national occupational standards for lais - a user guide

National Occupational Standards for Information and Library Services, Archives Services and Record Management –A User Guide

National Occupational Standards

2 National Occupational Standards for Information and Library Services, Archives Services and Record Management – A User Guide

Introduction

Introduction to this guide The National Occupational Standards (NOS) for information and library services, archive services and record management describe the standard of work required of those who work in the sector. The contribution that these NOS can make to the development of qualifications is well established; however their relevance to human resource development and performance management is less well understood.

The NOS are, in fact, practical resource tools with the ability to support staff at every level throughout the workforce, giving rise to personal, managerial and organisational benefits. A growing number of individuals and organisations now stand testimony to the rewards that NOS can bring in terms of reducing workload, improving effectiveness, reducing resource expenditure and focussing the industry. NOS can be used to support the full range of human resource development activities: from the management of your continuing professional development, to the design of recruitment and selection procedures, through to planning and undertaking organisational change. Flexible, free of cost, easily obtained and with the potential to significantly reduce the time, money and effort spent undertaking regular work-related tasks, NOS has much to contribute to the provision of quality services.

This user guide demonstrates how to make the most of this freely available, easily accessible resource. The guide does not have to be read from cover to cover, its bulk is merely a reflection of the flexibility of NOS and the variety of activities that it can be used to support. You can click on a link in the guide to go to another section of the document, or to connect to an external website. The guide is divided into two parts: Part A which provides a general introduction to NOS and highlights the unique characteristics of the libraries, archives, information services and record management NOS, and Part B which explains how NOS can be used and provides several examples of its application in the workplace.

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Introducing the standardsPart A

National Occupational Standards for Information and Library Services, Archives Services and Record Management – A User Guide

Contents

1.1 What are the NOS and who are they for?1.2 ThebenefitsofusingtheNOS1.3 Theorganisationandcomponentsofthelibraries,

archivesandinformationservicesNOSSuites1.4 Thestructureofindividualstandards

1.0 Information and Library Services, Archives Services and Record Management National Occupational Standards (NOS)

2.1 Standardsofkeyrelevancetothelibraries,archivesandinformationservicessector

2.2 Thelibraries,archivesandinformationservicesNOSandthewidercontextofNationalOccupationalStandards

2.0 The relationship between the libraries, archives and information services NOS and other sets of standards

3.1 Howthestandardscansupportyourpersonaldevelopment

3.2 Howthestandardscansupportyourday-to-daymanagementactivities

3.3 Howthestandardssupportthedevelopmentof theworkforce

3.0 An overview of how the standards can help you

4.1 Considerationsinpreparingtousethestandards

4.0 Preparing to use the standards

5.1 Guidetodevelopingaroleprofile5.2 Guidetoidentifyingyourrole-relatedpersonal

developmentneeds5.3 GuidetousingtheNOSforrecruitmentand

selection5.4 GuidetousingtheNOSforinductingnewstaff5.5 Guidetoestablishingaframeworkforperformance

management5.6 GuideforusingtheNOStohelpmanageyour

continuingprofessionaldevelopmentactivities5.7 GuidetousingtheNOStosupportorganisational

change

5.0 Step-by-step guides for using the NOS

6.1 AppendixA–TitlesandsummariesoftheOperationalFunctionscoveredinthelibraries,archivesandinformationservicesNOSSuite

6.2 AppendixB–TitlesandsummariesoftheManagerialandPractitionerFunctionscoveredinthe2008libraries,archivesandinformationservicesNOSSuite

6.3 AppendixC–Usefulresourcesandcontacts6.4 AppendixD–NOSrelatedtermsusedinthis

UserGuide

6.0 Appendices

Putting the standards to workPart B

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1.1 The benefits of using the NOS

Theinformationandlibraryservices,archiveservicesandrecordmanagementNationalOccupationalStandards(NOS)havebeendevelopedthroughextensivenationalconsultationwiththeemployeesandemployersacrossthesector.Assuch,theyspecifythestandardsofperformancerequiredintheindustryacrosstheUKandareconsistentwiththerangeofgovernmentinitiativesthatfocusonthedeliveryofhighqualityservice.

Benefits associated with the NOS include:

Flexibility: theNOScanmakeavaluablecontributiontoalmostanyhumanresourcedevelopmentpurpose.Basedondiscretefunctionsandexpressedasmodulestheycanbeusedindependentlyorincombinationtomeetawidevarietyofneeds.IrrespectiveofwhetheryouareusingNOStosupportmanagementactivities,orwhetheryouareusingthemtosupportyourownpersonaldevelopmentneeds,timeinvestedinfamiliarisingyourselfwithNOSiswellspentbecauseofthevastarrayofactivitiesthatitcansupport.

Dependability:developedthoughnationalconsultationwiththesector–youcanbecertainthatthestandardsdescribedinNOShavewidespreadacceptability.NOSrepresentanationallyagreedbenchmark,soyoucanbeconfidentthattheyexpresscompetentperformancethroughouttheindustry.

