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A presentation by Josephine BryantCity Librarian: Toronto Public Library

COMPETENCIES NEEDED

AND HOW TO MEASURE THEM

IN THE FUTURE ORIENTED PUBLIC LIBRARY

Experiences from Canada

Presentation to: Scandinavia meets the World Conference: 10-12 June 2001

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IntroductionThe Challenge of library management in the 21st

century

Issues– Balancing new & traditional services

– A climate of fiscal restraint and increased accountability

– Increased competition

Response– Develop a highly skilled and motivated workforce

– Create an environment of continuous learning

Direction– A competency based management system

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Goals

Goals of the Presentation– Understand the principles of a competency based management

system

– Review a “Case Study”

– Understand how a competency based system could be implemented

– Provide resources for further information

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Background

Competencies Needed by Public Library Staff

Josephine Bryant

Kay Poustie

Bertelsmann Foundation

Gütersloh 2001

www.stiftung.bertelsmann.de/INPL

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A Competency Based Management System

• Provides the process whereby competencies needed to achieve success are identified

• Integrates several human resources functions

• Provides the basis for tracking and measuring performance

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What is a Competency?

Competencies are the Knowledge, skills, attitudes, values, behaviors and characteristics that people need to do a job successfully.

Competencies:

• Correlate with job performance

• Can be measured against standards

• Can be improved with training

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What is a Competency?

Competencies fall into 3 main categories:

– Core

– Behavioural

– Technical

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Why Introduce Competencies?

Competencies: • Highlight the value of the organization

• Provide clear guidelines of success

• Provide practical tools for performance management

• Target training needs for development of staff• Provide a better fit between employees and their job

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What Do Competencies Look Like?

Each competency has a definition and level of proficiency. For Example:

Results OrientationDefinition:

The desire or drive to achieve or surpass identified goals. Establishes performance objectives and measures to continuously improve performance and standards of excellence in the organization. Includes innovative or entrepreneurial behaviours

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Results Orientation

Levels of proficiency and complexity

1. Wants to do the job well2. Works to achieve goals3. Sets own standards to improve performance4. Sets and strives to meet higher standards of performance5. Conducts Cost - Benefit Analyses 6. Takes Calculated Entrepreneurial risks

What Do Competencies Look Like?

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How Does a Competency Model Work?

Lyle M. Spencer and Signe M. Spencer “Competencies at Work. Models for Superior Performance” 1993.

COMMON

INFORMATION

Jobs: CompetencyRequirements

People:Competencies

SuccessionPlanning

Recruitment

CompensationPerformanceAppraisal

Selection

Training &Development

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Implementation of a Competency Model

The implementation of a model is a 5-stepprocess:1) Determine strategic directions of organization2) Design the principles and architectural framework of the

model3) Develop the competency model and assessment tools4) Communicate progress and benefits to stakeholders5) Integrate in phases

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Implementation of a Competency Model

Step 1 Determine the strategic directions of theorganization

A sample:

Creating the Future-Treasuring the Past: Toronto Public Library’s Strategic Plan 2000-2003 www.tpl.toronto.on.ca

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Implementation of a Competency Model

Step 2 Design the principles and architectural framework of the model

• How are competencies to be used?

• Are there standard competencies for the organization with subsets for specific jobs?

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Implementation of a Competency Model

Step 3 Develop the competency model and tools for linking human resources functions.

• Develop competency profiles for each job/position/role

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Implementation of a Competency Model

Step 3 Develop the competency model and tools for linking human resources functions.

•Create tools to operationalize competencies eg: performanceappraisals

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Step 4 Communicate progress and benefits to stakeholders

Step 5 Implement in phases

Implementation of a Competency Model

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Use of the Competency Model

in the City of Toronto• Performance Management

• Training and Development

• Succession Planning

• Recruitment

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Process to select competencies• 1998: Lists of behavioural competencies were compiled from

the literature, from interviews with selected staff and from previous municipalities

• 1999: Focus groups of non-union staff were brought together to

select the most relevant competencies from the lists; to revise and refine the definitions; and create the City of Toronto Competency Dictionary

• 1999: Executive Management Team selected the core competencies from the dictionary

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Process to select competencies

• 2000: Focus groups of job families (director, manager, supervisor) selected appropriate role competencies (4-6) and identified the levels of proficiency for core and role competencies

• 2001: Non-union employees confirmed the chosen competencies and levels of proficiency by means of an electronic survey

• 2001: Technical competency process will be completed for business units to implement

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Competency Dictionary• Adaptabil ity

• Commitment to Continuous Learning

• Conceptual Thinking

• Customer Service Orientation(CORE COMPETENCY)

• Developing Others

• Fiscal Accountabili ty (CORECOMPETENCY)

• Holding People Accountable

• Impact and Influence

• Innovation (CORE COMPETENCY)

