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Addressing Staff Concerns in Changing Times Supporting the Institution’s Greatest Asset

Addressing Staff Concerns in Changing Times Supporting the Institution’s Greatest Asset. Erika C. Linke – Carnegie Mellon University Library Management in a Changing Environment IATUL Conference, Cracow University of Technology June 1, 2004.

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Addressing Staff Concerns in Changing Times Supporting the Institution’s Greatest Asset

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  1. Addressing Staff Concerns in Changing TimesSupporting the Institution’s Greatest Asset Erika C. Linke – Carnegie Mellon University Library Management in a Changing Environment IATUL Conference, Cracow University of Technology June 1, 2004

  2. University Overview • Evolution of a technical school to a university • Strategic planning essential to its future • Core: Education, Research • Areas of Focus • Strategic Areas of Leadership • International Initiatives • Regional Impact • Foundation: Community Success, Financial Strength

  3. “The people of Carnegie Mellon are its greatest asset.” • Rewarding environment for students, faculty, staff and alumni • “Increase diversity of perspectives and backgrounds…and enrich and nurture intellectual and ethical growth…” • Improve recruitment & retention of under-represented populations • Promote multicultural awareness • Foster personal & professional integrity and ethical development

  4. Issues in the workplace • Addressing diversity issues – student, faculty and staff • Task Forces on Under-represented populations and on Women • Institutional climate • Changes in personnel management

  5. University Library • Demographics • 90 employees • 26 librarians/archivists • 64 staff • 28 FTE students • Diverse employees • Origin, Gender, Education & Training, Discipline

  6. Engaging Library Staff • Library Governance & Decision Making • Library Council • Committees, Task Forces & Search Committees • Training and Advanced Education • Workshops • Conferences • Support for undergraduate and advanced degrees

  7. The Next Step • Performance Management Process (PMP) • Enhanced and more comprehensive • Regular feedback • Addresses job performance and core competencies • Customer Service • Teamwork • Initiative • Leadership • Communications

  8. The Next Step (2) • Performance Management Process (PMP) • Emphasis on supervisory training and accountability • Upward Evaluation • Employees evaluate supervisor • Mixed results • Some supervisory performance has improved

  9. Addressing Change • Value of diversity in the workplace • Barker film – Wealth, Diversity & Innovation • Interactive Theatre • Myers-Briggs Type Indicator and Firo-B • Diversity Strategic Plan for the library • Grass roots initiatives

  10. Thank you. Questions, comments? For additional information: erika.linke@cmu.edu

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