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Towards a Workforce Strategy for Information Professionals

Agenda item 9 BOARD 18/26 5 th July 2018. Towards a Workforce Strategy for Information Professionals. CILIP Board Discussion, Open Session, 4 th July 2018. Securing the Future.

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Towards a Workforce Strategy for Information Professionals

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  1. Agenda item 9 BOARD 18/26 5th July 2018 Towards a Workforce Strategy for Information Professionals CILIP Board Discussion, Open Session, 4th July 2018

  2. Securing the Future We are living and working in the early days of a society and an economy that are being transformed by knowledge, data and information. We want to ensure that Information Professionals are positioned to lead this transformation. Our Strategic Plan, Securing the Future, has 4 priorities: Advocating for the profession Developing a ‘future-ready’ workforce Driving standards and innovation Helping our members to succeed

  3. Strategic workforce planning We need to work with practitioners, employers, learning providers and other stakeholders to think beyond today – or even the near future – to plan strategically to meet the sector’s future skills and talent needs. Who is the audience for this Strategy? Future professionals Professionals Learning providers Sector organisations Funders Government Departments Employers

  4. Emerging priorities…. Attract, retain and develop diverse talent Prioritise diversity, equality, representation and inclusion Position the profession as an attractive, accessible and aspirational career choice Maximise the value of an intergenerational workforce Embrace ‘leadership at every level’ Build a future-ready workforce through up-skilling and re-skilling (incl. AI, data and automation) Connect the supply of skills with changing employer demand Work in partnership with learning providers to ensure access to skills and CPD Define a new, inclusive and progressive view of ‘professionalism’ in our sector Understand our own regulatory or developmental role

  5. “Hire for attitude, train for skills” Be user/customer-focussed Transferable skills matter Be ready to learn and adapt Help our organisation learn and adapt Help us harness knowledge, AI, automation, data Help us develop and promote reading, literacy & skills Embrace perpetual change Adopt a ‘marketing mindset’ The message from employers…

  6. * Source: CILIP/ARA 2015 Workforce Mapping

  7. One profession, all industry sectors…

  8. * Source: CILIP/ARA 2015 Workforce Mapping

  9. We need to put down ladders to welcome the next generation of librarians and leaders, from all backgrounds Ensuring that people are aware of the options and opportunities that come from a career in libraries Ensuring that we are an aspirational profession, which means working with employers to create jobs and opportunities to use our skills. Lowering the barrier to entry through workplace-based development, apprenticeship and non-traditional career routes. Attract, retain and develop talent Photo by Alexis Brown on Unsplash

  10. Our workforce must reflect the full diversity of the communities we serve, across all protected characteristics and in terms of socio-economic status and class. We need to work with employers and funders to target positive action to overcome systemic barriers and bias. We want our profession to follow the example of the Civil Service & NHS and become an exemplar of good practice in building a diverse workforce. Diversify the library & information workforce

  11. We can’t afford to wait for economic conditions to improve before we start bringing forward the next generation of leaders in our profession. If we have a significant proportion of librarians and information professionals remaining in-post for 10-20 years, we need to develop strategies for leadership development outside the normal structures of career progression. Leadership at every level

  12. We are launching the Professionalism Review to redefine what it means to be a professional working in libraries and information today Embracing a progressive and inclusive vision of a professional as someone who: Champions the profession Leads and instigates change Behaves ethically Aspires to excellence Is a reflective practitioner Maintains their skills Redefining ‘professionalism’

  13. Our 18-month Ethics Review has received more than 2,400 comments and representations, many from students and new professionals A real interest in and enthusiasm for Ethics as a ‘living’ framework, directly relating to practice and standards, not as an abstract set of principles An Ethics Framework at the heart of professionalism including: 7 Ethical Principles A Code of Professional Conduct A set of CILIP Commitments Reconnecting with Ethics Photo by Henrik Dønnestad on Unsplash

  14. CILIP provides the Professional Knowledge and Skills Base (PKSB) – an online self-assessment tool for professional development Ensuring that the current and future skills needs of employers are fed back into the ‘curriculum’ for information professionals. Now thinking about ‘specialisation’ – how do you move from being a generalist information professional to a specialist who can work effectively in, for example, a healthcare context or business? Taking a fresh look at Skills

  15. One of the first casualties of austerity is the training budget. Across the sector, the capacity to engage with CPD and training has reduced significantly. We need to work with learning providers, trainers and others to improve access to CPD that is local and online, high-quality, affordable and relevant. Establishing a ‘Library MOOC’ for members and non-members in YM Learning Enhancing the provision of high-quality learning opportunities across city-regions and devolved nations Improving access to CPD Photo by Taduuda on Unsplash

  16. Q1. What are the critical success factors in defining a Workforce Strategy for librarians and information professionals?

  17. Q2. What are the key risks which we need to take into account when developing this Workforce Strategy?

  18. Q3. What are we missing?

  19. Emerging priorities…. Attract, retain and develop diverse talent Prioritise diversity, equality, representation and inclusion Position the profession as an attractive, accessible and aspirational career choice Maximise the value of an intergenerational workforce Embrace ‘leadership at every level’ Build a future-ready workforce through up-skilling and re-skilling (incl. AI, data and automation) Connect the supply of skills with changing employer demand Work in partnership with learning providers to ensure access to skills and CPD Define a new, inclusive and progressive view of ‘professionalism’ in our sector Understand our own regulatory or developmental role

  20. Nick Poole Chief Executive, CILIP @NickPoole1 @CILIPinfo http://www.cilip.org.uk/join

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