Feature: Employee Evaluation
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Assess Skill Interests Across Communities
The Problem Gauging the skill interests of a large group is invaluable for crafting content strategies. Yet, traditional interview techniques, surveys, and questionnaires often suffer from low engagement due to their demand on participants’ time. Even with high response rates, the collected data quickly becomes outdated, necessitating frequent, repetitive data-gathering cycles. For many organizations, maintaining…
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Prepare for Performance Reviews
The problem Performance reviews are an important opportunity within the talent development lifecycle to acknowledge individual performance and teamwork and set the stage for effectiveness in the next year. When properly executed, reviews build a foundation for staff retention and shaping the library leaders of tomorrow. Yet, when the narrative of an employee’s year—achievements, growth,…
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Assess Current Needs to Prioritize Training Opportunities
The problem Many organizations have a budget set aside for training opportunities. Yet, few libraries can accurately assess training needs to ensure that funds are allocated toward the areas of greatest potential impact for short or long-term skill development. Given the comprehensive service portfolios of many library organizations, numerous competencies and tools are essential for…
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Establish Career Ladders and Pathways
The problem Great resignation data suggests that the top reason for employees resigning was not pay but lack of ability to climb career ladders and growth pathways within their organization. As the priorities of today’s library continue to evolve, it is easy for employees across the ranks to feel out of touch with how their…
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Deliver a Comprehensive Training Program
The problem Developing a comprehensive library training and development program that can advance the organization’s mission, vision, and local community context can be a complex endeavor for library and human resources leaders to meet organizational, staff, and community needs. Library service portfolios are both broad and deep. Consequently, many staff must provide high-quality information service…
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Align Staff Responsibilities With Evolving Stakeholder Needs
the PROBLEM The service portfolios of libraries continue to grow as a result of emerging user and stakeholder needs. Few libraries can add new staff positions to meet new expectations. Current staff will need to develop new skills, and libraries will need to hire for new skill sets they don’t already have. Without understanding current…
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Develop Committees or Communities of Practice
The problem When clearly scoped and staffed with the right people, committees and project teams provide organizations with efficient methods to distribute work while creating opportunities for staff to deepen collaboration skills. However, finding the experts with the right blend of relevant skills (technical, interpersonal, collections, or subject knowledge) to staff a new effort can…
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Create a Skills Map of Employee Capabilities
The problem Libraries are rapidly changing as people retire, services require new skills, and locations become hybrid. During periods of reorganization and strategic planning, prioritizing Identifying who is capable of doing what and who is interested in learning what is high. Most libraries lack the capacity to map skills across their organization, especially against a…