future of higher education and talent management in academic libraries

The Next Workforce:

New Directions in Higher Education

and Talent Management in

Academic Libraries

Imagine the NEXT!

The 2016 Conference for Entrepreneurial Librarians

October 17, 2016

Meredith Taylor, Ph.D.

Agenda

Where is higher education heading? Where might the libraries play a

role?

What is talent management and how is it related to the” Next

Workforce?”

Talent management in academic libraries and ARL Talent Management

Survey results

Takeaways for you and your organization

The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries

Objectives

Become familiar with the new directions in higher education and what challenges and opportunities leaders are talking about.

Learn about the components of talent management and their relationship to organizational strategies and outcomes.

Understand talent management within the context of higher education and libraries.

Know how to get started addressing the talent management needs of your team and organization.


Student Learning

Temporal and spatial disruption of learning

Consumption and currency of educational content

Personalize learning experiences

Learning outcomes

Open educational resources

Interdisciplinary education


Faculty Research and Teaching

Changing nature of research scholarship

Research data management

Adjunct Faculty

Archiving and curating of educational content

Digital asset management

Intellectual property

Open educational resources


Student Success

Student success services

One stop services model

Costs of education

Comprehensive student records

Career support

Engagement throughout the lifecycle of student


Physical Spaces

Flexible, neutral, add to social richness

Innovation centers and academic makerspaces

Lifecycle of faculty

Residential vs. commuter students


Data

Data driven decisions

Curate, archive and make available

Data analytics and visualization


What is Talent Management?

“An integrated set of processes, programs, and cultural norms in an organization

designed and implemented to attract, develop, deploy, and retain talent to

achieve strategic objectives and meet future business needs.”

(Source: Silzer and Dowell, 2010, p. 18)


Traditional HR vs. Talent Management

Traditional HR Talent Management

Separate HR programs and processes Integrated HR practices, programs and

processes

Individual and manager skills focus Organizational capabilities

Reactive Services Proactive Services

Standardized procedures and

compliance

Customized consulting and programming

Not aligned with

organizational/university strategy

Aligned with organizational/university

strategy


PROCESSES, TOOLS AND ASSESSMENTSCompetency ModelsDevelopment PlansHIPO Identification360 Assessments

Performance AssessmentJob Analysis and Design

Compensation Analysis and Design

INDICATORSOrganizational Outcomes

Financial OutcomesEmployee Engagement Scores

Voluntary Turnover RatesPerformance RatingsProgram Evaluation

SYSTEMS AND PROGRAMSHRIS Systems

TrainingProfessional DevelopmentLeadership Development

STRATEGYBusiness Strategy

Talent StrategyRecruitment Strategy

Retention StrategyCompensation Strategy

ELEMEN

TS OF TA

LENT M

AN

AG

EMEN

T


Value of Talent Management

CA

PA

BIL

ITIE

S

Increases Organizational Capabilities Increases Personal Abilities

ABIL

ITIE

S

Source: Ulrich & Brockbank, 2005


Libraries Landscape

Moving from collections-based organizations to services-centered

organizations

Work in libraries is driven by technology and becoming increasingly

complex

More competition for technology/information workforce

Libraries becoming integrated in campus initiatives around student

success, teaching/learning and research

Different needs in 21st century library which require different jobs and

different skill sets

Budget cuts and constraints


Libraries Workforce

30% of the librarian workforce will be retiring between 2015 and 2025

82% turnover rate in executive leadership of ARL libraries since 2005;

26% in 2013 alone

Demographic shifts

Sources, Davis, 2009; Puente, 2014


Source: Wilder, 2012


Need for Talent Management on the Rise

Human capital is largest university expense

Moved past the idea that simply cutting budgets and moving money

around will make the organization more effective

Call to align HR practices with organizational strategy, unique

organizational demands, and personal career aspirations

“Little formal programming in higher education that supports

strategic talent management practices…as a result universities lag

behind industry in their practices to develop and retain talent (ASHE,

2012, p. 46).”

Sources: ASHE, 2012, Cantrell & Smith, 2010


Talent Management is Tough to Implement

Customized solution, scalability (Boudreau & Rice, 2015)

HR and organizational skill gaps, especially strategy (Cappelli, 2015)

(Jacobson & Sowa, 2012)

Declining resources (Martin et. al., 2012) (ASHE, 2012)

Disruptive (Silzer and Dowell, 2010)

Centralized tools (e.g. HRIS systems) expensive and complex (Boudreau

& Rice, 2015)


ARL Talent Management Study 2014

Taylor, M., & Lee, E. (2014). SPEC KIT: Vol. 344. Talent management.

