approaches to creating incentives for and rewarding both team and individual performance; and strategic investment in employee training and development. Drawing from those recommendations, the proposed conceptual framework for human resource management initiatives presented in the following pages constitutes a comprehensive project plan having three major components:

I. Articulation of a philosophy for human resource management at the University of California.

II. Redesign of the existing four-tier personnel system for non-exclusively represented staff.

III. Development of compensation and classification initiatives, including performance incentives and recognition systems, that encourage teamwork and support effective utilization of human resources.

The purpose of these major initiatives is to address the following critical issues, which are reflected in the report at the Workgroup and which will inform the University's efforts to meet the human resource challenges and opportunities of the 21st Century;

There is a strategic need to streamline and simplify the staff personnel system, whose current multi-tier structure and associated framework of multiple separate policies is complex for employees and supervisors alike to understand and administer.

To operate more effectively by expanding employee responsibility and accountability, the campuses and Laboratories will require more local autonomy and flexibility in the conduct of human resource administration.

Within budgetary constraints, compensation systems that motivate and reward employee initiative, creativity, and teamwork while recognizing market realities will need to be established. In support of the initiatives outlined in the following pages, it will be critical for locations to develop and invest in training strategies that provide tot acquisition of skills, reinforce client service values, and equip employees to assume increased responsibility. The success of these initiatives, which encompass increased emphasis on employee initiative, responsibility, and authority, will depend in large measure on assuring that employees possess the tools, knowledge, and resources required to achieve work objectives. Effective training

Go back to the SPSE Home Page
http://www.spse.org/