Agenda
University of California Human Resources and Allied Professionals Program
February 6, 7 and 8, 2006: Hyatt Regency Irvine
Collaboration, Risk Management and Interdisciplinary Study
8:00 - 10:00
Grand Salon Foyer and Conference Theater Terrace
10:00 - 10:15
Welcome
Michael Drake, Chancellor, UC Irvine
Grand Salons A and B
10:15 - 11:00
HR as a Business Partner
Mark Hannum, Principle Consultant, Linkage, Inc.
Grand Salons A and B
HR professionals are increasingly being called upon to act and serve as internal consultants within their organizations. In this foundational presentation, participants will examine the variety of roles that consultants perform and the appropriateness and application of each. In addition, participants will examine the organizational environment in which consulting occurs and gain insight into a useful organizational systems model that will enable them to develop a more complete understanding of organizational issues.
11:00 - 11:45
Interdisciplinary Discussion-
Case Study
Grand Salons A and B
Pavilion
Interdisciplinary Discussion- Case Study (continued)
Grand Salons A and B
Cheryl Lloyd, Risk Manager - General Liability and Property Programs
Grand Salons A and B
This is an interactive session intended to enable Human Resources and Allied Professionals to identify and manage risks associated with their activities. By strategically managing risk we can reduce the chance of loss, create greater financial stability, and protect resources.
Martha Chase and Maria Shanle, Office of General Counsel
Grand Salons A and B
This presentation discusses the issues associated with information sharing in the inter-disciplinary field of Human Resources. They will focus on the constraints of privacy law and HIPAA, with special attention to breaking down myths and false barriers surrounding information sharing.
Michael Gottfredson, Executive Vice Chancellor, UC Irvine
Grand Salons A and B
Reception
Pavilion
(Pick-up in front of self-parking area)
General HR and Allied Topics
7:30 - 8:00
Breakfast
Grand Salon C
8:00 - 9:00
Registration
Grand Salon Foyer
8:00 - 9:00
University of California Human Resources and Benefits Update
Grand Salons A and B
Judith W. Boyette, Associate Vice President, Human Resources and Benefits
Kay Miller, Executive Director of Client Relations and Diversity
9:00 - 10:00
Leadership Effectiveness
Martin Chemers, Professor, UC Santa Cruz
Grand Salons A and B
This is an integrative overview of the place of leadership in organizational functioning and describes the characteristics of highly effective leaders. The role of the personal characteristics of confidence and optimism on leadership effectiveness will be discussed, with emphasis on creating the integrity-based, data-driven organization.
10:10 - 10:15
Break
10:15 - 11:15
CONCURRENT SESSIONS (A)
1A Accreditation and Assurance Model
Randy Scott, Executive Director, HR & Benefits Policy and Program Design
Shady Canyon
Human Resources and Benefits is exploring options to test pilot designs for an HR policy assurance model that includes a single point of accountability for HR policy assurance. The preliminary pilot designs will be initiated at five UC campus, medical center, and laboratory locations. UC is partnering with the National Academy of Public Administration (NAPA) to develop this program. The pilot HR Department accreditation process will include standards in broad practice, operations, and service areas, including compensation and benefits, workforce planning and employment, workforce training and development, and employee and labor relations. As UC locations complete annual self-assessments against the standards, they will be demonstrating assurance and compliance with all applicable, UC human resources policies, federal, state, local laws and regulations while ultimately becoming accredited by NAPA.
2A How to Develop a Winning Proposal for Scarce Resources
Sandra Campbell, Associate Vice Chancellor, Budget, UC Irvine
Pelican Hill
In UC's environment of scarce funding and resources, how can you succeed in securing the money and support required to advance business plans and programmatic initiatives in HR and allied areas? It can be very challenging given the keen competition for limited resources, and HR frequently comes in last behind other planning, administrative, and operational areas in presenting a good business case for support. This session will provide practical insight into how to craft an effective, winning proposal for budgetary support.
Barbara Filner, Director of Training, National Conflict Resolution Center
Saddleback
This session will explore a mediation strategy that can be used in various situations to prevent and manage conflict in the workplace. Used by professionals in a variety of work place environments, the strategy is based on years of experience and research in the field of mediation, negotiation, and conflict management.