Cost effective:theeconomicgainswhichcanbeachievedbyusingtheNOSareeasilyrecognised.Unlikemostotherhumanresourcetools,NOSarefreetoobtain.Beingcrowncopyright,theycanalsobeadaptedtomeetyourownneeds,withoutimplication.NOShavetheabilitytospeedupanyactivityrelatedtothedevelopmentofhumanresources,fromconductingself-appraisalstowritingjobdescriptionsandprovidingtheformatforappraisals.Theresourceexpenditurethattheycansaveintermsofbothtimeandmoneyisthereforepotentiallyimmeasurable.

Introducing the standardsPart A

1.0 Information and Library Services, Archives Services and Record Management National Occupational Standards (NOS)

This section covers:

1.1 The benefits of using the NOS

1.2 What are the NOS and who are they for?

1.3 The organisation and components of the libraries, archives and information services NOS Suites

1.4 The structure of individual standards


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Part A | Introducing the standards


Convenience:AllaccreditedNOSarestoredonagovernmentwebsite,soyoucandownloadexactlywhatyouneed,whenyouneedit.Youcanextendyoursearchtolookatlibraries,archives,andinformationservicesandrecordmanagementfunctionsthatyouarenotfamiliarwithorextendyourinvestigationtootherindustrieswithoutwastingtimesortingthroughamassofirrelevantinformation.

Recognising achievement:ThemodularnatureofNOSmeansthattheycanbeusedtorecogniseindividualperformancebyindicatingwhenamemberofstaffhasreachedtherequiredlevelofcompetence.NewvocationalqualificationsatLevels2and3arecurrentlybeingdeveloped,basedontheNOSandqualificationsthatalreadyexistforsomeofthegenericNOSinthesuite.Thisisofadditionalbenefitsinceitmeansthatifyouareworkingtowardsmeetingthecriteriaspecifiedinastandard,youcouldalsobesimultaneouslyworkingtowardsobtaininganadditionalqualification.

TherearebenefitsassociatedwiththeuseofNOSforindividuals,managersandorganisations.ConsequentlyNOShavethepotentialtoimproveservicedeliveryandprofessionalisationthroughouttheworkforce.

Fig 1.2 - The contribution the NOS can make to the workforce:

CPD Recognition

Units of Assessment

National Occupational Standards

Qualifications

Personal & Professional Development

Workforce Development

Career Progression

Manage Personal

Performance Management

Workforce Planning & Organisational

Improvem

ents to service delivery, professionalisation and workforce m

obility

YoumayalsobeinterestedinlookingatSection3ofthisuserguideAn overview of how the standards can help youwhichprovidesrelatedinformation.

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1.2 What are the NOS and who are they for?

Thelibraries,archivesandinformationservicesNOShavebeendevelopedforstaffwhoworkinthelibraries,archivesandinformationservicesandrecordsmanagementsector.Theydescribetheskills,knowledgeandunderstandingrequiredforthefunctionscarriedoutwithinthesector.

NOSwerefirstestablishedintheUnitedKingdomin1986.Theyaresponsoredandpromotedbykeygovernmentdepartmentsandagencieswithresponsibilityforeducation,trainingandqualifications,aswellasalllocalgovernmentemployersandorganisations.NOShavebeenwidelyusedbyindividualsandorganisationsthroughouttheUKformanyyears.Theyhavebeendevelopedforthemajorityofoccupationsacrossthepublic,privateandvoluntarysectorsandarewellusedinindustriessuchasretail,manufacturing,thefireservice,andthroughoutmanagementandleadershiproles,forexample.

Thelibraries,archivesandinformationservicesNOSaretheresponsibilityofLifelongLearningUK,whichistheindependentemployer-ledSectorSkillsCouncilresponsiblefortheprofessionaldevelopmentofstaffworkingintheUKlifelonglearningsector.

Theprojectsteeringgroupoverseeingtheirdevelopmentincluded:TheCharteredInstituteofLibrariesandInformationProfessionals(CILIP),theArchivesandRecordsAssociation(ARA,formerlySocietyofArchivists),UNISONandsectorrepresentativesfromacrossthefournations.ThediagraminFig1.2demonstratesthecontributionthatNOScanmaketoimprovingthequalityofserviceintheindustry.

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1.3 The organisation and components of the libraries, archives and information services NOS Suites

Collectedtogetherassets,NOSavailableforasectoraredescribedasa‘suite’.Therearetwo‘suites’ofNOSavailabletothelibraries,archivesandinformationservicessector.Oneofthesesuitescoversthemanagementandpractitionerfunctionscarriedoutintheindustryandtheothercoverstheoperationalfunctions.TogetherthesetwosuitesofNOScoverthewholeofthesector’sUKworkforce,beingapplicabletobothprivateandpublicsectorworkers.

Toaiduse,individualstandardswithintheNOSsuitesaredividedintoareas.Theareascoveredinthetwosuitesareshownbelow.

