managing change: your role in strategic hr initiatives michael crumpton asst. dean for...
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![Page 1: Managing Change: Your Role in Strategic HR Initiatives Michael Crumpton Asst. Dean for Administrative Services University of North Carolina at Greensboro](https://reader036.vdocuments.net/reader036/viewer/2022070412/5697bf8e1a28abf838c8cb75/html5/thumbnails/1.jpg)
Managing Change: Your Role in Strategic HR InitiativesMichael CrumptonAsst. Dean for Administrative ServicesUniversity of North Carolina at [email protected]
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Enduring Values• Stewardship• Service• Intellectual freedom• Rationalism• Literacy and learning• Equity of access• Privacy • Democracy• Common good
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IFLA Trends ReportOur information environment is constantly changing. How will we access, use and benefit from information in an increasingly hyper-connected world? The IFLA Trend Report identifies five top level trends which will play a key role in shaping our future information ecosystem: • TREND 1: New Technologies will both expand and limit who has
access to information. • TREND 2: Online Education will democratize and disrupt global
learning. • TREND 3: The boundaries of privacy and data protection will be
redefined.. • TREND 4: Hyper-connected societies will listen to and empower new
voices and groups. • TREND 5: The global information environment will be transformed
by new technologies.
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Information Literacy and Information Technology
"Fluency" with information technology may require more intellectual abilities than the rote learning of software and hardware associated with "computer literacy", but the focus is still on the technology itself. Information literacy, on the other hand, is an intellectual framework for understanding, finding, evaluating, and using information--activities which may be accomplished in part by fluency with information technology, in part by sound investigative methods, but most important, through critical discernment and reasoning.Information literacy initiates, sustains, and extends lifelong learning through abilities which may use technologies but are ultimately independent of them.
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Role(s) of Libraries
Historically
• Self-improvement• Social harmony• Growth and
development• Multicultural • Intellectual freedom
New or current
• Community building• Maker Movement• Economic impact• Technology• Information literacy in a
global society
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Information Communities
• Includes Role of Information• Diverse information providers• People’s need for access and use of
information• Impact of emerging technologies• Transcending barriers• Foster social connectedness
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Dimensions of Diversity
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Organizational Kudzu
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Kudzu growth peaks
HR Focus:Staffing Compensation, HR planning,
training
Introduction
Staffing andtraining
Change managementOutplacementCross-training
Growth Maturity Decline
Crisis: Leadership
Need:Creativity
Crisis: Delegation
Need: Clear direction
Need:Formal systems
Crisis: Bureaucracy
Crisis: Change resistance
Need:• Streamlined
decision making• Flexibility• Small-company
thinking
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SWOT
Exte
rnal
Inte
rnal
Strengths Weaknesses
• Skill Development• Training•Available Talent
• Position Freezes• Retention Issues
• Closed to New Ideas•Non-Inclusiveness
Opportunities Threats
•Open to New Ideas• Embrace Learning
SWOT
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Competencies
Competencies are a set of behaviorsencompassing skills, knowledge,
abilities and personal attributes that, taken together, are critical to successful work accomplishment.
-Society of Human Resource Management
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Using Competencies
Hiring Process
• Job descriptions and responsibilities• Classifications
and/or upgrades• Expand services or
support structure• Increases or
changes to staffing structure
Performance Management
• Evaluations and Reviews
• Training or professional development
• Improve services or service offerings
• Address new technologies or responsibilities
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Examples• Technology• Word processing,
spreadsheets, presentation programming skills
• Web navigation and design skills
• Digitization, camera
• File management skills
• Videoconferencing• Local network
knowledge• Storage devices
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12 Core CompetenciesAs identified by: BETH McNEIL AND JOAN GIESECKE
• analytical skills/problem solving/decision making• communication skills• creativity/innovation• expertise and technical knowledge• flexibility/adaptability• interpersonal/group skills• leadership• organizational understanding and global thinking• ownership/accountability/dependability• planning and organizational skills• resource management• service attitude/user satisfaction
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Importance of Building Competencies
• Focusing on competencies• Positive impact on diversity• Supports change• Organizational development initiatives
• Emotional intelligence component• Manages self• Understands others• Better relationships
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Building Competency Models• Determine business need• Functions and stakeholders• Job analysis • User benefits
• Gather data• Project gaps
• Develop plan and vision• Gather support
• Launch and evaluate
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KSA’s
KSAs...Knowledge, Skills and Abilities...a list of special qualifications, experiences and personal attributes that you need to have for a particular job.
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Knowledge
• Knowledge statements refer to an organized body of information usually education or from a factual or procedural nature which, if applied, makes adequate performance on a job possible. A body of information applied directly to the performance of a function.