• Leadership

• Leading Change

• Listening, Understanding andResponding

• Organizational Awareness

• Planning, Organizing andCoordinating

• Political Acuity (EXECUTIVECOMPETENCY)

• Problem Solving

• Relationship Building

• Responsiveness to the Public

• Results Orientation (CORECOMPETENCY)

• Shaping the Organization(EXECUTIVE COMPETENCY)

• Strategic Orientation

• Striving for Clarity and Quality

• Teamwork (CORE COMPETENCY)

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Each job has 15 Competencies

• 5 Core (Reflect what the organization does best and are necessary for all jobs)

– Customer Service

– Teamwork

– Fiscal Accountability

– Innovation

– Results Orientation

• 5 Role (Those personal characteristics that influence or drive performance)

• 5 Technical (Technical knowledge or skills that are critical for a specific job/role to be successful)

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Levels of Proficiency

• Within each competency levels of proficiency are described

• As you progress through job level in the organization employees are expected to demonstrate a higher level of competency

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Competencies

Customer Service Orientation- a desire to identify and meet/exceed the requirements of internal and external customers. Recognizing the variety of customers in communities and all levels of the organization and accommodating their diverse needs.

• Team Leader/Branch Head: Advocate for the Customer - (Level 3)

• District Manager: Addresses Underlying Customer Needs - (Level 4)

• Director Public Service: Uses a Long-Term Perspective - (Level 5)

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Customer Service Orientation Levels of ProficiencyLevel One: Clarifies expectations

Level Two: Takes personal responsibility in addressing customer service problems

Level Three: Advocates for the customer

Level Four: Addresses underlying customer needs

Level Five: Uses a long term perspective

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Competencies - Team Leader/Branch Head

Customer ServiceAdvocate for the Customer (Level 3 )

• Analyzes and interprets customer data• Develops and implements customer service strategy• Acts as an advocate for the customer

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Competencies - District Manager

Customer ServiceAddresses Underlying Customer Needs (Level 4) • Determines the customer’s issues

• Accommodates needs of the customer as customized service

• Integrates a customer service focus into business strategies, plans and programs

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Competencies - Director Public Service

Customer ServiceUses a Long-Term Perspective (Level 5)

• Looks for long term benefits for the customer• Researches customer needs to guide strategy development• Creates innovative solutions• Formulates strategies to optimize customer service• Ensures policies reflect responsiveness to the customer

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How competencies are organized

The city’s competencies are organized into a Learning Framework

The framework categorizes the areas of learning and skill needed in the city.

The 4 areas are:

• Public Administration & Civic Service

• Business ‘Know-How’

• Leadership and Management

• Service-specific or technical

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Public Administrationand Civic Service

Service-Specific or technical

‘Business’‘Know-How’

Leadership and Management

Learning Framework

Leadership assessments.Managerial and leadershipprograms

Courses forprofessional andtechnicaldevelopment

Programs in localgovernment &policy process

Learning in BusinessProcess Redesign;finance, businessplanning & qualityimprovement

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Linking to other processes

Competencies to be integrated with:

– recruitment and selection

– planning for advancement & promotion

– succession management

– performance management (developmental purposes)

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Use of the Competency Model in the City of Toronto

– Performance Management

– Considerations:

– Competencies needed to do work

– Current competencies of the individual

– Competencies needed to be developed

– Training and development opportunities

(Appropriate compensation)

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Use of the Competency Model in the City of Toronto

Development Plan– Competencies to be developed

– Input of the employee

– Manager’s support

– Learning opportunities that can be created

– Longer term plan for work and learning

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Use of the Competency Model in the City of Toronto

Succession PlanningConsiderations:– Is there bench strength?

– What do you want to keep?

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Use of the Competency Model in the City of Toronto

Retention and Recruitment– Learning and development opportunities

– Reward and recognition

– Challenging and meaningful work

– Stimulating and supportive environment

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Examples of Competencies from the Library Profession

– Competencies for Special Librarian for the 21st Century (http://www.sla.org/professional/ competency.html)

– National Library of Canada

– Task Force on Core Competencies, American Library Association

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Implementation of a Competency ModelFactors that contribute to success:– Effective implementation process

– High level of management commitment and support

– Development program must be in place

– Some models fall short when they are used to determine individual pay

– Human Resources Dept. should be involved

– Competencies must be applied correctly.

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Implementation of a Competency Model

Factors To Bear In Mind:– Process is labour-intensive

– Cost

– Duration of process

– Organizational culture

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Goals

Goals of the Presentation– Understand the principles of a competency based

management

system

– Review a “Case Study”

– Understand how a competency based system could be implemented

– Provide resources for further information

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Further Information

Competencies Needed by Public Library Staff

Josephine Bryant

Kay Poustie

Bertelsmann Foundation

Gütersloh 2001

www.stiftung.bertelsmann.de/INPL