Areas in the suite containing Operational Functions

TitlesandsummariesoftheNOSinthissuiteisshownin(Appendix A)

Area AS: Archive Services

Area RM: Records Management

Area IL: Information and Library Services

Areas in the suite containing Practitioner and Managerial Functions

TitlesandsummariesoftheNOSinthissuiteisshownin(Appendix B)

Area A: Planning, developing and evaluating services

Area B: Governance and ethics

Area C: Identifying, evaluating and acquiring content and collections

Area D: Managing knowledge

Area E: Managing content and collections

Area F: Facilitating access to and use of content and collections

Area G: Facilitating lifelong learning

Area H: Managing people to deliver services



http://www.lluk.org/documents/lais-nos-user-guide-managerial-functions-appendix-b.pdf

http://www.lluk.org/documents/lais-nos-user-guide-operational-functions-appendix-a.pdf

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Likethemajorityofcompetencebasedstandards,individualstandardsinbothsuitesdescribetheskillsandknowledgeassociatedwithaspecificfunctionoroccupationalactivity.

Twotypesoffunctionsaredescribed:

Sector specific functions–describeactivitiesthatarespecifictothelibraries,archivesandinformationservicesandrecordsmanagementsector.

Generic functions –describeactivitiesthatrelatetoareassuchascustomerservice,traininganddevelopmentorgenericmanagementandleadershipwhicharecarriedoutinanumberofsectorsaswellasinthelibraries,archivesandinformationservicessector.

ThesegenericfunctionshavebeendevelopedbyothersectorbodieswhohavetheresponsibilityforensuringthatNOScoveringtheseareasapplyacrosssectors,meetingtheneedsofalltheindustriesinwhichtheymaybeapplied.Theimportationofthesegenericfunctionsintothelibraries,archivesandinformationservicessuiteencouragesthetransferabilityofskills,ensuresstandardsareconsistentwithwiderindustrybenchmarksandassiststheNOSuserbycollectingNOSmostrelevanttothesectorinasingledocument.

NOSinthesuitesdovaryslightlyinformat,dependingontheirorigin.Thismaybeparticularlynoticeable inthecaseofthegenericNOSwherestandardshavebeenimportedfromothersectors;however,the maincomponentsremainconsistent.ThestructureofindividualstandardsisdiscussedinmoredetailinSection1.4.


1.4 The structure of individual standards

AllNOShaveatitle,alistofoutcomesandalistoftheknowledgeandunderstandingthatunderpinsperformance.DependingontheSectorSkillsCouncilresponsiblefortheirdevelopment,NOSmayalsohaveadditionalsectionscoveringareassuchasskills,behaviours,values,keywordsorrange.ThisistrueofalltheNOSinthelibraries,archivesandinformationservicessuitecoveringmanagementandpractitionerfunctions.Althoughthismayseemconfusingatfirst,recognitionofthemainpartsofastandardwillbecomerelativelystraightforwardafterworkingwithoneortwodifferenttypes.IfyouarecompletelynewtoNOS,focussingontheperformancerequirementsandtheunderpinningknowledgewillhelpinthefamiliarisationprocess.

ThesectionsbelowprovideadescriptionofthemaincomponentsofNOS,whilstintroducingthestructureofthestandardsinthelibraries,archivesandinformationservicessuite.

NOS Summary: MostofthestandardsintheNOSsuiteshaveasummary.Thepurposeofthesummaryistoprovidethereaderwithan‘at-a-glance’indicationofwhattherestofthestandardcontains.However,thereareoftenotherusefulpiecesofinformationincludedinthissection,forexample,detailsofthetypeofstaffthestandardislikelytoapplytoortherelationshipbetweenthestandardandotherstandardsinthesuite.Ifthestandardhasbeenimportedfromanothersector,thisinformationisalsooftenincludedinthesummary.


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Elements: AlloftheNOSintheOperationalSuitearebrokendownintoelements.SeveralofthestandardsintheManagementSuitealsotakethisform.Elementsaresimplyabreakdownofasinglefunctionintotwoormorecoherent‘chunks’thatwouldmakesensetoanemployer,alearnerormemberofstaffcarryingoutthefunction.

IntheOperationalSuiteforexample,‘RM/8Organiseinformationandmaterial’isbrokendowninto‘8.1Classifyinformationandmaterial’and‘8.2Catalogueinformationandmaterial’.

Outcomes of effective practice: Theseareaseriesofobservableandobjectivecriteriawhichdescribethestandardtowhichtheactivityshouldbecarriedout.Theyareakeypartofallcompetencebasedstandardsandarelistedunderdifferentheadingsaccordingtotheindividualstandard.Inthelibraries,archivesandinformationservicesstandardstheoutcomesofperformanceareusuallypresentedwithaboxedborderaroundthem,whichshouldmakethemrelativelyeasytospot.Intermsofheadingstheymaybeprecededbyaheadingentitled‘Outcomes of effective practice’ or ‘Performance criteria’ortheymaybelistedfollowingastatementinboldtext,reading‘To meet the standard, you must be able to:’.

Foramemberofstafftobejudgedascompetentinanactivity,theymustbeabletoachievealloftheoutcomeswhentheyarecarryingouttheactivitydescribedinthestandard.

