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Planning a Future Workforce: Transformation in Australian Library Services

This paper by Jenny McCarthy explores the evolving landscape of workforce dynamics in Australian libraries. It highlights age demographics, service delivery transformation due to technology, and the skills required for future librarians. As many library professionals approach retirement, the discussion focuses on strategies for workforce planning, succession, and professional development. The role of libraries in society is changing, necessitating new competencies and adaptations. Australian responses, including initiatives by LATN and QUT Library, are emphasized to prepare for upcoming challenges.

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Planning a Future Workforce: Transformation in Australian Library Services

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  1. Planning a Future Workforce: an Australian Perspective. Jenny McCarthy Associate Director, Library Services [Development]

  2. Queensland ……. beautiful one day … perfect the next

  3. What’s happening in our workplaces • Age profile of the library workforce • Changing nature of library services

  4. The Challenge • What services will we be offering? • What skills will our staff need? • How will we prepare present and incoming workforce?

  5. Some Australian Responses • National • Libraries of the Australian Technology Network • Queensland University of Technology Library

  6. Age Profile Canada: • 50% library professionals 45+ • 100% increase in number turning 65 than in previous 10 years Source: 1996 Census Data. 8Rs Canadian Library HR Study United States of America: • “In the decade beginning in 2010…45% of today’s librarians will reach age 65” Source: Lynch M, Tardella S & Godfrey T, 2005

  7. Australia • 52% librarians 45+ Source: Australian Government, 2004

  8. QUT Library • 34% workforce 50+

  9. The Additional Challenge • Many librarians are senior in age and position level • At QUT Library 80% of senior managers are 50+

  10. Can Can, by Matthew Kemp

  11. Changes in Service Delivery • Impact of ICTs on: • Pedagogy • Publishing • Research • Client expectations

  12. Emerging roles and service areas • Information management, learning objects, data sets • Open access, digital repositories • Support new pedagogies in online environment

  13. New @ QUT Library • e-Journals and e-books • Course materials database • Digital theses • Information literacy • Online teaching support • Increased demand for research support And still a high value on: • F2F services • Long opening hours

  14. Future Skills - (Fisher, 2004)

  15. It takes an extraordinary worker to become a successful librarian in the 21st century Source: Lovato-Gassman, B. 2003

  16. Australian Responses :LATN Whitmell Consultancy • LATN-wide recommendations: • Develop a written plan • Change recruitment, hiring and retention practices • Recognise good work and attributes • Encourage professional development & higher education • Develop leaders and managers

  17. LATN: 2004 Whitmell Consultancy • QUT Library recommendations: • Develop a written workforce and succession plan • Conduct an inventory of skills & attitudes needed • Revise selection criteria to focus on learning agility, personal attributes & leadership qualities • Consider all vacancies to see if there are new priorities • Encourage staff to take a proactive stance re career development • Identify staff with leadership & management potential

  18. LATN-wide Action • Project to develop an inventory of attitudes, aptitudes and skills for particular roles • Commencing with Faculty / Liaison Librarian roles

  19. QUT Library Response • University requirement for quantitative workforce planning data • Informed by Library Vision and Strategic Plan • Underpinned by understanding of qualitative matters

  20. QUT Library Response • Competencies Matrices • Training Needs Analysis • Staff Development • Leadership & Management Development • Workforce Profile Review • Recruitment & Selection

  21. Competencies Matrices • For key job families and service functions • Conscious articulation of skills required • Has reminded us things have changed • Used to inform induction and on-the-job training

  22. Training Needs Analysis • Informed by: • QUT Blueprint and Strategic Plan • Library Vision and Strategic Plan • Environmental scan • Needs identified via PPr • Informs: • Annual Training Plan

  23. Staff Development • Policy • Budget • Internal Events • Library • Divisional • HR Department • External Events • Generic training • Discipline specific, eg conferences

  24. Leadership & Management Development • Formal Programs - Internal and External • All Managers & Supervisors attend relevant HR provided training • Support for formal study

  25. Leadership & Management Development Informal Initiatives • Secondments – within Library or University – External • Projects eg CMD, AIRS Online, e-prints

  26. Workforce Profile Reviews • Casual & Ongoing Review • 50+ casuals = 25 ongoing • Library benefits = staff stability, training • Employee benefits = job security • Lending Services Staff Classification Review • Impact of technology on functions • Need for flexibility for rosters and skills • Health & Safety considerations • Library Resource Services Skills Review • Impact of print to electronic • New functions eg CMD, datasets, digital theses

  27. Recruitment & Selection Review of Position Descriptions • Skills • Attitudes • Flexible • Leadership potential • Lifelong learners

  28. Recruitment & Selection Selection Techniques • Upskill in interview techniques • What to ask • How to ask • How to probe • Other strategies • Work tests • Psychological tests • Presentations

  29. Conclusions • Many senior managers are looking towards retirement • The skill set required of staff now and into the future is broad • Developing the desired workforce profile requires planning • Current leaders have a responsibility to initiate and implement plans

  30. Cruising, by Beryl Cook

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