challenge_in_library_management_nn.ppt

8/19/2019 challenge_in_library_management_nn.ppt

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A presentation by Josephine Bryant

City Librarian: Toronto Public Library

COMPETENCIES NEEDEDAND O! TO MEAS"#E TEM

IN TE $"T"#E O#IENTED P"BLIC

LIB#A#%E&periences 'ro( Cana)a

Presentation to: Scandinavia meets the World

Conference: 10-12 June 2001


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Intro)uction

The Challen*e o' library (ana*e(ent in the +,stcentury

Issues – Balancing new & traditional services

– A climate of fiscal restraint and increased accountability

– ncreased com!etition

#esponse – "evelo! a #ig#ly s$illed and motivated wor$force

– %reate an environment of continuous learning

Direction – A com!etency based management system


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-oals

-oals o' the Presentation – 'nderstand t#e !rinci!les of a com!etency based management

system

– (eview a )%ase *tudy+

– 'nderstand #ow a com!etency based system could be

im!lemented

– Provide resources for furt#er information


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Bac.*roun)

Co(petencies Nee)e) by Public Library Sta''

Josephine Bryant

/ay Poustie

Bertels(ann $oun)ation

.terslo# 2001

www/stiftung/bertelsmann/deP


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A Co(petency Base) Mana*e(ent

Syste(

4 Provides t#e !rocess w#ereby com!etencies needed to

ac#ieve success are identified

4 ntegrates several #uman resources functions

4 Provides t#e basis for trac$ing and measuring !erformance


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!hat is a Co(petency0

%om!etencies are t#e 6nowledge7 s$ills7 attitudes7 values7

be#aviors and c#aracteristics t#at !eo!le need to do a 8ob

successfully/

%om!etencies:

4 %orrelate wit# 8ob !erformance

4 %an be measured against standards4 %an be im!roved wit# training


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!hat is a Co(petency0

%om!etencies fall into main categories:

– %ore – Be#avioural

– ec#nical


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!hy Intro)uce

Co(petencies0 Co(petencies:

4


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!hat Do Co(petencies

Loo. Li.e0?ac# com!etency #as a definition and level of !roficiency/ @or

?am!le:

#esults Orientation

"efinition:

#e desire or drive to ac#ieve or sur!ass identified goals/

?stablis#es !erformance ob8ectives and measures to

continuously im!rove !erformance and standards of ecellence

in t#e organi=ation/ ncludes innovative or entre!reneurial be#aviours


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#esults Orientation

evels of !roficiency and com!leity

1/ ants to do t#e 8ob well

2/ or$s to ac#ieve goals

/ *ets own standards to im!rove !erformance

,/ *ets and strives to meet #ig#er standards of !erformance3/ %onducts %ost - Benefit Analyses

5/ a$es %alculated ?ntre!reneurial ris$s

!hat Do Co(petencies

Loo. Li.e0


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o1 Does a Co(petency

Mo)el !or.0

yle C/ *!encer and *igne C/ *!encer )Competencies at Work. Models

for Superior Performance+ 1>>/

%DCCD

@D(CAD

Jobs: %om!etency(eEuirements

Peo!le:%om!etencies

*uccessionPlanning

(ecruitment

%om!ensation

PerformanceA!!raisal

*election

raining &"evelo!ment


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I(ple(entation o' a

Co(petency Mo)elThe i(ple(entation o' a (o)el is a 23step

process:

1F "etermine strategic directions of organi=ation2F "esign t#e !rinci!les and arc#itectural framewor$ of t#e

model

F "evelo! t#e com!etency model and assessment tools

,F %ommunicate !rogress and benefits to sta$e#olders3F ntegrate in !#ases


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I(ple(entation o' a

Co(petency Mo)el

*te! 1 "etermine t#e strategic directions of t#e

organi=ation

A sam!le:

Creating the Future-Treasuring the Past:

Toronto Public ibrar!"s Strategic Plan#$$$-#$$% www/t!l/toronto/on/ca


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I(ple(entation o' a

Co(petency Mo)el

*te! 2 "esign t#e !rinci!les and arc#itectural

framewor$ of t#e model

4


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I(ple(entation o' a

Co(petency Mo)el

*te! "evelo! t#e com!etency model and tools

for lin$ing #uman resources functions/

4 "evelo! com!etency !rofiles for eac# 8ob!ositionrole


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I(ple(entation o' a

Co(petency Mo)el

*te! "evelo! t#e com!etency model and tools

for lin$ing #uman resources functions/

4%reate tools to o!erationali=ecom!etencies eg: !erformance

a!!raisals


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*te! , %ommunicate !rogress and benefits to

sta$e#olders

*te! 3 m!lement in !#ases

I(ple(entation o' a

Co(petency Mo)el


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"se o' the Co(petency Mo)el

in the City o' Toronto4 Performance Canagement4 raining and "evelo!ment

4 *uccession Planning4 (ecruitment


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Process to select co(petencies

4 1>>;: ists of be#avioural com!etencies were com!iled from t#e

literature7 from interviews wit# selected staff and from !revious

munici!alities

4 1>>>: @ocus grou!s of non-union staff were broug#t toget#er to

select t#e most relevant com!etencies from t#e listsH to revise and

refine t#e definitionsH and create t#e %ity of oronto %om!etency

"ictionary

4 1>>>: ?ecutive Canagement eam selected t#e core

com!etencies from t#e dictionary


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Process to select co(petencies

4 2000: @ocus grou!s of 8ob families Idirector7 manager7su!ervisorF selected a!!ro!riate role com!etencies I,-5Fand identified t#e levels of !roficiency for core and rolecom!etencies