Knowledge and understanding:Thisisalistoftheknowledgeandunderstandingwhichunderpinsperformance.Thisisnotalistof‘nicetoknow’or‘background’information,butratheradistillationofessentialknowledgeandunderstandingrequiredtocarryouttheactivitycompetently.Thislistingincludesknowledgewhichcouldnotbeinferredfromanobservationofperformance.Insomeinstancestheknowledgeandunderstandingisdividedupintosections,howeverthisshouldmakelittledifferencetotheoverallreadingofthestandard.

Behaviours:NOSinthesuitecoveringpractitionerandmanagementfunctionsarealsosupportedbyalistofthebehavioursassociatedwiththeactivitydescribedinthestandard.Many,butnotall,NOSsuitesincludebehavioursaspartofthestandard.

An example of a typical standard is shown in Figures 1.4.1 to 1.4.3 overleaf.



Standard RM/8OrganiseInformationandmaterial

Consists of 2 elements8.1Classifyinformation&materials 8.2Catalogueinformation&materials

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Figure 1.4.1 Example of the first part of a standard, taken from the practitioner and management suite for the libraries, archives and information services sector


NATIONAL OCCUPATIONAL STANDARDS INFORMATIONANDLIBRARYSERVICES,ARCHIVESERVICES ANDRECORDSMANAGEMENT

AreaD–Managingknowledge

StandardD1–Developpoliciesandstrategiesforknowledgemanagement

What is the standard about?

Thisstandardisaboutdefiningtheorganisation’sintentioninimplementingknowledgemanagement(KM)practicesandthedevelopmentofstrategiestosupporttheorganisation’sobjectives.ItisrelevanttopeoplewholeadorwhoareactiveininfluencingthefuturedirectionofKMintheirorganisation.ItincludesidentifyingareaswhereKMwillhavemostvalueanddeterminingtheKMactivitiesandprocessesthatareappropriatetotheobjectivesandcultureoftheorganisation.

Who is the standard for?

Thisstandardisapplicabletopeopleinmanagementrolesresponsiblefordefiningandembeddingeffectiveprocessesforbuildingandsharingknowledgewithinorganisations.

Inadditiontothecorevalues,thefollowingvaluesandbehavioursunderpineffectiveperformance:

•YouarecommittedtoensuringthatKMpoliciesandpracticesarealignedtoorganisationalgoalsandstrategies.

•YouareproactiveinidentifyingandchampioningthevalueofKMtoalllevelsoftheorganisation.

•YouworkwithotherstoembedKMintoorganisationalthinkingandpractices.

•Youworkcollaborativelywithothersintheorganisationandexternalpartnerstofacilitateknowledgesharingacrossboundaries.

•YoutemperpassionforKMwithpracticality

Links with other standards and competency frameworks:

ThisstandardhaslinkswithHI10–Monitor,evaluateandimprovethemanagementofdataandinformation;HI12–Promoteandfacilitatetheuseofinformationandknowledge;HI13

–Identifytheneedsofclinicians,patientsandthepublicforcommunication,informationandknowledgesystems;andHI14–Developaspecificationforcommunication,informationandknowledgesystemstomeettheneedsofclinicians,patientsandthepublicwhicharestandardswithintheNOSforHealthInformatics,developedbySkillsforHealth.Seewww.skillsforhealth.orgorwww.ukstandards.org

ThestandardsalsohavelinkswithMLD2–DevelopproductiveworkingrelationshipswithcolleaguesandstakeholdersandMLF12–ImproveorganisationalperformancefromtheNOSforManagementandLeadership,developedbytheManagementStandardsCentre.

Seewww.management-standards.orgorwww.ukstandards.org

Final version approved April 2008

The UK benchmark standards for the workforce in libraries, archives, records

AreaintheSuite

Reference&TitleoftheStandard

Summary Information

Values&Behaviours


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Figure 1.4.2 Example of Outcomes of Performance taken from D1 of the libraries, archives and information services suite covering practitioner and management functions

Standard D1 – Develop policies and strategies for knowledge management Tomeetthestandard,youmustbeableto:1. RelatetheprinciplesandpracticesofKMtoyourorganisation.

2. Identifywherekeyknowledgeisdeveloped,sharedandtransferredandhowitaddsvaluetotheorganisation.

3. Determinewhereandhowknowledgemanagementgoals,processes,andtoolscanaddvaluetotheorganisation.

4. Definestrategiestofacilitatethebuildingandmaintenanceoforganisationalknowledge.

5. Specifyactivities,processesandstandardsthatsupportknowledgecreation,sharingandcaptureandwhichensurethatvaluableknowledgeisrecorded.

6. MakethebusinesscaseforKM,identifyingtheobjectives,benefitsandoutcomesofKMpoliciesandactivitiesandtherequiredKMstrategy.

7. Identifykeyinternalstakeholders,andinfluencethemtosupportandchampiontheKMstrategy.

8. Ensurecommunicationandcollaborationbetweenthosefunctionsthatfocusonthecreationandcommunicationofknowledgeandinformationandorganisationallearning.

9. Identify,implementandreviewprocessesthatwillpromotetheuseofinformationandknowledge.

10. Determine,inpartnershipwithexternalandinternalstakeholders,thetoolsandsystemsrequiredtosupportKMactivitiesandprocesses,developspecificationsandmakeabusinesscasefortheiracquisition.

