Managing Change: Your Role in Strategic HR InitiativesMichael CrumptonAsst. Dean for Administrative ServicesUniversity of North Carolina at Greensboromacrumpt@uncg.edu

Enduring Values• Stewardship• Service• Intellectual freedom• Rationalism• Literacy and learning• Equity of access• Privacy • Democracy• Common good

IFLA Trends ReportOur information environment is constantly changing. How will we access, use and benefit from information in an increasingly hyper-connected world? The IFLA Trend Report identifies five top level trends which will play a key role in shaping our future information ecosystem: • TREND 1: New Technologies will both expand and limit who has

access to information. • TREND 2: Online Education will democratize and disrupt global

learning. • TREND 3: The boundaries of privacy and data protection will be

redefined.. • TREND 4: Hyper-connected societies will listen to and empower new

voices and groups. • TREND 5: The global information environment will be transformed

by new technologies.

Information Literacy and Information Technology

"Fluency" with information technology may require more intellectual abilities than the rote learning of software and hardware associated with "computer literacy", but the focus is still on the technology itself. Information literacy, on the other hand, is an intellectual framework for understanding, finding, evaluating, and using information--activities which may be accomplished in part by fluency with information technology, in part by sound investigative methods, but most important, through critical discernment and reasoning.Information literacy initiates, sustains, and extends lifelong learning through abilities which may use technologies but are ultimately independent of them.

Role(s) of Libraries

Historically

• Self-improvement• Social harmony• Growth and

development• Multicultural • Intellectual freedom

New or current

• Community building• Maker Movement• Economic impact• Technology• Information literacy in a

global society

Information Communities

• Includes Role of Information• Diverse information providers• People’s need for access and use of

information• Impact of emerging technologies• Transcending barriers• Foster social connectedness

Dimensions of Diversity

Organizational Kudzu

Kudzu growth peaks

HR Focus:Staffing Compensation, HR planning,

training

Introduction

Staffing andtraining

Change managementOutplacementCross-training

Growth Maturity Decline

Crisis: Leadership

Need:Creativity

Crisis: Delegation

Need: Clear direction

Need:Formal systems

Crisis: Bureaucracy

Crisis: Change resistance

Need:• Streamlined

decision making• Flexibility• Small-company

thinking

SWOT

Exte

rnal

Inte

rnal

Strengths Weaknesses

• Skill Development• Training•Available Talent

• Position Freezes• Retention Issues

• Closed to New Ideas•Non-Inclusiveness

Opportunities Threats

•Open to New Ideas• Embrace Learning

SWOT

Competencies

Competencies are a set of behaviorsencompassing skills, knowledge,

abilities and personal attributes that, taken together, are critical to successful work accomplishment.

-Society of Human Resource Management

Using Competencies

Hiring Process

• Job descriptions and responsibilities• Classifications

and/or upgrades• Expand services or

support structure• Increases or

changes to staffing structure

Performance Management

• Evaluations and Reviews

• Training or professional development

• Improve services or service offerings

• Address new technologies or responsibilities

Examples• Technology• Word processing,

spreadsheets, presentation programming skills

• Web navigation and design skills

• Digitization, camera

• File management skills

• Videoconferencing• Local network

knowledge• Storage devices

12 Core CompetenciesAs identified by: BETH McNEIL AND JOAN GIESECKE

• analytical skills/problem solving/decision making• communication skills• creativity/innovation• expertise and technical knowledge• flexibility/adaptability• interpersonal/group skills• leadership• organizational understanding and global thinking• ownership/accountability/dependability• planning and organizational skills• resource management• service attitude/user satisfaction

Importance of Building Competencies

• Focusing on competencies• Positive impact on diversity• Supports change• Organizational development initiatives

• Emotional intelligence component• Manages self• Understands others• Better relationships

Building Competency Models• Determine business need• Functions and stakeholders• Job analysis • User benefits

• Gather data• Project gaps

• Develop plan and vision• Gather support

• Launch and evaluate

KSA’s

KSAs...Knowledge, Skills and Abilities...a list of special qualifications, experiences and personal attributes that you need to have for a particular job.

Knowledge

• Knowledge statements refer to an organized body of information usually education or from a factual or procedural nature which, if applied, makes adequate performance on a job possible. A body of information applied directly to the performance of a function.