4A Working Collaboratively and Strategically
Alma Sisco-Smith, Director, Work-Life Resources Center, UC San Francisco
Woodbridge
This interactive session will relate to one or more of the case scenario(s) presented the previous day with a brief introduction on the benefit of collaborating by choice rather than circumstance. Reference: "Good to Great" by Jim Collins is noted.
Jorge Cherbosque Director Staff and Faculty Counseling Center, UC Los Angeles
Trabuco
Leaders with high emotional intelligence can create results such as higher productivity and lowered costs as well as "softer" results such as increased morale and motivation, greater cooperation, lower turnover and loss of talent. In this session participants will learn what it means to be an emotionally intelligent leader in a rapidly changing world. A basic model of emotional intelligence will be covered along with a model for understanding and implementing change. Participants will learn ways to inspire all employees to embrace a shared vision, gain tools for navigating change and uncertainty, and move employees from denial and resistance to exploration and acceptance of change.
6A Working With Faculty As “Clients”
Lawrence Coleman, Vice Provost, Research, Office of the President
Quail Hill
This session will explore how faculty and staff can best relate to each other and truly work together. Our session will include presentation of examples and one faculty member’s view of why faculty behave the way they sometimes do. To increase our mutual learning experience, I hope you will join me and the other participants in a lively discussion and analysis of examples of faculty & staff and staff & faculty working together or not. Please come willing to be involved in this conversation. Your own examples of faculty & staff working together (or not) will be most welcome, so bring your “horror stories” and/or successes to share.
11:30 - 12:30
Carlos Cortes, Professor Emeritus, UC Riverside
Grand Salons A and B
The changing nature of America and its implications for those who deal with human resources is the focus of Professor Cortes' presentation. In addressing diversity, he will focus on both continuing and emerging issues and suggest future directions in the relationship between diversity and human resources.
12:30 - 1:30
Lunch
Grand Salon C
Participants may choose the following afternoon-long comprehensive and interactive training on Conducting Investigations OR ONE (1) of the Concurrent B sessions and the 3:00 General Session listed below.
1:45 - 5:00
Practical Skills for Effective, Internal Investigations and Report Writing
Therese Leone, Office of the General Counsel, and Kirsten Quanbeck, Assistant Executive Vice Chancellor, UC Irvine
Saddleback
The University has a legal obligation to provide an environment that is free from harassment and discrimination. This practical workshop will cover the complaint cycle from receiving complaints, understanding the investigator's role as a neutral, planning and conducting lawful investigations, addressing witness and documentary issues, maintaining confidentiality, making credibility determinations, reaching the proper conclusions and writing a report that is appeal proof.
1:45 - 2:45
CONCURRENT SESSIONS (B)
Michael Young, Vice Chancellor, Student Affairs, UC Santa Barbara
Shady Canyon
In this presentation participants will learn about some of the unique characteristics of our undergraduate students who are just entering the workforce as well as research findings that will help us to understand, manage, and appreciate broader generational differences in the workplace and on college campuses in the 21st century.
Gayle Cieszkiewicz, Labor Relations, Office of the President
Pelican Hill
Isn't it strange how labor relations gets its tentacles into so many HR processes, policies and initiatives? It's hard enough to plan for, implement and manage the variety of University programs and processes for staff and faculty without also worrying about (or, worse yet, benignly neglecting) the labor relations implications that come with the territory. This workshop seeks to demystify the dynamic tension and interrelationship between the University's right to manage its operations and the unions' rights to be a party (bargaining or otherwise) to management decisions affecting the bargaining unit, and suggest strategies for minimizing frustrating delays and do-overs.
Janis L. Keeley, President, JLK Consulting, Inc.
Woodbridge
The manager is key in the race for workforce talent -- a race within the context of a projected labor shortage of 10 million people by 2010, when demand is expected to outweigh supply by 20%. Beyond pay, meaningful work and development opportunities, performance feedback, abundant information, and other non-monetary initiatives are critical to success in developing, retaining, and engaging workforce talent. This session overviews key factors and strategies, other than pay, that can help managers win the talent race and bolster an organization's "employer of choice" status.
