Talent Lifecycle Management


The BAITLC Talent Lifecycle Management (TLM) Standing Committee will identify topics, manage discussions, recommend solutions and strategies, and assess effectiveness of all aspects of the management of our staff’s lifecycle to include but not be limited to outreach and recruitment, initial and ongoing educational offerings and opportunities, career path frameworks, inclusivity, growth, and development. 


As indicated below, the committee’s work will broadly support growth and development for those staff members in business and administrative IT units but are likely to provide frameworks and opportunities that other units can use, which should be a consideration for the committee.  Initial elements to the committee’s charge include:

  • Outreach and Recruitment:  Assess current approaches, find new and existing avenues for encouraging a diverse and talented pool of applicants, and grow pipelines into employment at UT Austin’s business and administrative IT departments
  • Training:  Assess existing and past training efforts (including Software Developer training, Apprenticeship, and other efforts), and current/emerging needs to support a recommendation for if and how to proceed with a cohesive and overarching business and administrative IT training approach, whether immersive or one-off.
  • Career Paths:  Review the current draft job titles and salary bands and determine if changes are warranted before partnering with Human Resources to complete a market study, title review, creation of new titles, decommissioning of dated titles, and handling approaches to equity issues assuming they emerge.  Will consider the type of work, sophistication, and risk associated with working in various areas; tenure; and other facets of positions in setting career paths and associated salary recommendations.  A key point of review will be how the IT industry workforce expectations are changing and how the Austin workforce changes will impact our community.
  • Inclusivity, Growth, and Retention:  Once employed, consider and recommend activities, opportunities, expectations, and other areas in which our staffs should operate in order to promote inclusivity and professional growth opportunities.  Establishing a culture that fosters staff satisfaction, high performance, and retention at UT Austin are primary drivers in this area.

The charge and scope of this committee can be sensitive and passionate topics for individuals.  In order to facilitate assessments and recommendations that are sound and most apt to work for our community into the future, the committee will perform assessments and make recommendations that are grounded in quantitative and qualitative data where it is available or can be derived, benchmarking (inside and outside higher education), and with a future orientation.  All recommendations should follow the BAITLC Operating Principles and be designed to be flexible and adaptable with continuous change built in.


As a standing Committee, the group will meet regularly and communicate proposed solutions and direction.  However, some initial deliverables are requested by BAITLC based on current state needs and priorities and include the following:

  1. Proposed values statement and review of BAITLC operating principles with an associated statement on how the values and operating principles should guide the talent lifecycle for our staffs.  This deliverable, once approved by BAITLC, will serve as a guidepost for making future recommendations by the committee.
  2. Assessment of current outreach and recruitment approaches.  Development of an approach that creates a unified effort for outreach and recruitment while allowing for local unit-level tailoring to promote best fit.
  3. Jointly with HR, develop a career path recommendation that outlines job titles, expectations, criteria that may influence salary, salary ranges, and any associated important criteria.
  4. Assessment of existing and past training efforts and current and emerging needs that address whether an overarching and cohesive approach to training is merited.  If the assessment determines a comprehensive, cohesive approach is merited, development of the approach recommendation will follow.


Committee Officer

  Heather Hanna                           Interim Executive Director;  
 Director, Enterprise Business Solutions                                                                 
 Enterprise Business IT Solutions                                                      

Committee Members

 Karen Chawner                            Director, Strategic Workforce Solutions (SWS)   Office of the Associate Vice President for Human Resources      
 Kirsha Del Pino  Principal Human Resource Consultant  Office of the Associate Vice President for Human Resources           
 John Gough  Senior Executive Director for Advancement Data Operations and Strategy   University Development Office
 Mark Jacaman  Director, Enterprise Customer Services  Enterprise Business IT Solutions
 Rich Janes  Program Director  Technology Resources
 Brick Jones  Senior Systems Administrator, Campus Solutions                                      Information Technology Services
 Heather Langley  Lead IT Project Manager  UT Libraries
 Juan Ortiz  Director, Enterprise Technical Solutions  Enterprise Business IT Solutions
 Autumn Shields  Senior IT Manager  Academic Information Systems
 Karen Smid  Director of Operations and Student Services  Extended Education Ventures