Post on 29-Dec-2015
OUT WEST AND DOWN UNDER:EXPLORING GEOGRAPHIES OF
STAFF DEVELOPMENT
Janelle Zauha, Professor
Montana State University Libraries
Garry Potter, Manager Library Staff Resources
Victoria University LibraryCAVAL October 16, 2009
INTRODUCTION
Two maps of staff development terrain, offering alternative paths and different vistas
Do common problems = common solutions?
What can we learn from each other?
Multi-sector university (Higher Ed and Further/Vocational education)
Approx 50,000 students11 campuses & libraries124 staff in 102.75 positionsApprox 20 casual student
assistants
Copyright © 2004. The Age Company Ltdhttp://www.theage.com.au/articles/2004/04/26/1082831482802.html
THE JOURNEY @ VU2002 – recognized strategic importance of
embedding continuous staff development
Created portfolio of staff development (initially Librarian eventually Manager), staff development committee
2003 – methodology for developing staff skills - commitment, currency & relevance; capability, performance & results (Brinkerhoff); recruiting, retaining & leading (Usherwood)
Methodology & accompanying staff development plan linked to staff performance and development plans, Library operational plan, & University strategic plan
Key competencies matrix – core skills mapped to positions
2008 – Workforce plan – framework for library staff; strategies to create a sustainable and flexible, skilled workforce, “one library” service oriented approach, adaptive to change & technology
WORKFORCE PLAN7 strategiesStructurePosition descriptions & titlesRecruitmentStaff developmentStudents as employeesExtended opening hoursCultural awareness
THE FUTUREEvaluate – are we getting it right? plan,
review & doLibrary review process – how will this
inform future staff development needs of the Library ?
Environmental scans Technology futures Research Teaching & learning
Inform what we look like – right people, in the right place, at the right time, with the right skills
Challenges We Face
Boundaries
Salary Equity
HISTORY
MOTIVATION
COMMUNICATION
Understanding
Resp
ec
t
Fear
REW
AR
DS
Budget
Progress
Discovering talentBuilding relationshipsSharing ideasUnderstanding each otherCreating shared vision
CONCLUSIONS: LEARNING FROM EACH OTHER
Requires consistent attention &
planning
Time & resources
Staff have to be engaged
One model does not suit all
Different needs, goals & objectives
Commitment from management
to support embedded processes
Share knowledge and experience
Return on investment
Monitor, measure, document &
evaluate