Project Overview

1
PRESENTS An INFORMATION SESSION UC Career
Mobility Facilitated by Vice Chancellor Horace
Mitchell Business and Administrative
Services Come and join us to get ideas and find
out ways to assist you in defining your career
path within the University of California. When
and Where Wednesday, June 9, 2004 1200 200
p.m. 150 University Hall The Entire Campus
Community is Invited to Attend
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Career Development
ad hoc evolutionary planned
job series of jobs career

• exploration of career interest
• review of relevant knowledge, skills, abilities
  and other
• characteristics (KSAOs)
• identification of gaps
• acquisition of needed KSAOs
• mentor(s)
• sponsor(s)
• gaining visibility

Career as a component of
personal identity
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Feeder Titles for Manager (0280)
1998-2001

• UC Berkeley Feeder Titles Totals
• NEW TO UCB 17 33
• PRIN ADMIN AN 6 12 (incl. Prin Ad I, Prin Ad
  II, and Prin Personnel I)
• SR ADMIN AN 2 4
• MANAGER 3 6
• ARCHTCH ASSOC 7 14 (incl. Prin Arch Assoc and
  Arch Assoc)
• OTHER MSO TITLE 2 4 (incl. MSO IV and MSO II)
• MSO III 6 12
• COMP RES MGR 2 4 (incl. CRM I and CRM III)
• OTHER 6 12
• TOTAL entries to title 1998-2001 51

4
Feeder Titles for Director (0245)
1998-2001

• UC Berkeley Feeder Titles Totals
• NEW TO UCB 24 38
• OTHER 14 22
• MANAGER 2 3
• ASSOC/ASST DIR 2 3
• PRIN ADMIN AN 13 20
• SNR ADMIN AN 6 9
• SAO V 3 5
• TOTAL entries to title 1998-2001 64

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For calendar year 2003

• Promotions 172 2.3
• Reclassifications 446 5.9
• Transfers 84 1.1
• New Hires 589 7.8

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Current State

• The current job classification system is based on
  job tasks, not knowledge, skills, abilities and
  other characteristics (KSAOs) making it difficult
  to identify career paths.
• Some staff and managers talk about career
  development, some do not
• It is difficult to tell what you need to move in
  your career
• CDOP has been a great boost however, individuals
  are left without guidance on what direction will
  be most helpful to their careers

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Ideal State

• Every staff member would have a plan, worked out
  with his or her supervisor
• Staff would be able to see whats required for
  other jobs that interest them lateral or
  vertical moves
• Opportunities would be available through campus
  development or funding such as CDOP to gain the
  skills needed

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The career management philosophy is

• UC Berkeley encourages staff members to develop
  in ways that link to the strategic objectives of
  the campus. Career management is a partnership
  between the campus, the employee, and the
  supervisor.
• The campus is responsible for creating and
  providing opportunities for advancement based on
  performance excellence, talent, and potential,
  and for encouraging mobility between job families
  and departments.
• Supervisors are responsible for actively
  encouraging and supporting staff in their career
  planning, using the available tools and processes
  to help staff find the best match between their
  talents and the needs of the campus.
• Employees are responsible for actively managing
  their careers, increasing their skills and
  experience, and maintaining a high level of
  performance.

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What is the career management solution?

• Create a system that establishes clear career
  paths and allows staff to plan and execute their
  own career development plans
• Create a system for developing people
  consistently across campus
• Identify the knowledge, skills and abilities
  associated with each job within the job
  structure, development of career paths within job
  families and bridges between job families to
  allow both upward and lateral job mobility
• Create career management tools for both managers
  and staff in order to make career development
  plans

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What is the career management impact?

• Creation of more job opportunities for staff to
  enhance their careers through broader job
  experience
• Identification of clearer paths with skills
  training information will be created
• Recruitment retention will be improved
• Opportunities for career and skill development
  will increase
• Pay enhancement opportunities will increase
  through advancement
• Opportunities for pay enhancement will also come
  through expanded job responsibilities within the
  same job title as well as promotion.

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We will create career paths based on overlapping
KSAOs to help staff successfully navigate their
careers in the new job structure
Professional A1
Professional B1
Professional C1
Professional D1
Support A3
Support B3
Support C3
Support D3
Support A2
Support B2
Support C2
Support D2
Support A1
Support B1
Support C1
Support D1
HR Generalist Subfamily A
Accounting Subfamily B
Auditing Subfamily C
Purchasing Subfamily D
HR Job Family
Finance Job Family