1. www.deakin.edu.au/library Your people are the key to strategic positioning. Are you paying attention? Anne Horn People in the Information Profession Conference 2009 1

2. 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/library 2

3. (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 resources that 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. 3

4. It’s all about people www.deakin.edu.au/library 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) 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) 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) 4

5. Themes www.deakin.edu.au/library Staff development and training Education of the next generation of professionals Future proofing your business Workforce planning –Skills and Competencies Recruitment engagement and retention 5

6. www.deakin.edu.au/library 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) 6

7. www.deakin.edu.au/library 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) 7

8. How well are we doing? Insights into Deakin. How the Library’s initiatives are being informed by a whole of university cultural change process. www.deakin.edu.au/library 8

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10. Organisational development –Succession and Workforce Planning –Position Description Recruitment and selection Induction and probation Performance Planning and Review Staff development and Career Planning Checklist 10

11. Conferences Job rotation Action learning projects Delivery methods and tools Mentoring Coaching Instructor led Online On-the-job Workshops Seminars New initiatives Traineeships Cadetships 11

12. 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 control 2. to maximise ‘winning’ and minimise ‘losing’ 3. to suppress negative feelings 4. to be as ‘rational’ as possible How not to have the conversations we need to have! 12

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14. 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 & Innovation11.00am 14

15. Library Service Area Reviews 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. 15

16. Schedule for Internal Library Service Area Reviews J AN -J UN J UL -D EC Y EAR 0 (2008)Liaison Service – Pilot (Multi-campus) Y EAR 1 (2009)Information SystemsFront of House Client Services and Document Delivery (Multi-campus) Y EAR 2 (2010)Collections and Access, Alfred Deakin Prime Ministerial Library, Special Collections Business Services (Admin, Finance, HR, Quality, Facilities), UL’s Office Y EAR 3 (2011)Deakin Research Online, Digitisation Liaison Service 16

17. 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 17

18. 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) 18

19. New Library Staff Development Framework Key drivers: Increasing pressures on library and information services to be more relevant and responsive Requiring 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 19

20. 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 Development Framework (continued) 20

21. 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

22. 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 Development Framework (continued) 22

23. www.deakin.edu.au/library 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 23

24. 24 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 Mackenzie Alice Fahey The cadetship attracted me Because 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 few Entry 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 considering the applied research strand.

25. www.deakin.edu.au/library 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 Library professional cadet program (continued) 25

26. www.deakin.edu.au/library 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... Library professional cadet program (continued) 26

27. www.deakin.edu.au/library 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? “ 27

28. www.deakin.edu.au/library 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? 28

29. www.deakin.edu.au/library Your people are the key to strategic positioning. Are you paying attention? We finish We finish where we began 29