Skills• Skills refer to the proficient manual, verbal or mental

manipulation of data or things. Skills can be readily measured by a performance test where quantity and quality of performance are tested, usually within an established time limit. Examples of proficient manipulation of things are skill in typing or skill in operating a computer. Examples of proficient manipulation of data are skill in computation using decimals; skill in editing for transposed numbers, etc.

Abilities• Ability statements refer to the power to perform an

observable activity at the present time. This means that abilities have been evidenced through activities or behaviors that are similar to those required on the job, e.g., ability to plan and organize work. Abilities are different from aptitudes. Aptitudes are only the potential for performing the activity.

Financial Perspective

Is budgeting strategically focused on a mix of elements that support the library’s vision and strategy while remaining sustainable?

Operations and Services Perspective

Are operations and processes streamlined for efficiency and job satisfaction for library staff?

Stakeholders Perspective

Does the vision and strategy meet the needs and expectations of stakeholders such as students, faculty, community and staff?

Learning & Growth Perspective

Does the library promote and encourage innovation and creativity with ongoing learning opportunities for collective growth?

VISION AND STRATEGY

People

• Talent Acquisition• Retention Efforts• Employee Engagement• Professional

Development• Benefit Administration

Organization

• Provide Structure for Organizational Guidelines

• Organizational Effectiveness Planning

• Workforce Management and Disciplines

• Employee Relations

Workplace

• Diversity and Inclusion Issues

• Risk Management• Institutional Social

Responsibility• Employment Law and

Regulations

Strategy

• Institutional Vision and Strategic Direction

• Institutional Values

Trends and Emerging Concepts

• Skills Assessment• Contingency Plans

Departmental Job/ Task Analysis• Task Prioritized

• Unit of measurement = hours

Skills Development• Options Provided

• Training Documented

Performance Plan’s• Catalyst for Changes

Strategic Positioning

Desired Position

Identified

Solicit Internal Interests

Interview Process

Candidate Recommendation

Critical to

Current Dept.?

Department Reviews and Creates new

Desired Position

Department Absorbs

Responsibility

Yes

No

• Positions identified in trends review as needed by organization to move forward

• Internal posting process to move existing line to new department (internally)

• Interested persons will be interviewed by group with established criteria

• Successful candidate’s department review of incumbent position

• Determine if responsibilities are absorbed or if another posting is required

• Training plan created for successful candidate in new department

Repurposed Position Model

Monitor progress and

adjust as needed

Strategic vision or mission

Environmental scanning, SWOT, Benchmarking

Strategy development

Implement the strategy

Strategy Process

Gathering Information

Factors to consider Methods for analysis Uses of the informationPosition purpose, relationship to other positions in work area

Observation Position descriptions and organizational fit

Responsibilities and activities of people currently in position

Interview Expectations or performance for position

Knowledge, skills and abilities that are needed for success

Questionnaires Training or development needs of individuals in position

Behaviors and performance expectations for individual in position

Dairies and logs Recruitment specs or career progression/succession planning criteria

Senior Librarian

Senior Specialist

Librarian Specialist

LIS Associate Associate

Specialist

Assistant Specialist

LIS Associate

Clerk

Library/Information Science Career Path

Other Educational Career Path

LIBRARY CAREER LATTICE

Change management model

1. Determine the need or desire forchange.

2. Prepare tentative plans.

3. Discuss alternatives andprobable reactions.

4. Make a final decision.

5. Establish a project planand a timetable.

6. Communicate the change.

7. Implement and evaluatethe change.

goals

Facilitate Changes• What has changed

lately…….look at tasks and job functions• Technology – is

everyone keeping up?• Are changes

transparent? Do you know what your neighbor is doing?

Team Building• Are cross department

teams formed for org projects?• Are they always the

same people? Anyone feeling left out?• Are team leaders

formal or informal?• Are contributions

recognized?

goalsPerformance Management

• Democratic vs. autocratic organization – pros and cons• Subject specialist as

managers• Evaluation methods

used• Value of peer review?

Goal Planning• Institution goals and

mission statement• Individual goals for

annual review• Department goals for

group actions• Project team goals

for focused results

Doing your research

Primary(data gathered

firsthand)• Experimental• Pilot projects• Surveys• Interviews• Focus groups• Direct observation• Testing

Secondary(data gathered by

others)• Secondhand reports• Historical data• Purchased data• Professional

publications• Benchmarking• Best-practices reports

Creating next expectation• Staff are “introduced

to new skills

• Research will be conducted on feedback

• Action items will be implemented

• Programs will be expanded and repeated

• Assessment tools used to quantify results

• Transparency important for sharing