UC Hastings welcomes Andrew Scott, a seasoned HR professional with years of experience working in the UC system and a strong understanding of the complexities of HR in San Francisco, as our new Director of Human Resources. Andrew will be working with the HR team to develop and assist in the implementation of policies, procedures and strategies that build on UC values and further develop UC Hastings operations. Let’s find out a little more, shall we?
Where are you coming from, professionally?
For eight years I worked in HR at the UCLA David Geffen School of Medicine, six as a Human Resources Analyst in the Department of Radiological Sciences, and then two more as Manager of Academic HR for the Semel Institute for Neuroscience and Human Behavior and the Department of Psychiatry and Biobehavioral Sciences. In addition to managing regular HR functions at UCLA like payroll, benefits administration, recruitment, international visas, on- and off-boarding, etc., I served on numerous sub-committees devoted to preparing for and transitioning to UC Path, which I expect is a primary focus for this role in the short term. Then I moved to San Francisco and started working with Sutter Health as a Human Resources Business Partner, where I learned from significant exposure to labor and employee relations, employee engagement strategy, and leadership development.
What's your approach to this role?
It’s all about having an open door and hearing employees' concerns. I would urge employees who feel like maybe they haven't spoken up in the past, or have an issue that has kind of been nagging at them but they don't feel is that important, bring it up. We can look at it. We can look at ways to address issues before they get too big. It's those nagging issues that really drag employees down, and those are the ones that ... they're low-hanging fruit that we can actually probably fix, but we need to know about them. So my thing is open door. Come tell me. Come talk to me. Come let me know how things are going. And also know that I'll be coming to you, too, and asking you how things are. I urge you to be honest when I do.
Human resources goes to a party. What does it bring?
Most people would probably say "red tape," but what excites me is the opportunity to help connect the dots for employees. That means making sure everyone has the resources they need to succeed, and that they’re reaching their full potential in that process. There are times when employees feel stuck or unengaged. To me, human resources is about overcoming those hurdles and making sure people don't get stuck, so that they feel excited to come to work, they are excited about what they're doing, they're excited about change, they're excited about being part of the change that we're all part of in today's fast-paced world. Human resources can facilitate a lot of that process and partner with managers to help keep employees engaged in what they're doing at work.
What drives Andrew Scott?
I have a genuine passion for the global society that we live in. I starting traveling from a young age and through that was exposed to many of the inequalities that hinder success and achievement. So what drives me, in large part, is playing a role in getting everyone to some sort of equal footing in terms of achieving their full potential.
What key areas at UC Hastings do you see as your focus upon coming in?
Obviously there's a bit of learning to do before I can be sure of this, but one of the things that I think is important to pursue will be greater synergy between the various offices. Great things can happen when all of those connections between various functions are made. That's an area where there might be some opportunities here to really bind the different offices and different functions together in an effective and an efficient way.
You earned your MBA at UCLA Anderson. Was that an enlightening educational experience?
Yes. What made that experience so enlightening to me was learning to appreciate the power that everyone on a team or in an organization can have in influencing the outcome. It's not just about the CEO and their vision. It's about everyone, as part of the team, being excited about the end goal and understanding that they play a big part in it. I think Anderson did a really good job of demonstrating that, both through the learning process when working on team projects, and also through the curriculum. It's not just about the vision, it's not just about the tagline of the company. It's really about the people that embody the essence of the organization.
Speaking of the people here: Thoughts on how we as an institution can attract and retain the best and brightest employees?
A lot of it is about defining who we are as an employer. When we define what we stand for and demonstrate that we value new ideas, that hits home for prospective employees. Inviting new ideas from the next generation of employees is how companies have been attracting great talent recently. Celebrating that and defining ourselves through that is really important, especially in a city like San Francisco where it is all about innovation.
Bonus question: Two truths and a lie.
Hmm. Let's see. All right. I play the bassoon, I speak Swedish, and I visited all continents within a 12 month span.
That's it, folks. Please email Andrew at at firstname.lastname@example.org with your guesses and your own questions, call him at 415-565-4812, or drop by HR and introduce yourself in person!