By Paula M. Singer
Drawing on her services as a number one advisor on human source matters within the library, Paula Singer addresses the customarily fraught factor of making plans for swap: not only on the most sensible yet in any respect degrees of a company. With Singer's support, directors can: evaluation the readiness in their present administrative constitution; determine the serious administration and technical positions; undertaking and plan for destiny vacancies; and, additionally establish the most important potential for severe positions. Readers will realize suggestions for recognizing strength leaders and inspiring expert development of present employees.
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Extra info for Succession Planning in the Library: Developing Leaders, Managing Change
A. What was the situation? b. When did this situation occur? c. What did you do? d. How do you believe the experience helped you demonstrate this competency? 2. 3. 4. 5. 6. 7. 8. e. If you had a mentee or trainee, and she participated in an experience like this, would it help to build the competency? Who are some people in this library who are exceptionally good at demonstrating this competency to whom you could refer your mentee or trainee? What are some work experiences in the library that you believe your mentee/trainee should be given to build or demonstrate the competency?
This process results in the development of a library that has a continuous and dynamic learning environment—a necessity for survival in the twentyfirst century. As Josephine Bryant and Kay Poustie write in the Bertelsmann Foundation’s 2001 report Competencies Needed by Public Library Staff: The [competency] system is behaviourally anchored so that both managers and employees can see what is expected of them. The system can also be used to integrate several human resources functions: The model can be used as the basis for executive development, recruitment, selection, compensation, performance appraisal, career development, job design, and orgaÂ�nization design.
Pat Olafson, the libraries’ HR director, clearly depicted many of these steps in an easy-to-capture spreadsheet. See the story of Sno-Isle Libraries in chapter 7 for an example of her spreadsheet with hypothetical information filled in to provide a picture of the process and for a more detailed explanation of how it was used. Other Ways of Replacing Key Positions Before a vacancy occurs and certainly before filling a position or planning for successors, a library should consider other options to filling the position, including not filling it at all.