Planning a Future Workforce: an Australian Perspective.

1. Planning a Future Workforce: an Australian Perspective. Jenny McCarthy Associate Director, Library Services [Development]

3. Queensland ……. beautiful one day … perfect the next

4. What’s happening in our workplaces • Age profile of the library workforce • Changing nature of library services

5. The Challenge • What services will we be offering? • What skills will our staff need? • How will we prepare present and incoming workforce?

6. Some Australian Responses • National • Libraries of the Australian Technology Network • Queensland University of Technology Library

7. Age Profile Canada: • 50% library professionals 45+ • 100% increase in number turning 65 than in previous 10 years Source: 1996 Census Data. 8Rs Canadian Library HR Study United States of America: • “In the decade beginning in 2010…45% of today’s librarians will reach age 65” Source: Lynch M, Tardella S & Godfrey T, 2005

8. Australia • 52% librarians 45+ Source: Australian Government, 2004

9. QUT Library • 34% workforce 50+

10. The Additional Challenge • Many librarians are senior in age and position level • At QUT Library 80% of senior managers are 50+

11. Can Can, by Matthew Kemp

12. Changes in Service Delivery • Impact of ICTs on: • Pedagogy • Publishing • Research • Client expectations

13. Emerging roles and service areas • Information management, learning objects, data sets • Open access, digital repositories • Support new pedagogies in online environment

14. New @ QUT Library • e-Journals and e-books • Course materials database • Digital theses • Information literacy • Online teaching support • Increased demand for research support And still a high value on: • F2F services • Long opening hours

15. Future Skills - (Fisher, 2004)

16. It takes an extraordinary worker to become a successful librarian in the 21st century Source: Lovato-Gassman, B. 2003

17. Australian Responses :LATN Whitmell Consultancy • LATN-wide recommendations: • Develop a written plan • Change recruitment, hiring and retention practices • Recognise good work and attributes • Encourage professional development & higher education • Develop leaders and managers

18. LATN: 2004 Whitmell Consultancy • QUT Library recommendations: • Develop a written workforce and succession plan • Conduct an inventory of skills & attitudes needed • Revise selection criteria to focus on learning agility, personal attributes & leadership qualities • Consider all vacancies to see if there are new priorities • Encourage staff to take a proactive stance re career development • Identify staff with leadership & management potential

19. LATN-wide Action • Project to develop an inventory of attitudes, aptitudes and skills for particular roles • Commencing with Faculty / Liaison Librarian roles

20. QUT Library Response • University requirement for quantitative workforce planning data • Informed by Library Vision and Strategic Plan • Underpinned by understanding of qualitative matters

21. QUT Library Response • Competencies Matrices • Training Needs Analysis • Staff Development • Leadership & Management Development • Workforce Profile Review • Recruitment & Selection

22. Competencies Matrices • For key job families and service functions • Conscious articulation of skills required • Has reminded us things have changed • Used to inform induction and on-the-job training

23. Training Needs Analysis • Informed by: • QUT Blueprint and Strategic Plan • Library Vision and Strategic Plan • Environmental scan • Needs identified via PPr • Informs: • Annual Training Plan

24. Staff Development • Policy • Budget • Internal Events • Library • Divisional • HR Department • External Events • Generic training • Discipline specific, eg conferences

25. Leadership & Management Development • Formal Programs - Internal and External • All Managers & Supervisors attend relevant HR provided training • Support for formal study

26. Leadership & Management Development Informal Initiatives • Secondments – within Library or University – External • Projects eg CMD, AIRS Online, e-prints

27. Workforce Profile Reviews • Casual & Ongoing Review • 50+ casuals = 25 ongoing • Library benefits = staff stability, training • Employee benefits = job security • Lending Services Staff Classification Review • Impact of technology on functions • Need for flexibility for rosters and skills • Health & Safety considerations • Library Resource Services Skills Review • Impact of print to electronic • New functions eg CMD, datasets, digital theses

28. Recruitment & Selection Review of Position Descriptions • Skills • Attitudes • Flexible • Leadership potential • Lifelong learners

29. Recruitment & Selection Selection Techniques • Upskill in interview techniques • What to ask • How to ask • How to probe • Other strategies • Work tests • Psychological tests • Presentations

30. Conclusions • Many senior managers are looking towards retirement • The skill set required of staff now and into the future is broad • Developing the desired workforce profile requires planning • Current leaders have a responsibility to initiate and implement plans

31. Cruising, by Beryl Cook