CASE WINTER INSTITUTE

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1 CASE WINTER INSTITUTE February 27, 2008 RDR2 Recruit, Develop, Retain Year 2 Thomas J. Mitchell Vice Chancellor for University Advancement University of California, Irvine tjm@uci.edu

2 STRATEGIC TALENT MANAGEMENT AT UC IRVINE YEAR ONE

3 WHAT PROBLEM ARE WE TRYING TO SOLVE? Low Supply vs. High Demand For Quality Development Staff

4 LOW SUPPLY OF AVAILABLE TALENT Demographics Workforce mobility Hidden market Generational differences Barriers to entry

5 HIGH DEMAND The $1-billion Club 37 universities have completed $1B + campaigns 31 universities have $1B + campaigns in progress Most are in or planning campaigns

6 Is the retention, development, and recruitment of quality development staff among the top issues facing your organization?

7 How many new development positions will you add to your team during the next five years? 20

8 Today Identify high performers and develop personalized career maps Thoughts Tomorrow Implement mentoring and training program Next week Identify your organization s DNA and adopt a proactive recruitment strategy

9 TALENT RETENTION

10 1) Career Growth, Learning, and Development 2) Exciting Work and Challenge 3) Meaningful Work, Making a Difference 4) Great People 5) Being Part of a Team 6) 7) 8) 9) 10) Fair Pay and Benefits RETENTION WHY MOST SAY THEY STAY Source: The 7 Hidden Reasons Employees Leave

11 PERFORMANCE Experience What I Have Done Competencies What I Am Capable Of Personal Attributes Who I Am Knowledge What I Know Source: DDI s The CEO s Guide To Talent Management

12 What are the core competencies you would like your development staff to possess? Oral Communication Written Communication Technologically Savvy Problem Solvers Organizations Skills Team Player Good Listener Action Oriented Motivates Others Creative

13 Commitment to Mission What are Leadership Qualities the personal Values-driven attributes you (Honesty, Integrity, look for in your Character) development staff? Passionate Strong Work Ethic Positive Attitude Savvy Social Intelligence (EQ) Drive for Results Good Judgment

14 Describe the attributes of your high performers. Knows Prospects (Donor Focus) Competitive Trustworthy Connectors Ability to Prioritize Execution (Gets it done) Energy Versatile Flexible Good Story-Teller

15 TOP GRADING, BELL CURVE & LAW OF AVERAGES D C B A High Potentials High Performers 10% 40% 40% 10%

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17 VARIABLE PAY PLAN Goal Include Everyone Behaviors Special Program

18 TALENT DEVELOPMENT

19 THE FOOTLOOSE FACTOR: WHY EMPLOYEES LEAVE 1) Limited Career Growth or Promotional Opportunity 2) Lack Of Respect From or Support by Supervisor 3) Compensation 4) Job Duties Boring or Unchallenging 5) Supervisor s Lack of Leadership Skills Source: The 7 Hidden Reasons Employees Leave

20 What does it cost when an employee leaves the organization? Lost Opportunity Costs Recruitment Process: 6-12 Months x Salary

21 I m Quitting Costs Staff Time Break in Relationships (Internal & External) Loss of Institutional Knowledge Loss of Donor/Prospect Knowledge Loss of Private Gift Support

22 PROFESSIONAL DEVELOPMENT INVESTMENT Organization % 2-4 of Base Salary Budget Team Individual

23 501 Capstone Project 401 Campaign I 402 Campaign II 201 Intro to Marketing 301 Intro to Development 202 Intro to Alumni Relations 302 Intro to Major Gifts 203 Intro to Com. & Gov t Relations. 303 Intro to Principal Gifts 204 Intro to RP&A 101 Intro to The OC 102 Intro to the UC System 103 Intro to UC Irvine 104 Intro to UA 105 UA Employee Profile & DNA Advancement University

