Enhancing Staff Development Initiatives at University of Auckland Library
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Staff development
at the
University of Auckland Library
-Te Tumu Herenga
Endeavouring to
“get what it takes”
in an academic library
People in the Information Profession Conference
Claudia Adams
October 2009
WHY share this story?
300
Library Staff Development
Advisory Group
Frame of reference:
•
To
promote and encourage
professional and personal development of
library staff.
•
To
identify library staff training and development
needs, taking into
account information from development reviews and advice from
supervisors.
•
To
plan and implement an annual programme
of staff training and
development that is aligned with the library’s strategic direction.
•
To
advise the University Librarian
on issues relating to staff training
and development.
•
To
facilitate the sharing of learning
from staff development
opportunities among other library staff, including discussion of common
problems and solutions in order to promote best practice.
•
To
analyse and evaluate feedback
from staff about training activities in
order to identify quality programmes.
The Library annual plan
states the Library should..
“Encourage a Library culture of innovation,
collaboration, cultural awareness, a
commitment to excellence and high job
satisfaction (15.1)” and
“provide Library staff with a quality
orientation and development programme that
helps to equip them to be effective in a rapidly
evolving digital environment (15.2)”.
Projects
•
Create staff development programme
•
Re-introduce a Library Staff orientation
programme
Create a staff
development
programme
Why competencies?
•
Competencies review/development reviews/advice
from supervisors
•
“skills, technical knowledge and personal attributes
that contribute to an individual’s success in a
particular position”
McNeil, B., & Giesecke, J. (2001). Core competencies for libraries and library staff. In E. F.
Avery, T. Dahlin & D. A. Carver (Eds.),
Staff development: a practical guide (pp. 49-62).
Chicago: American Library Association.
•
ALA (position), ALIA, LIANZA (IFLA), CILIP, LATN
Skills & attributes matrix
1.
Personal skills
2.
IT skills & knowledge
3.
Management
4.
Customer services
5.
Teaching & learning
6.
Information resources, knowledge &
management
7.
Professional, organisational & institutional
knowledge
8.
Biculturalism
Priorities identified
Organisational skills | Difficult service situations| Keeping safe
“…the benefits of working as trainers …should
not be underestimated. Often the people who
do the work day-to-day make the best
trainers. Rather than a section manager
showing a new member of staff how a
particular piece of software works, why not let
the assistant who uses it every day show the
new colleague?” (Webb, 2004, p.102).
Webb, J. (2004), “Development routes for academic library support staff” in Developing academic
library staff for future success edited by Oldroyd, M. London, Facet Publishing, pp.95-111.
Priorities
Web 2.0
|
BBFlash
|
Outlook
|
Desktop publishing
|
Dreamweaver
|
Office 2007 new features
|
Presentation tips & skills
|
Priorities
Report writing | Recruitment practices
Priorities
Customer services | Conducting reference interviews
Priorities
Ongoing….
•
New presenters training (Learning Services)
•
Library resources training
Subject Librarian needs analysis study
Priorities
Weeding
| Mending
•
Working off other lists/creating your own?
•
Helpful tool to identify priorities & create a
programme
•
Raises awareness of the types of skills
required across library positions
•
For personal development can help identify
skills & courses
•
Useful to refer to when providing justifications
for more in-depth needs analysis studies
•
Framework to expand & explore competencies
Benefits of a skills & attributes
matrix
Re-introduce an
orientation
programme for
new staff
Orientation
GOAL:
to provide an overview of the library
system to new staff members and provide an
introduction to the physical and organisational
structure of the library
Supplement the training and induction that
each new staff member received as part of
their introduction to their jobs
•
Updated information pack (twice a year)
•
New Staff Welcome
•
Tours
•
Updated information pack (twice a year)
•
New Staff Welcome
•
Tours
Findings …
•
Developing a skills matrix helped to identify
gaps & create a programme
•
A mix of staff from across the system fed in
ideas from different areas
•
Using sub-committees helps to achieve results
quickly, work load is shared
•
Senior management involvement beneficial
•
Staff development opportunity
•
Staff orientation sessions very well received
What next?
•
Develop matrix
•
Accommodate evening & weekend staff
•
Introduce research culture
•
Consider the impact of the university’s new
development & salary review process
•
Evaluate the programme & processes
•
Refine policy & processes
Back to the future …
“… opportunities for rapid progress will appear
for the grasping, but unless we are prepared
to seize them at the right moment, they may
vanish … Collectively, therefore, librarians
should have a clear idea of the changes they
wish to effect, and should work out now the
steps required to bring them about.”
“… opportunities for rapid progress will appear
for the grasping, but unless we are prepared
to seize them at the right moment, they may
vanish … Collectively, therefore, librarians
should have a clear idea of the changes they
wish to effect, and should work out now the
steps required to bring them about.”
Paton, W. E. (1942). The library of the future.
Library
Review, 8(5), 163 - 168
.
credits
Acknowledgements to: Carol Catley, Hester Mountifield, Li Wang, Joanne
Rowan and Nigel Adams
Images:
Clock:
http://www.flickr.com/photos/macinate/2039579864/
Angry toddler:
http://www.flickr.com/photos/gee01/2190903226/
Report writing:
http://www.flickr.com/photos/gi/105450306/
The University of Auckland Library is committed to promoting professional and personal growth among its staff members through a comprehensive development program. The Library Staff Development Advisory Group plays a key role in identifying training needs, planning annual programs aligned with strategic goals, and fostering a culture of innovation and excellence. Competencies are reviewed to ensure staff success in a rapidly evolving digital environment. Projects include creating and reintroducing staff orientation programs to equip employees with the necessary skills and attributes.
