9/19/06 1

The Most Valuable Library Resource*

Jordan M. Scepanski

Chapel Hill, North Carolina

U.S.A.

9/19/06 2

Microsoft Ad

“Inside your company is a powerful resource, a force that can cut costs, streamline processes, create new

products and services, and find and impress new customers….

It’s your people. Are they ready?”

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Human Resources

-- more important than collections

-- more important than facilities

-- more important than technology

The single essential element in having an effective information

delivery program.

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But --Libraries need the right kind of

people and they need to be trained and organized in relevant

ways.

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People are the “powerful resource” -- the one that goes

home every night!

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University of North Carolina at Chapel HillSchool of Information & Library Science

Study on Workforce Issues for the Future

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Trends Identified by UNC Study

• Limited or declining library budgets• Constant change• Fewer professional positions & fewer requiring

library school training• Fewer support staff positions but with greater

responsibilities• Role & value of library cannot be taken for

granted

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Additional Trends…

• Recruitment affected by location, community, compensation, opportunities for growth

• Retention is influenced by opportunities for growth & the culture of the institution/library

• Collaboration and innovation are central to survival

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Three Major Workforce-related Challenges

Leadership

Organizational Culture

Staff Development and Training

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Leadership

What Leaders Do

&

Who They Are

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What Leaders Do

• Change agents• Describe their vision

for the future• Motivate others• Think & plan

strategically• Involve others in

planning process

• Communicate clearly & listen thoughtfully

• Facilitate & champion innovation

• Commit to collaboration

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Leadership Qualities

• Integrity• Honesty• Commitment to staff growth &

development• Effective in the political environment• Able to adapt to changing circumstances &

situations

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Who Is a Leader?

Not a single individual in an organization, nor only someone in an

administrative or management position

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Library Administrators as Leaders

• Establish a vision and provide a direction for the library

• Educate everyone about the library• Publicize library achievements & services• Build strong relationships with key

influential people• Reach out to other libraries to collaborate • Contribute to recruitment

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Library Staff as Leaders

• Meet with individuals outside the library

• Attend campus and community events

• Look for partnerships everywhere

• Identify ways to publicize the library and its services

• Demonstrate value of the life-long learning and research

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Library Leaders Are:

• Willing to compromise

• Confident in their contributions

• Open to different views and ideas

• Adapt style and approach to fit the particular situation

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Organizational Culture“…a pattern of shared basic assumptions that the

group learned as it solved its problems…that worked well enough to be considered valid and

taught to new members as the correct way to perceive, think and feel in relation to the

situations/problems in group organizations.”

“…tacit assumptions about how the world is and ought to be” shared by members of a group.

--Edgar Schien

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Comments on Library Culture*• Culture of the library reflects the culture of

the parent institution• Some libraries are comfortable, collaborative,

slow to change, and homogeneous• Complacency & ease rather than urgency &

desire for change• A “do it now” attitude exists in the corporate

culture• Understanding organizational culture is key to

success

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Library Culture continued:

• Face-to-face encounters are being replaced with virtual connections

• Need to be proactive in incorporating services to meet information needs in a changing environment

• Staff need to see the big picture and buy into fundamental change

* from papers prepared for a Summer 2005 Vanderbilt University seminar on leadership for librarians

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Development & Training of Staff

Top to Bottom

&

Bottom to Top

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Comments on Training and Development*

• Library degree doesn’t prepare students for all duties

• Library degree won’t sustain over entire career• Continuous learning must be a professional

responsibility• Staff need more opportunities to develop skills &

leadership qualities• Staff development plans, policies & programs are

required & should match users’ needs• On-the-job training necessary for new & existing

personnel

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More on Training & Development

• There cannot be too much staff development & training

• Training is critical to a flourishing organization• Life-long learning is required for professional

success• The time/money barrier can be overcome by

continuing education programs that have demonstrated value

• Barrier of time & money is often of our own making

* From the Vanderbilt Leadership Seminar

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A Successful Staff Development Program

• Addresses immediate needs first, then developmental needs for 1-2 years

• Addresses ongoing, continuous learning requirements of all staff

• Is varied in content & delivery• Takes into account different needs of individuals

in the organization• Has measurable outcomes• Is modified as necessary

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*This presentation is based largely on a talk by Sheila Creth of Progressive Solutions given to a gathering of librarians at a leadership seminar conducted this past summer at Vanderbilt University in the United States. The text is used with her permission