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Navigating Change: Redefining Library Boundaries and Valuing People in Higher Education

Stephen Town, Director of Information at the University of York, explores the evolving landscape of libraries and information management since 1964. He examines the shift from traditional content access to modern challenges, including open-access publishing and digital archiving. Highlighting the importance of organizational skills, human capital, and community engagement, Town encourages institutions to reimagine library value in a boundless context. He emphasizes that the evolving needs of users necessitate continuous improvement in skills and capabilities to foster engagement and sustainable practices in higher education.

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Navigating Change: Redefining Library Boundaries and Valuing People in Higher Education

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  1. Change, boundaries, skills and people value:a provocation Stephen Town Director of Information University of York

  2. The changing boundaries … • Content and access changing since 1964 • Networks (1969-) • Devices (1981-) • “Without walls” (1990s) • The walls come back … (2000s)

  3. Recent additions to the portfolio • Open access publishing management • Research data management • Digital archiving (multimedia) • Widening participation outreach • The University Art collection • Digital signage

  4. 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” (Mengelet al, 2010) • Boundaries are as much of imagination as real?

  5. 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

  6. The Royal Bank of Scotland’s human capital model

  7. Kostagiolas, 2010

  8. 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

  9. A people proposition based on … • What our people should know • What our people should be • What difference our people make

  10. Improving the diagram .. Knowledge Skills Organisational skills and in some cases Technology and other specialisms • Information science • Interaction with users • Information management • Life cycle management • Distribution • Relevant management theory and methods

  11. People being … • Values driven • Curious • Changeable • Connected • Making it up for themselves …

  12. 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.”

  13. York ClimateQUALResults vs UK and US Mean

  14. 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

  15. Penna’s hierarchy of engagement (2007)

  16. A Human Capital approach Enablers (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

  17. 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

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