11. Track,assessandreportonthevalueobtainedbytheorganisationfromitsKM

Exampleshows

Figure 1.4.3 Example of knowledge and understanding taken from D1 of the libraries, archives and information services suite covering practitioner and management functions

Standard D1 – Develop policies and strategies for knowledge management Tomeetthestandard,youmustknowandunderstand:1. Theorganisation,itssector,itscustomers,itsenvironmentalcontextanditsstrategies.

2. Howknowledgeiscurrentlydeveloped,sharedandusedinyourorganisation.

3. Thetechniquesofknowledgemapping,knowledgeauditing,andnetworkanalysis.

4. ThekeyinternalandexternalstakeholderswhowillinfluencethesuccessoftheKMstrategy.

5. ExistingandemergingKMtheories,concepts,strategies,principles,techniquesand goodpractice.

6. TheapproachesofsimilarorcompetitororganisationstoKM.

7. HowICTtoolscanbeusedtofacilitateKM.

8 TheKMtoolsandservicesmarketandhowtoselectappropriatetoolsandservices.

Exampleshows


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2.0 The relationship between the libraries, archives and information services NOS and other sets of standards


2.1 Standards of key relevance to the libraries, archives and information services sector

2.2 The libraries, archives and information services NOS and the wider context of National Occupational Standards

2.1 Standards of key relevance to the libraries, archives and information services sector

Thelibraries,archivesandinformationservicesNOSsuitesarelikelytocontainthemainstandardsthatyouwillneed.Youmayhoweverwanttoidentifyotherstandardscloselyassociatedwith,butnotpartof,theNOSidentifiedforthesector.

Otherkeystandardsthatmayberelevanttoyourworkarelistedinthepdflinkbelow.SeveraloftheNOSintheSuiteformanagementandpractitionerrolesarecloselylinkedtoNOSinthesuitesforHealthInformaticsandCreativeandCulturalSkills.Thesemayconsequentlybeofparticularinterest.



http://www.lluk.org/documents/lais-nos-user-guide-libraries-standards.pdf

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2.2 The libraries, archives and information services NOS and the wider context of National Occupational Standards

Foravarietyofreasonsyoumaywanttoidentifystandardsoutsidethelifelonglearningsector.Youmay,forexample,needtoidentifystandardswhichreflectspecialistorparticularfunctionsthatyoucarryoutwhichareunusualinthelibraries,archivesandinformationservicesoccupationalarea.Thisislikelytorequireasearchwhichextendsbeyondthe‘key’setsofstandardsdescribedin2.1.

Thetableinthepdflinklistsarangeofgenericsuiteswhichcontainstandardsthatarecommonlyused byindividualsacrossavarietyofindustries.Theweblinksprovidedwilltakeyoudirectlytothehomepage oftherelevantstandardsettingbodywherethestandardscanbedownloaded.Alternativelyyoucansearch fortheseoranyotherstandardonthegovernmentdirectorythathousesallaccreditedNOSat www.ukstandards.org.uk

ThesuitecoveringmanagementandpractitionerfunctionsincorporatesseveralNOSfromtheManagementandLeadershipandCustomerServiceStandards,soyoumaybeparticularlyinterestedinviewingtherelatedNOSinthesesuites.YoucancheckwhichNOShavebeenimportedfromothersuitesintheNOSSummaryTableinAppendix B.

http://www.lluk.org/documents/lais-nos-user-guide-generic-standards.pdf


www.ukstandards.org.uk

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Putting the standards to workPart B

3.0 An overview of how the standards can help you


3.1 How the standards can support your personal development

3.2 How the standards can support day-to-day management activities

3.3 How the standards support the development of the workforce

3.1 How the standards can support your personal development

ThefollowinglistshowssomeofthemostfrequentwaysthatNOSareusedtosupportindividualdevelopmentandthisisfurtherdemonstratedinFig3.1below.AsanindividualyoucanuseNOSto:

•helpmakesureyourworkconformstobestpracticebysupportingactivitiesassociatedwith self-appraisal,benchmarkingandidentifyingrole-relateddevelopmentneeds(See Section 5.2)

•indicateyourownachievements,bydemonstratingthatyoucanperformtaskstothenationallyagreedstandard

•stimulateconstructiveandobjectivefeedbackfromco-workersandmanagersbyusingthestandardstoencourageobjectivecommentaccordingtotheareasoutlinedintheNOS

•provideaframeworkforcollectingevidenceofyourworkperformancetosupportrecognitionthroughthesector’scompetencyframeworksandprofessionaldevelopmentschemes(See Section 5.6)

•createabridgebetweencurrentrolesandrelatedoccupations.

