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Competency-based service reviews and workforce planning at Deakin University Library Paul Cardwell

Competency-based service reviews and workforce planning at Deakin University Library Paul Cardwell. People in the Information Profession Conference, 15 October 2009 . www.deakin.edu.au/library. Roadmap. Background Deakin and Library planning processes Liaison Service Review

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Competency-based service reviews and workforce planning at Deakin University Library Paul Cardwell

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  1. Competency-based service reviews and workforce planning at Deakin University LibraryPaul Cardwell People in the Information Profession Conference, 15 October 2009 www.deakin.edu.au/library

  2. Roadmap Background Deakin and Library planning processes Liaison Service Review Elements of reviews Workforce Planning Staff Development Framework www.deakin.edu.au/library

  3. Deakin University Four regional and metropolitan campuses 35000 students and 2900 staff Focus on distance and flexible education www.deakin.edu.au/library

  4. University and Library planning process

  5. Background Review of Library 2008 Introduction of Library 2012 Strategic roadmap for Library services www.deakin.edu.au/library

  6. People, culture and change In order to develop a workforce with these characteristics, Deakin University Library will focus on the recognition and utilisation of existing staff competencies and the development of new competencies where gaps occur. Retention and further development of existing suitably-skilled staff will be of critical importance. Deakin University, Library 2012 www.deakin.edu.au/library

  7. Environmental factors National higher education environment Changes in the library and information industry Institutional initiatives of the University Factors internal to the Library www.deakin.edu.au/library

  8. Liaison Service Review Library Review recommendation Began without agreed process Treated as pilot for ongoing process Lessons learned www.deakin.edu.au/library

  9. Service Review process Permanent review team Reference team Representative of each of the other areas Identify process links and opportunities for improvement www.deakin.edu.au/library

  10. Activity profiles

  11. Workforce Planning Elements Skills identification Current capabilities audit Workforce profile gap analysis Future capability and staff development targets Workforce strategies www.deakin.edu.au/library

  12. Skills audits Must align with University Workforce Planning Skill sets based on required skills identified in Activity Profiles www.deakin.edu.au/library

  13. Skills audits Competency standards Sufficient for current work Training required for current work Training required for future developments Skill held, not currently used NA www.deakin.edu.au/library

  14. Staff Development Framework Position Descriptions Performance Review (PPR) Career Succession and Planning Level 3 - Individual Development Needs PPR Personal Development Plan Environmental needs Level 2 - Group Development Needs Library Planning and Continuous Quality Improvement Processes (Library Action Plan, Internal and external Reviews DU Planning Level 1 – Library-wide Strategic Development Needs

  15. Conclusions Delay with skills audits Difficulty in ‘stopping the world turning’ The benefit of a flexible approach www.deakin.edu.au/library

  16. Conclusions Balance between individual and organisational needs Benefits of documenting strategic links at all levels Setting a baseline of standards and performance measures www.deakin.edu.au/library

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