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www.deakin.edu.au/library

Your people are the key to strategic positioning. Are you paying attention?Anne HornPeople in the Information Profession Conference 2009

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The human elements of the organisation are those that are capable of learning, changing, innovating and providing the creative thrust which if properly motivated can ensure the long-term survival of the organisation.

(Bontis, 2002)

www.deakin.edu.au/library2


(Bontis, Drucker, Prahalad and Hamel, Hague, Reich, Florida and Kenny)

Knowledge Toolbox (Bontis)

Intellectual capital is something absolutely peculiar to each and every company.

Human capital is the collection of intangible resourcesthat are embedded in the members of the organisation.

Competitive advantage ...[and] wealth creation is less dependent on the bureaucratic control of resources than it once was, and more dependent on the exercise of specialist knowledge and competencies, or the management of

organisational competencies.

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It’s all about people


Always do right. This will gratify some people and astonish the rest. (Mark Twain)

Everyone is born with genius, but most people only keep it a few minutes. (Edgard Varese)

Everyone is born with genius, but most people only keep it a few minutes. (Edgard Varese)

It is better to keep you mouth closed and let people think you are a fool than open it and remove all doubt. (Mark Twain)

It is better to keep you mouth closed and let people think you are a fool than open it and remove all doubt. (Mark Twain)

The only reason people get lost in thought is because it’s unfamiliar territory. (Paul Fix)You probably wouldn’t worry

about what people think of you if you could know how seldom they do. (Olin Miller)

You probably wouldn’t worry about what people think of you if you could know how seldom they do. (Olin Miller)

Opportunity is missed by most people because it is dressed in overalls and looks like work. (Thomas A. Edison)

Opportunity is missed by most people because it is dressed in overalls and looks like work. (Thomas A. Edison)

In the beginning the Universe was created. This has made a lot of people very angry and has been widely regarded as a bad move. (Douglas Adams)

In the beginning the Universe was created. This has made a lot of people very angry and has been widely regarded as a bad move. (Douglas Adams) 4

Themes


• Staff development and training

• Education of the next generation of professionals

Future proofing your business

• Workforce planning – Skills and Competencies

• Recruitment engagement and retention

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Leaders and the Top Team

• The near ….

– Horizon (CAVAL)

• And the far . . .– Library Leadership

Development Program(Uni. of Saskatchewan)

Engaging employees,your people

• Mentoring

• Performance management

Themes(continued)

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The high performing organisation

• The link between better people management and high performing organisations

The information professional

• Polymath or dinosaur?• Librarian 2.0

Do we have what it takes?Are we under threat?

Are we far enough ahead … of our clients?

Themes(continued)

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How well are we doing?Insights into Deakin.

How the Library’s initiatives are being informed by a whole of university cultural change process.

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• Organisational development– Succession and Workforce Planning– Position Description

• Recruitment and selection• Induction and probation• Performance Planning and Review• Staff development and Career Planning

Checklist

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• Conferences• Job rotation• Action learning projects

Delivery methods and tools

• Mentoring• Coaching• Instructor led• Online• On-the-job• Workshops• Seminars

New initiatives TraineeshipsCadetships

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The Learning Organisation.How well are we doing?

How professionals avoid learning (Argyris, 2002)There seems to be a universal human tendency to design

one’s actions consistently according to four basic values:

1. to remain in unilateral control2. to maximise ‘winning’ and minimise ‘losing’3. to suppress negative feelings4. to be as ‘rational’ as possible

How not to have the conversations we need to have!12

The Library’s workforce planning

2006 Introduction of new Library organisational structure

2008 External Review of the Library - University’s Continuous Quality Improvement Framework

2008/9 Rolling schedule of annual reviews of each service area

- standards, skills audit, future workforce

Paul Cardwell, Manager Quality & Innovation 11.00am14

Library Service AreaReviews

• Adoption of an ongoing program of formal internal service area reviews with a quality improvement focus.

• Setting of key objectives for each services area, standards, service outcomes and performance measures are part of the business process methodology.

• Workforce planning data is an outcome of the reviews.

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Schedule for Internal Library Service Area Reviews

JAN-JUN JUL-DECYEAR 0 (2008) Liaison Service –

Pilot (Multi-campus)

YEAR 1 (2009) Information Systems Front of House Client Services and Document Delivery (Multi-campus)

YEAR 2 (2010) Collections and Access, Alfred Deakin Prime Ministerial Library, Special Collections

Business Services (Admin, Finance, HR, Quality, Facilities), UL’s Office

YEAR 3 (2011) Deakin Research Online, Digitisation

Liaison Service

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The need to match the capacity and competencies of our workforce to the skills required in an online environment:

• More professionals with specialist knowledge:discipline knowledge; IT including web knowledge and project management; data management expertise and knowledge of the research process; communication specialists; knowledge of quality frameworks

• Professionals increasingly with higher degrees, which may or may not be library and information qualifications.