Bob Miller, Mercer Human Resource Consulting
Quail Hill
The Regents have adopted a policy of maintaining competitive "total remuneration" for all segments of the University of California's workforce. Just what does "total remuneration" mean? This session will provide an overview of what is included in total remuneration and what is excluded. It will also provide information on the methodology used to assess the value of non-cash elements of the remuneration package for The Regents.
Freya Foley, Assistant Director, Labor Relations, Office of the President
Trabuco
Learn how to get agreement when you have differing points of view! Learn how to use group problem solving to build consensus and to generate agreement. This method may be used for labor management groups, employee relations groups or with work teams or committees. No matter the group, when individuals come together, there are differences. Learn how to prevent these differences from turning into negative conflict and consequences. Instead, learn how to harness diverse group resources, knowledge and ideas to produce positive outcomes. Participants will be provided with an opportunity to practice what they have learned.
Patrick Reed, University Auditor and Susan M. Thomas, Office of General Counsel
Grand Salons A and B
This presentation provides information on the newly adopted UC Standards of Ethical Conduct. His discussion will focus on fair dealing, individual responsibility and accountability, as well as issues of public trust.
Grand Salon Foyer
Representatives from professional organizations will be available to provide information about professional certification programs and educational opportunities.
Grand Salons A and B
Professional and Talent Development
7:30 - 8:00
Breakfast
Conference Theater Terrace
8:00 - 9:00
Registration
Grand Salon Foyer
8:00 - 3:00
Exhibitors Display
Grand Salon Foyer
Representatives from professional organizations will be available to provide information about professional certification programs and educational opportunities.
Grand Salon A and B
8:45 - 10:00
Best Practices in Professional Development
UC Training Managers
Grand Salons A and B
Did you know there are professional development programs and resources for staff in the UC system that are considered best practices among higher education institutions nationwide? How does cross-functional collaboration play a core role in the creation of these model programs? Perhaps you or your colleagues have had the opportunity to participate in some of these or you would like to find out more about what is available. This session will highlight best practice programs and resources available at several UC locations, and includes emphasis on the key ingredients for implementing similar programs at your UC site. You will hear about innovative programs as well as leave with resources for growing talent and renewing professional development.
Break
10:15 - 11:15
How to Break Through the UC Ice
- Keith Parker, Assistant Vice Chancellor, Community & Governmental Relations, UC Los Angeles
- Connie Melendy, Assistant Vice Provost, Academic Personnel, UC Davis
- Edna Coleman-Smith, Chief Human Resources Officer, Retired, Office of the President
Grand Salons A and B
11:15 - 12:00
Talent Management -- Developing Future Leaders Today
Molly Anderson, President, Anderson Management Consulting
Grand Salons A and B
More than one-fourth of our career staff is retirement eligible! This staggering statistic makes it clear that a major transition is coming and we need to be ready for it. The goal of succession management is to prepare your organization and develop your people for this future. This workshop will familiarize you with succession management: why organizations need it, what it is, and how it works. We’ll discuss different ways programs can work and describe the pro’s and con’s of these approaches. Two case studies from the UC Medical Centers and the Lawrence Livermore National Laboratory will illustrate succession management programs at different stages of development and provide real life insights into how to make programs work. By the session’s end, we aim to leave you ready to start the work of building tomorrow today.
12:30 - 1:15
Lunch
Duncan Mathison, Senior Consultant, Drake Beam Morin
Grand Salons A and B
Have you ever wondered why good people get stuck in their careers while others move forward? This session will explore how the most successful careers are created and managed. Trends in talent management as well as shifting demographics have required new approaches to understanding work, careers and professional development. Whether you are providing career guidance to others or taking stock of your own career, this session will help you assess the strengths and weakness of a career and how to develop a practical plan for long term success as well as greater career satisfaction.
Panel of UC Chief Human Resources Officers
Grand Salons A and B
This closing session ties the program together with a discussion of collaboration as a professional development tool.