Competency based service reviews and workforce planning at deakin university library paul cardwell
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Competency-based service reviews and workforce planning at Deakin University Library Paul Cardwell. People in the Information Profession Conference, 15 October 2009 . www.deakin.edu.au/library. Roadmap. Background Deakin and Library planning processes Liaison Service Review

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Competency based service reviews and workforce planning at deakin university library paul cardwell

Competency-based service reviews and workforce planning at Deakin University LibraryPaul Cardwell

People in the Information Profession Conference, 15 October 2009

www.deakin.edu.au/library


Roadmap

Roadmap

Background

Deakin and Library planning processes

Liaison Service Review

Elements of reviews

Workforce Planning

Staff Development Framework

www.deakin.edu.au/library


Deakin university

Deakin University

Four regional and metropolitan campuses

35000 students and 2900 staff

Focus on distance and flexible education

www.deakin.edu.au/library


University and library planning process

University and Library planning process


Background

Background

Review of Library 2008

Introduction of Library 2012

Strategic roadmap for Library services

www.deakin.edu.au/library


People culture and change

People, culture and change

In order to develop a workforce with these characteristics, Deakin University Library will focus on the recognition and utilisation of existing staff competencies and the development of new competencies where gaps occur. Retention and further development of existing suitably-skilled staff will be of critical importance.

Deakin University, Library 2012

www.deakin.edu.au/library


Environmental factors

Environmental factors

National higher education environment

Changes in the library and information industry

Institutional initiatives of the University

Factors internal to the Library

www.deakin.edu.au/library


Liaison service review

Liaison Service Review

Library Review recommendation

Began without agreed process

Treated as pilot for ongoing process

Lessons learned

www.deakin.edu.au/library


Service review process

Service Review process

Permanent review team

Reference team

Representative of each of the other areas

Identify process links and opportunities for improvement

www.deakin.edu.au/library


Activity profiles

Activity profiles


Workforce planning elements

Workforce Planning Elements

Skills identification

Current capabilities audit

Workforce profile gap analysis

Future capability and staff development targets

Workforce strategies

www.deakin.edu.au/library


Skills audits

Skills audits

Must align with University Workforce Planning

Skill sets based on required skills identified in Activity Profiles

www.deakin.edu.au/library


Skills audits1

Skills audits

Competency standards

Sufficient for current work

Training required for current work

Training required for future developments

Skill held, not currently used

NA

www.deakin.edu.au/library


Staff development framework

Staff Development Framework

Position Descriptions

Performance Review

(PPR)

Career Succession and Planning

Level 3 -

Individual Development

Needs

PPR

Personal Development Plan

Environmental needs

Level 2 -

Group Development Needs

Library Planning and Continuous Quality

Improvement Processes

(Library Action Plan, Internal and external Reviews

DU Planning

Level 1 –

Library-wide

Strategic Development Needs


Conclusions

Conclusions

Delay with skills audits

Difficulty in ‘stopping the world turning’

The benefit of a flexible approach

www.deakin.edu.au/library


Conclusions1

Conclusions

Balance between individual and organisational needs

Benefits of documenting strategic links at all levels

Setting a baseline of standards and performance measures

www.deakin.edu.au/library


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