change, boundaries, skills and people value: a provocation stephen town director of information...
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Change, boundaries, skills and people value:
a provocationStephen Town
Director of InformationUniversity of York
The changing boundaries …
• Content and access changing since 1964• Networks (1969-)• Devices (1981-)• “Without walls” (1990s)• The walls come back … (2000s)
Recent additions to the portfolio
• Open access publishing management• Research data management• Digital archiving (multimedia)• Widening participation outreach• The University Art collection• Digital signage
Some conclusions …• “Needs are endless…” (Thorhauge,
2010)• (IT) Skills debate a constant for at least twenty
years, but libraries have (more than) survived• “Organizational level thinking is crucial”
(Mengel et al, 2010)• Boundaries are as much of imagination as
real?
How we build Library Value?• Library relational capital– within and beyond the University
• Library tangible & intangible capital– including Human capital development
• Library virtue– contribution to transcendent outcomes
• Library momentum– quality maturity and pace of change
• One organised library’s response to the question of people measurement:– Attainment of core competencies– On the job competency development– Leadership performance– Staff satisfaction– Skills deployment
• Based on data from a benchmarked staff climate survey
A people proposition based on …
• What our people should know• What our people should be• What difference our people make
Improving the diagram ..Knowledge
• Information science– Interaction with users
• Information management– Life cycle management– Distribution
• Relevant management theory and methods
Skills
• Organisational skills
and in some cases
• Technology and other specialisms
Engagement measurement (Morgan, C-A.)
“Engagement is a combination of commitment to the organization and its values, plus a willingness to help out colleagues (organizational citizenship)”
“… beyond job satisfaction, and is not simply motivation.”
York ClimateQUAL Results vs UK and US Mean
Climate for Continual LearningClimate for Customer ServiceClimate for Deep Diversity, Standardization of Procedures
Climate for Deep Diversity, Valuing Diversity
Climate for Racial Diversity
Climate for Gender Diversity
Climate for Diversity of Ranks
Climate for Sexual Orientation Diversity
Co-worker Support for Innovation
Distributive Justice
Procedureal Justice
Interpersonal JusticeInformational JusticeClimate for Psychological SafetyClimate for Teamwork, Benefit of Teams
Climate for Teamwork, Structural Facilitation of Teamwork
Job Satisfaction
Leader-Member Relationship Quality
Authentic Leadership
Organizational Citizenship Behaviors
Organizational Commitment
Organizational Withdrawal
Team Psychological Empowerment
Task Engagement
Interpersonal ConflictTask Conflict
0
5
10
York UK Mean US Mean
A Framework? (Phipps, Franklin & Sharma, 2010)
“the … intent of measuring whether articulated organizational values were achieved”“A systems approach”
• Leadership & team decision making• Performance Management system• Hiring, merit and promotion• Communication system• Learning, training, innovation approaches
A Human Capital approachEnablers (4 ‘C’s)– Capacity
• Minus confounders– Absence, turnover
– Capability• Raw & growth• Critical mass
– Climate of Affect• Engagement• Empowerment
– Culture of momentum• Programme capability• Maturity
Outcome proofs– Market fit
• Sustainability• Market related impact
– Strategic fit (over time)• Quality & Improvement• New product development
– Contribution to• Productivity• Creativity
– Competitive impact• Service development• Reputational investment
Conclusions and questions
• Can we leave skills to the market?• Some key transferable skills should be more
strongly assessed at professional entry point?• Skills are only (a small) part of solving
boundary and change problems• The current model ignores the most significant
skills for organisational success