Transcript Document
Change, boundaries, skills and people value: a provocation Stephen Town Director of Information University 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 The Royal Bank of Scotland’s human capital model Kostagiolas, 2010 • 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 Skills • Information science • Organisational skills – Interaction with users • Information management – Life cycle management – Distribution • Relevant management theory and methods and in some cases • Technology and other specialisms People being … • • • • • Values driven Curious Changeable Connected Making it up for themselves … 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 Learning Task Conflict Climate for Customer Service 7 Interpersonal Conflict Climate for Deep Diversity,… 6 Task Engagement Climate for Deep Diversity, Valuing… 5 Team Psychological Empowerment Climate for Racial Diversity 4 3 Organizational Withdrawal Climate for Gender Diversity 2 1 Organizational Commitment Climate for Diversity of Ranks 0 Organizational Citizenship Behaviors Climate for Sexual Orientation… Authentic Leadership Co-worker Support for Innovation Leader-Member Relationship Quality Distributive Justice Job Satisfaction Procedureal Justice Climate for Teamwork, Structural… Interpersonal Justice Climate for Teamwork, Benefit of… Informational Justice Climate for Psychological Safety 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 Penna’s hierarchy of engagement (2007) A Human Capital approach Enablers (4 ‘C’s) – Capacity • Raw & growth Critical mass – Climate of Affect Engagement Empowerment – Culture of momentum • • Market fit • Sustainability • Market related impact Absence, turnover – Capability • • – Minus confounders – • • Outcome proofs Programme capability Maturity – 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