Using the Standards: NOScanbeusedtosupportindividuals,managersandthelibraries,archivesandinformationservicesworkforceasawhole.ThelistsbelowprovideanindicationofthetypesofareasinwhichNOScanassist.Section 5ofthisdocumentshowsstep-by-stepguidestosupportmanyoftheexampleslistedbelow


http://www.lluk.org/documents/lais-nos-user-guide-personal-development.pdf

http://www.lluk.org/documents/lais-nos-user-guide-cpd.pdf

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Fig 3.1 Using the standards to support your own performance

Stimulating feedback on performance

LAIS Standards

Identifying personal learning

Exploring progression opportunities

Meeting CPD Requirements

Motivation

Collecting evidence for qualifications or other assessment purposes

Benchmarking

3.2 How the standards can support day-to-day management activities

Performancemanagementisconcernedwiththeeffectivemanagementofpeople,oncetheyhavebeenemployed,inordertoachievehighlevelsoforganisationalperformance,involvingforexampletarget-setting,supervision,performancereview,appraisalandfeedback.

Itinvolvesestablishingasharedunderstandingofwhatistobeachievedandrequirestheadoptionofanappropriatemanagementapproachtolead,supportanddeveloppeopletoensuretheachievementoftheidentifiedgoals.Initsmostpositiveform,performancemanagementwillhelpindividualsnotjusttounderstandwhatisexpectedofthembutalsotorecognisehowtheycontributetoachievingorganisationalgoals.

ThereareparticularadvantagesinusingtheNOStoassistyouinyourperformancemanagementactivities:

a)TheNOShavebeendevelopedtomeetthespecificneedsofthelibraries,archivesand informationsector

b)TheNOSarereadilyadaptedtomeetthespecificneedsofyourindividualorganisationwithout losingrobustnessorintegrity

Part B | Putting the standards to work


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c)TheNOSareflexible;theyarebrokendownintomodulesthatdescribediscretefunctionsandcanbecombinedtocoveranyroleinyourteam,irrespectiveofthecombinationoffunctionsintheirjob

d)TheNOScanbeadaptedtosupportthewholeperformancemanagementprocess,bringingconsistencyandco-ordinationtoavarietyofoftendisparateactivities

Asamanager,youcanusethestandardstosupportorganisationalobjectivesandassistyouinyoureverydaymanagementactivities.Thepurposesforwhichyoucanusetheminclude:

•inductingnewmembersofstaff(See Section 5.4)

•designing,deliveringandevaluatingtraining

•keepingup-to-datewithtrendsanddevelopmentsinyourfieldofoperation

•delegatingresponsibilitiestostaff

•appraisingperformance

•providingaframeworkforadaptingorganisationalproceduresandsystemstoaddressnewandemergingconcerns,suchasinformationtechnologyorenvironmentalmanagement.

3.3 How the standards support the development of the workforce

Workforcedevelopmentisthebusinessprocessforensuringthatanorganisationhassuitableaccesstothetalentrequiredtoenablequalityofserviceandfuturebusinesssuccess.Itincludestheactivitiesassociatedwithattractingsuitablestaffandiscloselyrelatedtoperformancemanagement.

WorkforcedevelopmentactivitiesthattheNOScancontributetoinclude:

•managingorganisationalchange(See Section 5.7)

•designingandimplementingrecruitmentandselectionprocesses (See Section 5.3)

•qualityassuringstaffperformanceacrosstheorganisation

•meetingtheindicatorsforexternalaccreditation,suchasInvestorsinPeople (See note on integrating with other initiatives)

•planningworkforcerequirements

•partnershipandcorporateimagebyworkingtocommonstandardsacrossorganisations.



http://www.lluk.org/documents/lais-nos-user-guide-induction.pdf

http://www.lluk.org/documents/lais-nos-user-guide-organisational-change.pdf

http://www.lluk.org/documents/lais-nos-user-guide-recruitment.pdf

http://www.lluk.org/documents/lais-nos-user-guide-considerations-in-using-the-standards.pdf

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4.0 Preparing to use the standards


4.1 Considerations in preparing to use the standards

4.1 Considerations in preparing to use the standards

Considerationoftheitemsdescribedinthepdflinkshouldhelpyoutoplanyouruseofthestandards.Thedegreetowhichthequestionsarerelevantwillvarydependingonyourintendeduse,butoveralltheyshouldhelpyoutomakeuseofthestandardsinthewaythatbestsuitsyou.

Beforeusingthestandardsyoumaywanttoconsider:



http://www.lluk.org/documents/lais-nos-user-guide-considerations-in-using-the-standards.pdf

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5.0 Step-by-step guides for using the NOS

NOSareflexibleresourcetoolswhichcanbeusedtosupportworkplaceactivitiesinawiderangeofareas.Thereisnoprescribedmethodforusingthem,butseeinghowtheycouldbeappliedacrossarangeofinstancesshouldhelpyoutoidentifywaysthattheycansupportyouinyourownwork.Thissectionofthe guideprovidesacollectionofexamplestogetyoustarted


5.1 Guide to developing a role profile

5.2 Guide to identifying your role-related personal development needs

5.3 Guide to using the NOS for recruitment and selection

5.4 Guide to using the NOS for inducting new staff

5.5 Guide to establishing a framework for performance management

5.6 Guide for using the NOS to help manage your Continuing Professional Development Activities

5.7 Guide to using the NOS to support organisational change

5.1 Guide to developing a role profile

Aroleprofileisthesetofcompetencesthataremostrelevanttoaparticularjob.Roleprofilescanbeusedforanumberofpurposes.Theyareanimportantstepinidentifyingrole-relatedpersonaldevelopmentneeds,theyareusedinthedevelopmentofjobdescriptionsandtheyareusefulforhelpingworkersunderstandpreciselywhatisexpectedofthem,andwhattheyneedtoknowandunderstandiftheyaretodotheirjobseffectively.TheexampleinthepdflinkshowshowNOScanbeusedtodeveloproleprofiles.


