Talent Management

• Increased Candidate Communication: Used an automated system that provided candidates a status of where they're at in the recruitment process.
• Job Bulletin Design: Used an augmented writing tool to reduce biased language and attract a broader pool of candidates.
• Branding: Collaborated with the Office of Public Affairs on recruitment branding to attract a large pool of diverse candidates.
• Marketing: Implemented an expansive marketing effort to connect with a large pool of diverse candidates.
• Outreach Channels: Expanded outreach efforts to include Reddit, Craigslist, and LinkedIn personal professional networks.
• Candidate Pools: Built the largest candidate pools possible, receiving more than 1,600 applicants, moving most applicants through to the interview phase.
• Unconscious Bias Training for All Interview Panelists: More than 200 team members contributing to the Rapid Recruitment effort completed “Uncovering Unconscious Bias in Recruiting and Interviewing” training.

The Upward Mobility Program aims to improve advancement opportunities for team members.

• CalPERS welcomed 12 participants into the Upward Mobility Program, 42% from historically underrepresented groups (Asian, Black or African American, Hispanic or Latino, and Multiple Race), a 7% increase over the prior year.

The Emerging Leader Program (ELP) prepares high-potential team members for a leadership role. ELP invites journey-level analysts, technical, and professional staff to participate in a six-month learning program while they work in their current capacity.

• ELP successfully completed its sixth cohort in June 2023.
  • Of the 39 applications submitted, 10 team members were accepted.
• As of June 30, 2023, of the 114 participants from the six cohorts, 52% received internal promotions.

In support of CalPERS’ unique culture, our recognition program offers multiple channels to acknowledge team members’ achievements, length of service, and retirements. These programs provide an opportunity to acknowledge their contributions and value to the organization.

• There were 3,144 instances where team members were recognized through these programs.

Additionally, the Wellness Program introduced an on-site therapy dog pilot program designed to create connections and improve overall well-being. During FY 22-23, 16 therapy dog sessions were offered with over 550 participants.

• Our Student Assistant Program had 16 undergraduate and 10 graduate students participate. As the program continues, we hope to have these students consider careers at CalPERS.
• Assisted 196 CalPERS team members in career development efforts through various programs.

Talent Management is committed to delivering ongoing training and development opportunities to support diversity, equity, and inclusion at CalPERS.

• There were approximately 1,386 DEI-related training completions.
• CalPERS offered LinkedIn Learning DEI on-demand web-based training to all team members through CalPERS’ Learning Management System (GoLearn).
• CalPERS team members completed state-mandated harassment training.
• Launched a new leadership development training, titled “Leading an Inclusive Organization.” The training teaches leaders to communicate effectively and participate in conversations about how race, class, ethnicity, gender, and other identity constructs impact the workplace environment. Additionally, the class teaches leaders to demonstrate workplace practices known to create more equitable achievement and engagement among diverse populations.