Jacob C. Miller Email and Phone Number

EXECUTIVE DIRECTOR, HR STRATEGIC MANAGEMENT & CHIEF OF STAFF Overseeing HR strategies and administration supporting both UC Davis Health and the University while also serving as Chief of Staff to the Associate Vice Chancellor and Chief Human Resources Officer.PROGRAM MANAGER, WORKFORCE OPTIMIZATION Led the design, developed the strategy, and drove implementation for a portfolio of programs intended to optimize the UC Davis workforce through the alignment of projects related to technology, processes, and people such as UCPath, HR Analytics, Employee Engagement, Workforce Redeployment, Exit Surveys, Succession Planning, etc.PROGRAM MANAGER, UCPATH HRLed a dynamic team of matrixed experts in the implementation of the HR Modules for UCPath, a PeopleSoft based enterprise resource planning system that ushered in a single human resource, payroll, benefits, and academic personnel solution for all UC employees. The program portfolio included over 50 interrelated projects involving strategic planning, business process design, risk management, configuration, testing, data cleanup, conversion, reporting, change management, communications, security, gap analyses, knowledge transfer, training, customer support, future operational model design, system cutover, deployment, and hyper-care.

DIRECTOR, LOGISTICS & OPERATIONSManaged a team of senior staff and supervisors in forecasting, monitoring, and executing a $131 million annual budget. Oversaw finance, audits, compliance, procurement, contracts, environments, invoicing, and training functions to support IT's ability to empower CalPERS with the technology solutions required to administer the nation’s largest public pension system and health benefits on behalf of 3,000 public schools, local agencies and State employers including more than 1.6 million retirees and 1.3 million health plan members. (February 17, 2014 to December 13, 2015)BUSINESS RELATIONSHIP MANAGER, TECHNOLOGY INNOVATION & STRATEGIC SERVICES Maximized return on IT investments and improved organizational effectiveness by aligning business requirements with technological solutions. Worked with business partners and IT staff to develop strategies to address pain points, map business processes, gather functional and technical requirements, draft concept papers, conduct feasibility studies, secure funding, and implement new technologies to improve business operations. (July 2, 2013 to February 16, 2014)DIRECTOR, TALENT ACQUISITION, INCENTIVES & COMPENSATIONDirected 3 subordinate managers and nearly 3 dozen staff in the administration of executive searches, employment exams, immigration policy, staff recruitment, strategic planning, and business intelligence. Oversaw incentive-based compensation programs for CalPERS executive and investment professionals, and implemented an enterprise-wide organizational redesign effort related to executive leadership and investment positions including the statutory creation of a new Chief Financial Officer classification. Reduced CalPERS average time to hire from 80+ days to 60+ days via business process re-engineering and implementation of the state’s first online applicant tracking system. (March 3, 2011 to July 1, 2013)

Elected member of the Board of Directors for the Northern California chapter of the Personnel Testing Council. PTC/NC provides a forum for over 150 public and private-sector professionals in personnel assessment and selection to network with other professionals and discuss the latest legal, technical, and practical issues surrounding personnel assessment and selection. PTC/NC holds monthly lunch-time seminars and an annual conference featuring top professionals in the fields of human resources, management, and industrial/organizational psychology.

Directed the human resources and organizational development efforts of a $1.6 billion statewide enterprise resource planning system providing 3.3 trillion in cash management services for 151 state departments and 13 thousand active users. Managed HR operations and policies for a matrixed organization consisting of 4 partner agencies and multiple state departments. Developed strategic multi-year staffing and budgeting plans to support critical project milestones and aligned the acquisition, training, retention, and release of key personnel with each phase of the project's life-cycle to reduce cost overflows and ensure knowledge continuity. Developed personnel policies to support operations and ensure positive returns on human capital investments, and drafted the blueprint for a workforce consolidation and transition plan for the 25k+ employees impacted by the project.

CALIFORNIA PERFORMANCE REVIEW COMMISSION Crafted policy to make California government more responsive and accountable to the taxpayer by redesigning the state’s organizational structure and civil service systems. Interviewed stakeholders and researched best practice models in the public and private sectors; drafted executive orders, and reports; presented solutions to the Governor’s Cabinet Secretaries; and developed recommendations for the Governor’s review and approval. In 2006, the Legislative Analyst's Office reported that one-third of CPR recommendations were adopted resulting in savings estimated at $3.5 billion. (March 2004 – April 2005)CORRECTIONS AND REHABILITATION PERFORMANCE REVIEWDrafted policies and an organizational design strategy to merge the adult correctional system with the youth authority system and assessed the strengths and weaknesses of the newly formed California Department of Corrections and Rehabilitation to identify areas for continued improvement. Presented findings and policy recommendations to a joint commission between the Governor’s Cabinet and James E. Tilton, CDCR Secretary. (November 2006 – May 2007)

Managed a team specializing in industrial & organizational psychology including job analysis, personnel selection instruments, training, and organizational development. Oversaw the completion of more than 100 research studies covering 5,000 employees and nearly all classifications used by the department; developed selection instruments including multiple choice, written exams, on-line experience questionnaires, structured oral interviews, and situational judgment inventories for classifications such as Special Agent, Deputy Attorney General, Forensic Scientists, etc.; chaired statewide monthly forums on best practices in selection and research methodologies; and managed special projects as needed for executive leadership.

Provided consultation to state departments in the development and implementation of merit-based personnel selection procedures in accordance with the Civil Rights Act, Uniform Guidelines on Employee Selection Procedures, California Government Code, Americans with Disabilities Act, and the professional standards of the American Psychological Association. Created job-related cognitive measurement instruments, performance evaluations, and work simulation exercises based on job analysis research, stakeholder interviews, subject matter expert input, and survey data. Crafted strategies to maximize client return on human capital investments, and presented statewide lectures on effective strategies to implement best practice models in personnel management. (August 16, 2004 to January 1, 2006)

ANALYST, EXECUTIVE OFFICE Represented the Secretary of State at functions, stayed abreast of political issues and served as a substantive analyst in meetings between the Secretary and constituents. Developed a variety of skills including the ability to work with high-level political figures, understanding of policy deployment, knowledge of human resources, computer systems, facility planning, procurement and contracting processes, as well as the art of efficient mediation techniques and the ability to adapt quickly and remain relaxed under pressure.ANALYST, HUMAN RESOURCES/FINANCEPerformed HR and financial services for a department of 500 staff working in the areas of campaign finance and lobbying activities, business services, state registries, state elections, state archive and museum, and notary public and authentication services.GRADUATE STUDENT RESEARCHER, EXECUTIVE OFFICE Developed and deployed research methodologies in the form of questionnaires, interviews, databases, analyses, and historical reports to identify and resolve human capital turnover issues. Presented findings and strategic policy recommendations for the best course of action to executive leadership.