Pressing workforce needs

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• More technically trained para-professional staff, with knowledge and skills in:

IT• Understanding of networks – local, wi-fi, intranet• Basic hardware and commonly used software applications• Social software as covered under Library 2.0 and 23 things• Knowledge of information sources, including generic databases

Customer service• In person, online, social media• Service recovery approaches applied to different media

Pressing workforce needs(continued)

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New Library Staff Development Framework

• Key drivers:• Increasing pressures on library and information

services to be more relevant and responsiveRequiring new skills, changed work practices and changed cultures

• Increasing pressures around ‘talent management’Continual learning and development opportunities required to

attract and retain staff, and be considered an employer of choice.

• Competition for new graduates and pressures on the retention of skilled employees

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• Key drivers:• Evaluation of the cost effectiveness of current

programs in improving individual’s learning, the workplace and achievement of the Library’s strategic imperatives.

New Library Staff DevelopmentFramework

(continued)

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Key Topics (a snapshot)

• Establishing talent development processes that align with company strategy

• Formulating innovative communication strategies to ensure positive working relationships

• Recognising new talent and developing leadership capacity

• Retaining valuable team members through better incentive strategies

• Leveraging new approaches to performance evaluation

• Creating a positive work environment

• Implementing a robust hiring process.21

Environmental needs

DU Planning

PPR

Personal Development

Plan

Position Descriptions

Performance Review(PPR)

Career Succession and Planning

Library Planning and Continuous

Quality

Improvement Processes

(Library Action Plan, Internal and external

Reviews

Individual Development

Needs

Group Development

Needs

Strategic Development

Needs

New Library Staff DevelopmentFramework

(continued)

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The need• Ability to attract professional librarians to meet

workforce needs, particularly in the regions

• Recruit future leaders with the required skills and attributes

• Support a positive work environment and ongoing learning opportunities

Library professional cadet program

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The fantastic opportunity to continue my education, both in the workplace and at university, attracted me to the cadetship. I received a Bachelor in Asian studies, majoring in Mandarin (ANU). Currently finishing my first year of my Grad Dip in Library and Information Management.

Sarah Sherman

Rachel MackenzieAlice Fahey

The cadetship attracted meBecause I was up for a challenge. I have a B.A.majoring in literary studies, a Diploma of Information Services and I am currently studying the Grad Dip in Information and Library Studies at Curtin. Future study plans: likely to be IT-based qualifications.

The cadet position seemed like the perfect entry to academic libraries.At the time its was one of the fewEntry level professional positions.I have a B.A. ( U of Melb), and a Grad Dip in Information Management .I am planning to upgrade my Grad.Dip to a Masters, and consideringthe applied research strand.


The selection• Emphasis is on skills and attributes

– Strong communication skills, ability to work in a team and adapt to new situation, leadership potential

• Recent completion of an undergraduate degree is required– Appointment at a HEW 5 level, appropriate to recent

graduates


(continued)

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The support• Cadets undertake an in-house professional development

plan

• Further study of a higher degree is negotiated with each cadet and fully supported.

• Three professional cadets: Information Management and Access (HEW 5 positions)– Core tasks, projects and Client Services Overview– Other development activities include supervisory/leadership

training; effective writing; time management . . .


(continued)

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Organisational culture / staff surveys & corporate

success

• Deakin’s Top Third Program• New whole-of-organisation staff survey

– Focus is on individual, team and organisational behaviours

– SACS Consulting are our partners– Survey results benchmarked – Programs that focus primarily on behaviours have the

maximum chance of success.

– “Are your employees genuinely motivated - or merely satisfied? “

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Organisational culture /

staff surveys & corporate success

Organisational culture / staff surveys & corporate success

Questions worth pursuing:•Do you really know the climate of your different work groups?Are they fragmented or integrated?•Are staff having the conversations they need to have? Is the undiscussable being discussed? How do you know? And what is the down side of not knowing?•Are your staff development dollars being effective in improving learning? Is management of staff performance

letting you down? •Who is the information professional for tomorrow?

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Your people are the

key to strategic

positioning.

Are you paying

attention?

We finish We finish where we began

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your people are the key to strategic positioning. are you paying ...€¦ · closed and let people...

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