24 TALENT ACQUISITION

25 THIRTEEN STEPS IN THE ENGAGEMENT-TO-DEPARTURE PROCESS 1) Start new job with enthusiasm 2) Question the decision to accept the job 3) Think seriously about quitting 4) Try to change things 5) Resolve to quit 6) Consider the cost of quitting 7) Passively seek another job 8) Prepare to actively seek 9) Actively seek 10) Get new job offer 11) Quit to accept new job, or 12) Quit without job, or 13) Stay and disengage Source: The 7 Hidden Reasons Employees Leave

26 TARGET POSITION View Yourself as a Candidate ASSOCIATE VICE CHANCELLOR FOR DEVELOPMENT Unique Position Description: Top Development Position University Campaign: $1 Billion Cabinet Member Chief Development Officer

27 IDEAL PROFILE ASSOCIATE VICE CHANCELLOR FOR DEVELOPMENT Knowledge Experience Competencies Skills Personal Attributes A Player High Performer

28 TARGET RECRUITMENT AREAS Nevada Utah Southern California Orange County Arizona

29 TARGET AUDIENCE ASSOCIATE VICE CHANCELLOR FOR DEVELOPMENT #2 Development Professionals (Larger Development Programs) Top Development Professional (Equal or Smaller Development Programs) Senior Development Professionals (Professional Schools) Senior Development Professionals

30 Where else are you finding talent? Our Own Students Student Housing Admissions Officers Career Services Former Athletes Other Non-profits Bank Trust Officers State Lobbyist Teachers Marketing/Sales Professionals

31 THE SOURCING SWEET SPOT Candidate Types Are you finding enough top talent? Another Job Active Active: 20% Need a job Aggressively looking Better Job Less Is more Less Active: 25% Want better job Somewhat looking Where do you spend most of your time? Better Career Passive Semi-Passive: 25% Want much better job Waiting for you to call Passive: 30% Don t want another job Don t call Who are you sourcing? Source: The Adler Group

32 Orange County MARKETING:PULL FACTORS K-12 school system Safest place to live land of nearly perfect Irvine is the safest largest city in the United States Diverse workforce low unemployment (3.4%) A few have already discovered paradise will you be next? University of California, Irvine Youngest of the best a top 13 public university Dynamic growing campus 32,000 students by 2015 Opportunity to MAKE A DIFFERENCE Development To become the best $1 billion campaign Teamwork, initiative, performance

33 MARKETING COMMUNICATIONS

34 MARKETING COMMUNICATIONS

35 SUCCESSFUL INTEGRATION Preparation (1 month) Stage 1 Honeymoon (1-3 months) Stage 2 Reality (4-6 months) Stage 3 Adjustment (7-12 months) Stage 4 Integration (12-18 months) Success Factors Outcomes Role clarity Relationships Role clarity Culture Relationships Early wins Culture Accelerated learning Relationships Culture Credibility Alignment Acceptance Contribution Source: RHR

36 IQ: Intelligence Quotient IQ: Intelligence Quotient EQ: Emotional Quotient EQ: Emotional Quotient TQ: Talent Quotient TQ: Talent Quotient CONCLUSION

37 LESSONS LEARNED 1) Know who you are and where you are going 2) Invest time on the front end Increased retention 75% to 93% Decreased timeline 7 ½ to 3 ½ months 3) New time, day, game 4) Focus on the individual

38 Today Identify high performers and develop personalized career maps Thoughts Tomorrow Implement Mentoring and training program Next week Identify your organization s DNA and adopt a proactive recruitment strategy

39 RESOURCES Universities/People Richard Boardman, Harvard Don Gray, Wisconsin (retired) Erin Hall, Westfall, Michigan Jon Iarrobino, Carnegie Mellon Zach Smith, UC Irvine Companies/People Joe Golding, Advancement Resources Lou Adler, Adler Group RHR International Advancement Resources LLC Jennifer Zoslow, Eduventures

40 RESOURCES Reading Kaye & Jordan Evans, Love em or Lose em Nichols, Pinpointing Affluence Dychtwald, Workforce Crisis Branham, 7 Hidden Reasons Employees Leave Wellins, Talent Management

41 CASE WINTER INSTITUTE February 27, 2008 RDR2 Recruit, Develop, Retain Thomas J. Mitchell Vice Chancellor for University Advancement University of California, Irvine