http://www.lluk.org/documents/lais-nos-user-guide-developing-role-profile.pdf

Pleasefindinthepdflinksexampleroleprofiles

http://www.lluk.org/documents/lais-nos-user-guide-librarian-role-profile.pdf

http://www.lluk.org/documents/lais-nos-user-guide-library-assistant-role-profile.pdf

http://www.lluk.org/documents/lais-nos-user-guide-records-management-assistant.pdf

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5.2 Guide to identifying your role-related personal development needs

Theexampleshowninthepdflinkillustrateshowyoucanusethestandardstoidentifyyourrole-relatedpersonaldevelopmentneeds.Youcanfacilitatetheprocessbymeetingregularlywithapeer,supervisorormentorwithwhomyoucancompareyourexperiencewiththestandards,discusstheprogressyouaremakingandhelpidentifyanyfurthersupportneededtodevelopyourskills.

YoumayalsofinditusefultoconsultSection5.6whichlooksatmanagingcontinuingprofessional developmentactivities.

http://www.lluk.org/documents/lais-nos-user-guide-personal-development.pdf

5.3 Guide to using the NOS for recruitment and selection

NOScanbeusedtosupporteverystageoftherecruitmentprocess.Theuseofcommonstandardsthroughouttherecruitmentprocesscontributestothedevelopmentofintegratedrecruitmentprocedureswhichcanbecloselylinkedtoorganisationalobjectivesandthemanagementofperformance.BasingrecruitmentpracticeonNOSalsohelpstomakesurethatcandidatesarerecruitedfairly,againstobjectivecriteriawhichdirectlysupportcompetence.

YoucancheckyourowncompetenceinrecruitmentandselectionpracticebylookingatunitD3‘Recruit, select and keep colleagues’inthegenericManagementandLeadershipsuiteofstandards.

Writing the Job DescriptionNOScansupportboththereviewofexistingjobdescriptionsandthedevelopmentofnewjobdescriptions. Thetableinthepdflinkshowsstepsforusingstandardsasthebasisfordevelopingafulljobdescription.

http://www.lluk.org/documents/lais-nos-user-guide-recruitment.pdf

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5.5 Guide to establishing a framework for performance management

Theeffectivemanagementofperformanceisacomplextaskinvolvingtheimplementationandco-ordination ofawiderangeofactivities.

Youcanusethestep-by-stepguideinSection5.2foridentifyingyourownlearningneedstohelpyoureviewyourowncompetencewithregardstomanagingperformance.

NOSH3(Allocateandcheckworkinyourareaofresponsibility)orH4(Allocateandcheckworkinyourteam)maybeofparticularuse.H3isgearedtowardsfirstlineandmiddlemanagersandH4ismoreappropriatetoteamleaders.Howeveryoumaywanttocheckbothinordertodecideontheonewhichmostcloselymatchesyourworkrole.Alternatively,theNOSsummarytableprovidedatthebackofthisdocumentprovides asummaryofbothNOSwhichyoumayfeelprovidesyouwithsufficientinformationfordifferentiation.

ThetableinthepdflinkdemonstrateshowNOScanbeusedtoprovideaframeworkforperformancemanagement.


5.4 Guide to using the NOS for inducting new staff

Inductionintoanewroleismosteffectivewhenithelpsthejobholdertounderstandwhatisexpectedofthemandaddressesanyspecificlearninganddevelopmentneeds.NOScansupporttheinductionprocess,helpingnewjob-holderstounderstandwheretheyfitwithintheorganisation,get‘uptospeed’quickly,andplayanactivepartinidentifyingtheirdevelopmentneeds.

ThefollowingdiagraminthepdflinksetsoutthekeystepsinvolvedinusingNOStohelpwithinduction:

http://www.lluk.org/documents/lais-nos-user-guide-induction.pdf

http://www.lluk.org/documents/lais-nos-user-guide-performance-management.pdf

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5.6 Guide to using the NOS to help manage your continuing professional development activitiesInthelibraries,archivesandinformationservicessector,NOScansupportyourcontinuingprofessionaldevelopment(CPD)activitiesinavarietyofways,severalofwhichhavebeenexaminedinprevioussections.Thissectionhowever,looksathowNOScanhelpyouinthemanagementofyourCPDactivities.ItlooksatthecontributionofNOSto:

•planningforCPD•identifyingprofessionaldevelopmentneedstoachieveCPDrelatedgoals•organisingprofessionaldevelopmentactivitiestomeetidentifiedneeds•recordingandreviewingofyourCPDactivities

Theseareillustratedinthepdflinkbelow.