Washington, DC: Association of Research Libraries.


ARL Talent Management Study 2014

Survey was distributed to all

125 member libraries in July

2014

Response rate was 42% (53

libraries)

Survey investigated:

Talent strategy

Recruitment and hiring

Retention

Employee engagement

Job classification management

Compensation management

Performance assessment

Competencies

Professional development planning

Leadership and succession planning


Three Key Findings

Lack of systematic and strategic approach to talent management

Implementing parts of a strategy, e.g., professional development or

performance assessment

Ad hoc, informal or fractured approach

A few libraries have talent management programs underway either in the

library or at the institutional level

Widening skill gap in the workforce

Current employees less able to be re-trained or reskilled

Many job candidates do not have skills needed, especially IT skills


Three Key Findings

Need for IT skills and executive expertise

Not valuing the right credentials

Lack of retention strategy

Lack of leadership development

Lack of succession plan


What can your library do?

Big picture:

Align HR strategy to library strategy

Work on the strategic priorities and challenges first

Get the data if you don’t already have it

Make resource decisions based on talent management

Programmatic starting points:

Develop competency model (recruitment, appraisal, development)

Complete job analysis

Undertake compensation analysis

Undertake succession planning


What can you do?

Big picture:

Discuss these ideas with your HR support and leadership of your

organization

Review organization’s strategic plan

Align your team’s workforce to it

Work on your team's biggest challenges first: retention, succession

planning, developing current employees

Programmatic starting points:

Identify HIPOs for development

Create customized development plans

Develop a succession planning for your team


Questions?


Resources

Aon Hewitt. 2012 Higher Education Survey: The State of HR Effectiveness. (2012)

http://www.aon.com/attachments/human-capital-consulting/2012_HigherEd_Survey_Final.pdf

Association for the Study of Higher Education. “Creating a Tipping Point: Strategic Human

Resources in Higher Education.” ASHE Higher Education Report 38, no. 1 (2012): 1–143

Berger, Lance A., and Dorothy R. Berger, eds. The Talent Management Handbook. 2nd ed. New

York, NY: McGraw Hill, 2011.

Boudreau, J. & Rice P. (2015). Bright, shiny objects and the future of HR. Harvard Business

Review, July-August.

Cantrell, S.M. & Smith D. (2010). Workforce of one revolutionizing talent management through

customization. Boston: Harvard Business School Press


Resources

Cappelli, P. (2015). Why we love to hate HR…and what HR can do about it. Harvard Business

Review, July-August.

Davis, Denise. “Planning for 2015: The Recent History and Future Supply of Librarians: A Report

Prepared for the American Library Association Senior Management and Executive Board to inform

its 2015 Strategic Planning Activities.” 2009.

http://www.ala.org/research/sites/ala.org.research/files/content/librarystaffstats/recruitment/L

ibrarians_supply_demog_analys.pdf

Kezar, Adrianna. “Rapidly evolving workforce trends: More research and data needed.” November

2014. https://www.tiaa-crefinstitute.org/public/institute/research/organizational-

effectiveness/workforce-trends-and-issues/rapidly-evolving-workforce-trends

Mark Puente, email message to author, October 29, 2014.

Silzer, Rob, and Ben Dowell. “Strategic Talent Management Matters.” In Strategy-Driven Talent

Management: A Leadership Imperative, edited by Rob Silzer and Ben Dowell, 3–72. San Francisco,

CA: Jossey Bass, 2010.


Resources

Taylor, M., & Lee, E. (2014). SPEC KIT: Vol. 344. Talent management. Washington, DC: Association

of Research Libraries.

Ulrich, D. & Brockbank, W. (2005). HR the value proposition. Boston: Harvard Business School

Press.

Weiss, A., Luesebrink, M., Glerum, A., and Ziegler, R. (2012). The Future of Library Technical

Services: Moving into the 21st Century. Presentation at the 2012 Florida Library Association Annual

Conference.

Wilder, S. (2012). The Academic Library Workforce in Transition: New Results from the 2010 ARL

Demographic Data. Presentation at the 2012 Association of Research Libraries HR Symposium.

http://www.arl.org/storage/documents/publications/2012-hrsym-pres-wilder-s.pdf


Thank You

Meredith Taylor Ph.D.

[email protected]


mailto:[email protected]