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Change, boundaries, skills and people value: a provocation. Stephen Town Director of Information University of York. The changing boundaries …. Content and access changing since 1964 Networks (1969-) Devices (1981-) “Without walls” (1990s) The walls come back … (2000s).

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Change, boundaries, skills and people value: a provocation


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    1. Change, boundaries, skills and people value:a provocation Stephen Town Director of Information University of York

    2. The changing boundaries … • Content and access changing since 1964 • Networks (1969-) • Devices (1981-) • “Without walls” (1990s) • The walls come back … (2000s)

    3. Recent additions to the portfolio • Open access publishing management • Research data management • Digital archiving (multimedia) • Widening participation outreach • The University Art collection • Digital signage

    4. Some conclusions … • “Needs are endless…” (Thorhauge, 2010) • (IT) Skills debate a constant for at least twenty years, but libraries have (more than) survived • “Organizational level thinking is crucial” (Mengelet al, 2010) • Boundaries are as much of imagination as real?

    5. How we build Library Value? • Library relational capital • within and beyond the University • Library tangible & intangible capital • including Human capital development • Library virtue • contribution to transcendent outcomes • Library momentum • quality maturity and pace of change

    6. The Royal Bank of Scotland’s human capital model

    7. Kostagiolas, 2010

    8. One organised library’s response to the question of people measurement: • Attainment of core competencies • On the job competency development • Leadership performance • Staff satisfaction • Skills deployment • Based on data from a benchmarked staff climate survey

    9. A people proposition based on … • What our people should know • What our people should be • What difference our people make

    10. Improving the diagram .. Knowledge Skills Organisational skills and in some cases Technology and other specialisms • Information science • Interaction with users • Information management • Life cycle management • Distribution • Relevant management theory and methods

    11. People being … • Values driven • Curious • Changeable • Connected • Making it up for themselves …

    12. Engagement measurement(Morgan, C-A.) “Engagement is a combination of commitment to the organization and its values, plus a willingness to help out colleagues (organizational citizenship)” “… beyond job satisfaction, and is not simply motivation.”

    13. York ClimateQUALResults vs UK and US Mean

    14. A Framework? (Phipps, Franklin & Sharma, 2010) “the … intent of measuring whether articulated organizational values were achieved” “A systems approach” • Leadership & team decision making • Performance Management system • Hiring, merit and promotion • Communication system • Learning, training, innovation approaches

    15. Penna’s hierarchy of engagement (2007)

    16. A Human Capital approach Enablers (4 ‘C’s) • Capacity • Minus confounders • Absence, turnover • Capability • Raw & growth • Critical mass • Climate of Affect • Engagement • Empowerment • Culture of momentum • Programme capability • Maturity Outcome proofs • Market fit • Sustainability • Market related impact • Strategic fit (over time) • Quality & Improvement • New product development • Contribution to • Productivity • Creativity • Competitive impact • Service development • Reputational investment

    17. Conclusions and questions • Can we leave skills to the market? • Some key transferable skills should be more strongly assessed at professional entry point? • Skills are only (a small) part of solving boundary and change problems • The current model ignores the most significant skills for organisational success