1. IN THE FUTURE ORIENTED PUBLIC LIBRARY Experiences from Canada
COMPETENCIES NEEDED
AND HOW TO MEASURE THEM
IN THE FUTURE ORIENTED PUBLIC LIBRARY
Experiences from Canada
Presentation to: Scandinavia meets the World Conference: June 2001
A presentation by Josephine Bryant
City Librarian: Toronto Public Library

2. Introduction The Challenge of library management in the 21st century
Issues
Balancing new & traditional services
A climate of fiscal restraint and increased accountability
Increased competition
Response
Develop a highly skilled and motivated workforce
Create an environment of continuous learning
Direction
A competency based management system

3. Goals Goals of the Presentation
Understand the principles of a competency based management
system
Review a “Case Study”
Understand how a competency based system could be implemented
Provide resources for further information

4. Competencies Needed by Public Library Staff Bertelsmann Foundation
Background
Competencies Needed by Public Library Staff
Josephine Bryant
Kay Poustie
Bertelsmann Foundation
Gütersloh 2001

5. A Competency Based Management System
Provides the process whereby competencies needed to achieve success are identified
Integrates several human resources functions
Provides the basis for tracking and measuring performance

6. What is a Competency?
Competencies are the Knowledge, skills, attitudes, values, behaviors and characteristics that people need to do a job successfully.
Competencies:
Correlate with job performance
Can be measured against standards
Can be improved with training

7. What is a Competency? Competencies fall into 3 main categories: Core
Behavioural
Technical

8. Why Introduce Competencies?
Highlight the value of the organization
Provide clear guidelines of success
Provide practical tools for performance management
Target training needs for development of staff
Provide a better fit between employees and their job

9. What Do Competencies Look Like?
Each competency has a definition and level of proficiency. For Example:
Results Orientation
Definition:
The desire or drive to achieve or surpass identified goals. Establishes performance objectives and measures to continuously improve performance and standards of excellence in the organization. Includes innovative or entrepreneurial behaviours

10. What Do Competencies Look Like?
Results Orientation
Levels of proficiency and complexity
1. Wants to do the job well
2. Works to achieve goals
3. Sets own standards to improve performance
4. Sets and strives to meet higher standards of performance
5. Conducts Cost - Benefit Analyses
6. Takes Calculated Entrepreneurial risks

11. How Does a Competency Model Work?
Lyle M. Spencer and Signe M. Spencer “Competencies at Work. Models for Superior Performance” 1993.

12. Implementation of a Competency Model
The implementation of a model is a 5-step
process:
1) Determine strategic directions of organization
2) Design the principles and architectural framework of the model
3) Develop the competency model and assessment tools
4) Communicate progress and benefits to stakeholders
5) Integrate in phases

13. Implementation of a Competency Model
Step 1 Determine the strategic directions of the
organization
A sample:
Creating the Future-Treasuring the Past: Toronto Public Library’s Strategic Plan

14. Implementation of a Competency Model
Step 2 Design the principles and architectural
framework of the model
How are competencies to be used?
Are there standard competencies for the organization with subsets for specific jobs?

15. Implementation of a Competency Model
Step 3 Develop the competency model and tools for linking human resources functions.
Develop competency profiles for
each job/position/role

16. Implementation of a Competency Model
Step 3 Develop the competency model and tools for linking human resources functions.
Create tools to operationalize
competencies eg: performance
appraisals

17. Implementation of a Competency Model
Step 4 Communicate progress and benefits to stakeholders
Step 5 Implement in phases

18. Use of the Competency Model in the City of Toronto
Performance Management
Training and Development
Succession Planning
Recruitment

19. Process to select competencies
1998: Lists of behavioural competencies were compiled from the literature, from interviews with selected staff and from previous municipalities
1999: Focus groups of non-union staff were brought together to select the most relevant competencies from the lists; to revise and refine the definitions; and create the City of Toronto Competency Dictionary
1999: Executive Management Team selected the core competencies from the dictionary