http://www.lluk.org/documents/lais-nos-user-guide-cpd.pdf

5.7 Guide to using the NOS to support organisational changeThemanagementofchangeisamajorissuefortoday’sorganisations.Factorsincludingglobalisation,technologicaladvancements,economicinstabilityandtheeffectsofclimatechangeaddtothesector-specificchallengesforthelibraries,archivesandinformationservicessector,tomakeorganisationaladaptabilityanincreasinglyessentialrequirement.NOScanmakeanimportantcontributiontothechangemanagementprocess,byshowinghoworganisationsneedtochangeanddeveloptoimproveservicesandmeetskillsgaps.Theycanbesharedwithstafftohelpcreateacollectivevisionofthecompetencesrequiredforsuccess,supportingstaffdevelopmentandencouragingworkforceparticipationthroughtransparentgoals.Theycanlaterbeusedtomeasureeffectivenessandcanactasaformofrecognitionfortheachievementofresults.ThetableinthepdflinkshowssomeofthewaysthatNOScanassist.Theguidanceisrelevanttomanagingchangeinteamsordepartmentswithinorganisations,aswelltomanagingchangethroughoutanorganisationasawhole.YoucanuseNOSfromthegenericManagementandLeadershipSuitetohelpcheckyourskillsandsupportyourroleintheprocess.TherearethreeNOSinthesuitewhicharespecificallydedicatedtochange.Theseare:C4LeadchangeC5PlanchangeC6Implementchange

http://www.lluk.org/documents/lais-nos-user-guide-organisational-change.pdf

22 National Occupational Standards for Information and Library Services, Archives Services and Record Management – A User Guide

Appendices

6.0 Appendices

The following appendices are provided in this section:

6.1 Appendix A Titles and summaries of the Operational Functions covered in the LAIS NOS Suite

6.2 Appendix B Titles and summaries of the Managerial and Practitioner Functions covered in the 2008 LAIS NOS Suite

6.3 Appendix C Resources and useful contacts

6.4 Appendix D NOS related terms used in this user-guide

6.1 Appendix A Titles and summaries of the Operational Functions covered in the libraries, archives and information services NOS Suite

http://www.lluk.org/documents/lais-nos-user-guide-operational-functions-appendix-a.pdf

Pleaseseethepdflinktoview:

•AREAAS:AchieveService•AREARM:RecordManagement•AREAIL:InformationandLibraryServices

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6.2 Appendix B Titles and summaries of the Managerial and Practitioner functions covered in the 2008 libraries, archives and information services NOS Suite


Pleaseseethepdflinktoview:

•AreaA:Planningdevelopingandevaluatingservices•AreaB:Governanceandethics•AreaC:Identifying,evaluatingandacquiringcontentandcollections•AreaD:Managingknowledge•AreaE:Managingcontentandcollections•AreaF:Facilitatingaccesstoanduseofcontentandcollections•AreaG:Facilitatinglifelonglearning•AreaH:Managingpeopletodeliverservices

6.3 Appendix C Useful resources and contacts

http://www.lluk.org/documents/lais-nos-user-guide-resources-appendix-c.pdf

Pleaseseethepdflinktoviewtheinformationandincludeslinkstousefulwebsite.

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6.4 Appendix D – NOS related terms used in this user-guide

Competence Theabilitytoapplywork-relatedskillsandknowledgetoachievetheoutcomesexpectedinajobrole.

Knowledge and Understanding

Possessionoffacts,principlesandtheoriesthatunderpineffectiveperformanceinajobrole.

National Occupational Standards (NOS)

Standardsofperformanceanindividualmustachievewhencarryingoutafunctioninajobrole,togetherwiththeknowledgeandunderstandingtheyneedtoconsistentlymeetthatstandard.NOSarebenchmarksofgoodpractice.

Sector Skills Council SectorSkillsCouncilsaregovernmentlicensed,employer-ledorganisationsthatcoverspecificeconomicsectorsintheUnitedKingdom. Theyhavefourkeygoals:•toreduceskillsgapsandshortages•toimproveproductivity•toboosttheskillsoftheirsectorworkforces•toimprovelearningsupply.

Elements StatementsthatdescribeworkrelatedfunctionswithinaNationalOccupationalStandard.

NOS Directory Anelectronicweb-baseddirectoryofallcurrentlyapprovednationaloccupationalstandards:www.ukstandards.org.uk/

Outcomes of Performance

Whatapersonachievesasaresultofcarryingoutawork-relatedfunction.

Performance Criteria Statementsthatestablishastandardofperformance.Performancecriteriaanswerthequestion:“whatdoesanindividualneedtodoorensurehappensinordertocarryoutafunctiontoasatisfactorystandard?”

Standard AshortformofNationalOccupationalStandard.

Suite of standards Asetofnationaloccupationalstandardsgroupedtogethertocoveraspecificjobroleorfunction.

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Notes:

DeveLOPING THe LIFeLONG LEARNING WORKFORCE OF TODAY…

Ref:200910.04.

Thisinformationisavailableinalternative formatsfromLifelongLearningUK

Please contact us on: 0300 303 1877 www.lluk.org [email protected]

LifelongLearningUK CenturionHouse24MonumentStreetLONDONEC3R8AQ

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