Brewer, Articles Post for 2/28/12

Assessing Staff on the Competencies, by Houghton-Jan

This article addressed ways to determine individual skill levels via testing, survey, self- assessment or peer assessment.  The article provides formats to use such as paper/online suggesting online to be the better method …using free or fee based tools.  Next you are given 5 tips along with suggestions of how to use the results in providing training and setting timelines.

Working Knowledge, by Pergander

This article which I could relate to suggested managing your boss and positive ways to do this avoiding timely and informative ideas that meet deadlines allowing for no surprises.  Communication was important in this approach arriving at the end result of your benefits and better ability to manage your expectations. 

Staffing Shifts Roil Orlando Public Library, by G, F. F.

Addressed Orlando County Library system in Florida and how their new Director, Hodel replaced professional staff with clerks.  Many of her actions were so drastic, and some reasons provided by Hodel I could relate to with current business actions in my job….but not sure she utilized or reasoned for the long term?  It could be she seen as best financial decision not knowing the staff such as budget assignment we recently completed.  Hodel put emphasis news hires would have MLS….and I wonder if she not so much financed on backs of professionsal as quoted by Church/Reference Librarian but instead set out to “clean house” and his comment of modeling Walmart and big box retailers I know via Labor Studies classes has an unbelievable impact on community and what is considered acceptable business practice.  Sound like she has a corporate stand with her library duties.

Perspectives on…One Model for Creating Career Ladder for Library Support Staff, by Fama and Martin

This was based on current employees and programs for growth and employee promotion using Vanderbilt and Auborn models in comparison.  Quickly moves on to University of Connecticut and how they later developed a career ladder program differing by providing objective evaluation criteria to determine staff progress.

All of these articles were interesting for me…knowing what we at my work have been through for many years and many new leaders in correlation to a changed university president and CFO and their different views.  Our group has been through so many versions and motives that trust is a great issue…and in many of the cases rightly so.  There is a need to understand what staff offers and is capable of…leading to development to meet the demands of the client/business, but doing with sneaky motives is dangerous.  If used correctly it can strengthen your organization.  The thing that many forget is today…not only are things changing quickly, but everywhere staff is carrying the load of their evolving job along with massive increases due to jobs vacated and not filled along with the additional factors to their job caused by mergers and changed business models/plans practice.  Many people are struggling to survive and putting in a lot of “off the clock” hours to meet the job requirements.  Staff would be thrilled to receive training in most cases….but there is only so much of that person.  And unfortunately, minds clicking while trying to absorb training will hold staff back from achieving the high level of benefit from the training….not always their resistance or their fault…..but the business/supervisor or higher management not truly understanding what has been put on staff these days.  They can be busy planning and implementing, but not paying attention or listening…which are great attributes in helping staff reach their goals.  In my job…I listen….very closely and it helps me determine what is needed that folks don’t come out and ask for or often don’t realize they need.  I really supported the article by Fama/Martin because I know in my early years at the university seniority mattered…and is a treasure that has been forgotten and not recognized well at all.  Their approach for promotion identifies a good amount of criteria that addresses seniority the same as a new employee.  I also understand the need for a few years required in the business…to learn first of all how it operates, but to understand where the plan is going and how they should progress and grow to meet demand in their development opportunities.  Promotion should not be given due to their incoming experience…as it was addressed when the job was given to them (or should have been)…and should not hang over the heads/be a cost of current employees.