4 2001: on-union em!loyees confirmed t#e c#osencom!etencies and levels of !roficiency by means of anelectronic survey

4 2001: ec#nical com!etency !rocess will be com!leted for business units to im!lement


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Co(petency Dictionary

4 A)aptability

4 Co((it(ent to Continuous Learnin*4 Conceptual Thin.in*

4 Custo(er Ser4ice Orientation

5CO#E COMPETENC%6

4 De4elopin* Others

4 $iscal Accountability 5CO#E

COMPETENC%6

4 ol)in* People Accountable

4 I(pact an) In'luence

4 Inno4ation 5CO#E COMPETENC%6

4 Lea)ership

4 Lea)in* Chan*e

4 Listenin*7 "n)ersta n)in* an)

#espon)in*

4 Or*ani8ational A1areness

4 Plannin*7 Or*ani8in* an)Coor)inatin*

4 Political Acuity 5E9EC"TI:E

COMPETENC%6

4 Proble( Sol4in*

4 #elationship Buil)in*

4 #esponsi4eness to the Public

4 #esults Orientation 5CO#E

COMPETENC%6

4 Shapin* the Or*ani8ation

5E9EC"TI:E COMPETENC%6

4 Strate*ic Orientation

4 Stri4in* 'or Clarity an) ;uality

4 Tea(1or. 5CO#E COMPETENC%6

20


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Each


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Le4els o' Pro'iciency

4 it#in eac# com!etency levels of !roficiency are

described

4 As you !rogress t#roug# 8ob level in t#e organi=ation

em!loyees are e!ected to demonstrate a #ig#er level of

com!etency


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Co(petencies

Custo(er Ser4ice Orientation3 a desire to identify andmeeteceed t#e reEuirements of internal and eternal customers/(ecogni=ing t#e variety of customers in communities and all levels of t#eorgani=ation and accommodating t#eir diverse needs/

4 eam eaderBranc#


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Custo(er Ser4ice Orientation

Le4els o' Pro'iciencyLe4el One: %larifies e!ectations

Le4el T1o: a$es !ersonal res!onsibility in addressing

customer service !roblems

Le4el Three: Advocates for t#e customer

Le4el $our: Addresses underlying customer needs

Le4el $i4e: 'ses a long term !ers!ective


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Co(petencies 3

Tea( Lea)er?Branchea)

Custo(er Ser4ice

A)4ocate 'or the Custo(er 5Le4el = 6

4 Analy=es and inter!rets customer data

4 "evelo!s and im!lements customer service strategy

4 Acts as an advocate for t#e customer


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Co(petencies 3

District Mana*er

Custo(er Ser4iceA))resses "n)erlyin* Custo(er Nee)s 5Le4el >6

4 "etermines t#e customers issues

4 Accommodates needs of t#e customer as customi=ed

service

4 ntegrates a customer service focus into businessstrategies7 !lans and !rograms


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Co(petencies 3

Director Public Ser4iceCusto(er Ser4ice

"ses a Lon*3Ter( Perspecti4e 5Le4el 26

4 oo$s for long term benefits for t#e customer

4 (esearc#es customer needs to guide strategy develo!ment

4 %reates innovative solutions

4 @ormulates strategies to o!timi=e customer service

4 ?nsures !olicies reflect res!onsiveness to t#e customer


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o1 co(petencies are or*ani8e)

#e citys com!etencies are organi=ed into a Learnin*

$ra(e1or.

#e framewor$ categori=es t#e areas of learning and s$ill

needed in t#e city/#e , areas are:

4 Public Administration & %ivic *ervice

4 Business K6now-


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Public Administrationand Civic Service

Service-Specific or technical

‘Business’

‘Know-How’

Leadership andana!ement

Learnin* $ra(e1or.

Leadership assessments.

Managerial and leadershipprograms

Courses for professional and

technicaldevelopment

Programs in localgovernment &policy process

Learning in BusinessProcess Redesign;finance, business

planning & ualityim rovement


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Lin.in* to other processes

Co(petencies to be inte*rate) 1ith:

– recruitment and selection

– !lanning for advancement & !romotion

– succession management

– !erformance management Idevelo!mental !ur!osesF


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in the City o' Toronto

– Performance Canagement

– %onsiderations:

– %om!etencies needed to do wor$ – %urrent com!etencies of t#e individual

– %om!etencies needed to be develo!ed

– raining and develo!ment o!!ortunities

IA!!ro!riate com!ensationF


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in the City o' TorontoDe4elop(ent Plan

– %om!etencies to be develo!ed

– n!ut of t#e em!loyee

– Canagers su!!ort

– earning o!!ortunities t#at can be created

– onger term !lan for wor$ and learning


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in the City o' Toronto

Succession Plannin*

Consi)erations:

– s t#ere benc# strengt#G

– #at do you want to $ee!G


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in the City o' Toronto#etention an) #ecruit(ent

– earning and develo!ment o!!ortunities

– (eward and recognition

– %#allenging and meaningful wor$

– *timulating and su!!ortive environment


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E&a(ples o' Co(petencies 'ro(

the Library Pro'ession – %om!etencies for *!ecial ibrarian for t#e 21st %entury

5http:??111@sla@or*?pro'essional? co(petency@ht(l6

– ational ibrary of %anada – as$ @orce on %ore %om!etencies7 American ibrary

Association


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I(ple(entation o' a Co(petency Mo)el

$actors that contribute to success: – ?ffective im!lementation !rocess

–


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-oals

-oals o' the Presentation

– 'nderstand t#e !rinci!les of a com!etency based

management

system – (eview a )%ase *tudy+

– 'nderstand #ow a com!etency based system could be

im!lemented

– Provide resources for furt#er information


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challenge_in_library_management_nn.ppt