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Skills• Skills refer to the proficient manual, verbal or mental
manipulation of data or things. Skills can be readily measured by a performance test where quantity and quality of performance are tested, usually within an established time limit. Examples of proficient manipulation of things are skill in typing or skill in operating a computer. Examples of proficient manipulation of data are skill in computation using decimals; skill in editing for transposed numbers, etc.
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Abilities• Ability statements refer to the power to perform an
observable activity at the present time. This means that abilities have been evidenced through activities or behaviors that are similar to those required on the job, e.g., ability to plan and organize work. Abilities are different from aptitudes. Aptitudes are only the potential for performing the activity.
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Financial Perspective
Is budgeting strategically focused on a mix of elements that support the library’s vision and strategy while remaining sustainable?
Operations and Services Perspective
Are operations and processes streamlined for efficiency and job satisfaction for library staff?
Stakeholders Perspective
Does the vision and strategy meet the needs and expectations of stakeholders such as students, faculty, community and staff?
Learning & Growth Perspective
Does the library promote and encourage innovation and creativity with ongoing learning opportunities for collective growth?
VISION AND STRATEGY
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People
• Talent Acquisition• Retention Efforts• Employee Engagement• Professional
Development• Benefit Administration
Organization
• Provide Structure for Organizational Guidelines
• Organizational Effectiveness Planning
• Workforce Management and Disciplines
• Employee Relations
Workplace
• Diversity and Inclusion Issues
• Risk Management• Institutional Social
Responsibility• Employment Law and
Regulations
Strategy
• Institutional Vision and Strategic Direction
• Institutional Values
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Trends and Emerging Concepts
• Skills Assessment• Contingency Plans
Departmental Job/ Task Analysis• Task Prioritized
• Unit of measurement = hours
Skills Development• Options Provided
• Training Documented
Performance Plan’s• Catalyst for Changes
Strategic Positioning
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Desired Position
Identified
Solicit Internal Interests
Interview Process
Candidate Recommendation
Critical to
Current Dept.?
Department Reviews and Creates new
Desired Position
Department Absorbs
Responsibility
Yes
No
• Positions identified in trends review as needed by organization to move forward
• Internal posting process to move existing line to new department (internally)
• Interested persons will be interviewed by group with established criteria
• Successful candidate’s department review of incumbent position
• Determine if responsibilities are absorbed or if another posting is required
• Training plan created for successful candidate in new department
Repurposed Position Model
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Monitor progress and
adjust as needed
Strategic vision or mission
Environmental scanning, SWOT, Benchmarking
Strategy development
Implement the strategy
Strategy Process
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Gathering Information
Factors to consider Methods for analysis Uses of the informationPosition purpose, relationship to other positions in work area
Observation Position descriptions and organizational fit
Responsibilities and activities of people currently in position
Interview Expectations or performance for position
Knowledge, skills and abilities that are needed for success
Questionnaires Training or development needs of individuals in position
Behaviors and performance expectations for individual in position
Dairies and logs Recruitment specs or career progression/succession planning criteria
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Senior Librarian
Senior Specialist
Librarian Specialist
LIS Associate Associate
Specialist
Assistant Specialist
LIS Associate
Clerk
Library/Information Science Career Path
Other Educational Career Path
LIBRARY CAREER LATTICE
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Change management model
1. Determine the need or desire forchange.
2. Prepare tentative plans.
3. Discuss alternatives andprobable reactions.
4. Make a final decision.
5. Establish a project planand a timetable.
6. Communicate the change.
7. Implement and evaluatethe change.
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goals
Facilitate Changes• What has changed
lately…….look at tasks and job functions• Technology – is
everyone keeping up?• Are changes
transparent? Do you know what your neighbor is doing?
Team Building• Are cross department
teams formed for org projects?• Are they always the
same people? Anyone feeling left out?• Are team leaders
formal or informal?• Are contributions
recognized?
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goalsPerformance Management
• Democratic vs. autocratic organization – pros and cons• Subject specialist as
managers• Evaluation methods
used• Value of peer review?
Goal Planning• Institution goals and
mission statement• Individual goals for
annual review• Department goals for
group actions• Project team goals
for focused results
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Doing your research
Primary(data gathered
firsthand)• Experimental• Pilot projects• Surveys• Interviews• Focus groups• Direct observation• Testing
Secondary(data gathered by
others)• Secondhand reports• Historical data• Purchased data• Professional
publications• Benchmarking• Best-practices reports
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Creating next expectation• Staff are “introduced
to new skills
• Research will be conducted on feedback
• Action items will be implemented
• Programs will be expanded and repeated
• Assessment tools used to quantify results
• Transparency important for sharing
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