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Presentation Transcript
Staff development at the University of Auckland Library -Te Tumu Herenga Endeavouring to get what it takes in an academic library People in the Information Profession Conference Claudia Adams October 2009
Library Staff Development Advisory Group Frame of reference: To promote and encourage professional and personal development of library staff. To identify library staff training and development needs, taking into account information from development reviews and advice from supervisors. To plan and implement an annual programme of staff training and development that is aligned with the library s strategic direction. To advise the University Librarian on issues relating to staff training and development. To facilitate the sharing of learning from staff development opportunities among other library staff, including discussion of common problems and solutions in order to promote best practice. To analyse and evaluate feedback from staff about training activities in order to identify quality programmes.
The Library annual plan states the Library should.. Encourage a Library culture of innovation, collaboration, cultural awareness, a commitment to excellence and high job satisfaction (15.1) and provide Library staff with a quality orientation and development programme that helps to equip them to be effective in a rapidly evolving digital environment (15.2) .
Projects Create staff development programme Re-introduce a Library Staff orientation programme
Create a staff development programme
Why competencies? Competencies review/development reviews/advice from supervisors skills, technical knowledge and personal attributes that contribute to an individual s success in a particular position McNeil, B., & Giesecke, J. (2001). Core competencies for libraries and library staff. In E. F. Avery, T. Dahlin & D. A. Carver (Eds.), Staff development: a practical guide (pp. 49-62). Chicago: American Library Association. ALA (position), ALIA, LIANZA (IFLA), CILIP, LATN
Skills & attributes matrix 1. Personal skills 2. IT skills & knowledge 3. Management 4. Customer services 5. Teaching & learning 6. Information resources, knowledge & management 7. Professional, organisational & institutional knowledge 8. Biculturalism
Communi- cation Adminis- trative skills Time manage- ment Accuracy /attention to detail Work ethic PERSONAL SKILLS Health & safety Motivation Team work/ inter- personal skills Critical thinking
Priorities identified Organisational skills | Difficult service situations| Keeping safe
Hardware Database manage- ment Software IT SKILLS & KNOW- LEDGE Online communi- cation Networking Web publishing
the benefits of working as trainers should not be underestimated. Often the people who do the work day-to-day make the best trainers. Rather than a section manager showing a new member of staff how a particular piece of software works, why not let the assistant who uses it every day show the new colleague? (Webb, 2004, p.102). Webb, J. (2004), Development routes for academic library support staff in Developing academic library staff for future success edited by Oldroyd, M. London, Facet Publishing, pp.95-111.
Priorities Web 2.0 | BBFlash | Outlook | Desktop publishing | Dreamweaver | Office 2007 new features | Presentation tips & skills|
Managing staff Risk Service management management Planning strategic & operational Health & safety MANAGEMENT Financial management Leadership Managing resources & facilities Negotiating, lobbying & networking Employment
Priorities Report writing | Recruitment practices
Service levels & delivery CUSTOMER SERVICES Service reviews Marketing
Priorities Customer services | Conducting reference interviews
Learning design TEACHING & LEARNING Learning delivery Pedagogy University s T & L
Priorities Ongoing . New presenters training (Learning Services) Library resources training Subject Librarian needs analysis study NEW!
Searching skills Collection management Circulation INFORMATION RESOURCES, KNOWLEDGE & MANAGEMENT Resource creation & description Document delivery
Priorities | Mending NEW! Weeding
Library & University PROFESSIONAL, ORGANISATIONAL & INSTITUTIONAL KNOWLEDGE Relationship building
Cultural diversity - bicultural & multicultural BICULTURALISM Treaty of Waitangi Equal opportunities
Benefits of a skills & attributes matrix Working off other lists/creating your own? Helpful tool to identify priorities & create a programme Raises awareness of the types of skills required across library positions For personal development can help identify skills & courses Useful to refer to when providing justifications for more in-depth needs analysis studies Framework to expand & explore competencies
LSDAG meetings Create/ refine/ develop skills & attributes matrix Commission training & advertise Create programme/ UL approval Feedback from LMT & HoDs Review & prioritise areas for training Link training & identify gaps
Re-introduce an orientation programme for new staff
Orientation GOAL: to provide an overview of the library system to new staff members and provide an introduction to the physical and organisational structure of the library Supplement the training and induction that each new staff member received as part of their introduction to their jobs
Updated information pack (twice a year) New Staff Welcome Tours
Updated information pack (twice a year) New Staff Welcome Tours
Findings Developing a skills matrix helped to identify gaps & create a programme A mix of staff from across the system fed in ideas from different areas Using sub-committees helps to achieve results quickly, work load is shared Senior management involvement beneficial Staff development opportunity Staff orientation sessions very well received
What next? Develop matrix Accommodate evening & weekend staff Introduce research culture Consider the impact of the university s new development & salary review process Evaluate the programme & processes Refine policy & processes
Back to the future embedded services mobile technologies disintermediation of information
opportunities for rapid progress will appear for the grasping, but unless we are prepared to seize them at the right moment, they may vanish Collectively, therefore, librarians should have a clear idea of the changes they wish to effect, and should work out now the steps required to bring them about.
opportunities for rapid progress will appear for the grasping, but unless we are prepared to seize them at the right moment, they may vanish Collectively, therefore, librarians should have a clear idea of the changes they wish to effect, and should work out now the steps required to bring them about. Paton, W. E. (1942). The library of the future. Library Review, 8(5), 163 - 168.
credits Acknowledgements to: Carol Catley, Hester Mountifield, Li Wang, Joanne Rowan and Nigel Adams Images: Clock: http://www.flickr.com/photos/macinate/2039579864/ Angry toddler: http://www.flickr.com/photos/gee01/2190903226/ Report writing: http://www.flickr.com/photos/gi/105450306/