20. Process to select competencies
2000: Focus groups of job families (director, manager, supervisor) selected appropriate role competencies (4-6) and identified the levels of proficiency for core and role competencies
2001: Non-union employees confirmed the chosen competencies and levels of proficiency by means of an electronic survey
2001: Technical competency process will be completed for business units to implement

22. Each job has 15 Competencies
5 Core (Reflect what the organization does best and are necessary for all jobs)
Customer Service
Teamwork
Fiscal Accountability
Innovation
Results Orientation
5 Role (Those personal characteristics that influence or drive performance)
5 Technical (Technical knowledge or skills that are critical for a specific job/role to be successful)

23. Levels of Proficiency
Within each competency levels of proficiency are described
As you progress through job level in the organization employees are expected to demonstrate a higher level of competency

24. Competencies Customer Service Orientation- a desire to identify and
meet/exceed the requirements of internal and external customers.
Recognizing the variety of customers in communities and all levels of the organization and accommodating their diverse needs.
Team Leader/Branch Head: Advocate for the Customer - (Level 3)
District Manager: Addresses Underlying Customer Needs - (Level 4)
Director Public Service: Uses a Long-Term Perspective - (Level 5)

25. Customer Service Orientation Levels of Proficiency
Level One: Clarifies expectations
Level Two: Takes personal responsibility in addressing customer service problems
Level Three: Advocates for the customer
Level Four: Addresses underlying customer needs
Level Five: Uses a long term perspective

26. Competencies - Team Leader/Branch Head
Customer Service
Advocate for the Customer (Level 3 )
Analyzes and interprets customer data
Develops and implements customer service strategy
Acts as an advocate for the customer

27. Competencies - District Manager
Customer Service
Addresses Underlying Customer Needs (Level 4)
Determines the customer’s issues
Accommodates needs of the customer as customized service
Integrates a customer service focus into business strategies, plans and programs

28. Competencies - Director Public Service
Customer Service
Uses a Long-Term Perspective (Level 5)
Looks for long term benefits for the customer
Researches customer needs to guide strategy development
Creates innovative solutions
Formulates strategies to optimize customer service
Ensures policies reflect responsiveness to the customer

29. How competencies are organized
The city’s competencies are organized into a Learning Framework
The framework categorizes the areas of learning and skill needed in the city.
The 4 areas are:
Public Administration & Civic Service
Business ‘Know-How’
Leadership and Management
Service-specific or technical

31. Linking to other processes
Competencies to be integrated with:
recruitment and selection
planning for advancement & promotion
succession management
performance management (developmental purposes)

32. Use of the Competency Model in the City of Toronto
Performance Management
Considerations:
Competencies needed to do work
Current competencies of the individual
Competencies needed to be developed
Training and development opportunities
(Appropriate compensation)

33. Use of the Competency Model in the City of Toronto
Development Plan
Competencies to be developed
Input of the employee
Manager’s support
Learning opportunities that can be created
Longer term plan for work and learning

34. Use of the Competency Model in the City of Toronto
Succession Planning
Considerations:
Is there bench strength?
What do you want to keep?

35. Use of the Competency Model in the City of Toronto
Retention and Recruitment
Learning and development opportunities
Reward and recognition
Challenging and meaningful work
Stimulating and supportive environment

36. Examples of Competencies from the Library Profession
Competencies for Special Librarian for the 21st Century ( competency.html)
National Library of Canada
Task Force on Core Competencies, American Library Association

37. Implementation of a Competency Model Factors that contribute to success:
Effective implementation process
High level of management commitment and support
Development program must be in place
Some models fall short when they are used to determine individual pay
Human Resources Dept. should be involved
Competencies must be applied correctly.

38. Implementation of a Competency Model Factors To Bear In Mind:
Process is labour-intensive
Cost
Duration of process
Organizational culture

39. Goals Goals of the Presentation
Understand the principles of a competency based management
system
Review a “Case Study”
Understand how a competency based system could be implemented
Provide resources for further information

40. Competencies Needed by Public Library Staff Bertelsmann Foundation
Further Information
Competencies Needed by Public Library Staff
Josephine Bryant
Kay Poustie
Bertelsmann Foundation
Gütersloh 2001