Hepworth Jackson & Masuda - Information literacy in the workplace: identifying the information management capability needs of staff in a local government organisation
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Hepworth Jackson & Masuda - Information literacy in the workplace: identifying the information management capability needs of staff in a local government organisation

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Hepworth Jackson & Masuda - Information literacy in the workplace: identifying the information management capability needs of staff in a local government organisation Hepworth Jackson & Masuda - Information literacy in the workplace: identifying the information management capability needs of staff in a local government organisation Presentation Transcript

  • Dr Mark Hepworth & Dr Tom Jackson Department of Information Science Loughborough University Chris Masuda, Claire Everitt, Stephen CurtisInformation Management Leicestershire County Council 
  • Information  Some  Some  Publicised  Commission guidelines good  disasters (fines!) practice FOI & DP IL (in the  Need to share  workplace) is  knowledge &  largely  information unconscious Traditional  Workplace  IL needs to  IL  focuses  little  be situated on the   studied individual
  •  Understand information practices of staff Identify capabilities Develop a strategy that could be applied  throughout the organisation:  to help identify i‐capability needs  that would develop i‐capabilities and  to foster a culture where information practice was  conscious and systematic i.e. an information  management culture
  • 30 people, 6 teams, across the organisationObservation (understand context, build trust)E‐survey (task analysis, information needs and use analysis; key i‐skills; current practice)Self‐diagnostic (information use and impact)Interview (explore information behaviour)One output was ‘tools’ that could be applied elsewhere  in the organisation and within other organisations
  •  Search and retrieval (IL = need & locate) Storage (IL = manage information) Retention and disposal (IL = manage information) Sharing (IL = communicate information) Security (IL = manage information) Quality (IL = i‐attitudes)Could argue these are encompassed by IL but:‐ greater emphasis on secure sharing and management  of information;‐ reflects the organisational focus of the study
  •  Variation between organisations Variation within organisations In some organisations there was clear i‐governance  but not in all areas. Individuals varied in their information management  practices and capabilities. A lack of awareness or understanding of i‐governance For most people this was the first opportunity they  had had to reflect on their information behaviour. 
  •  Search & retrieval“it is difficult to find information I am looking for on the Intranet” Storage“I save to my personal drive because I know it is secure” Retention & disposal“I can still do my job without applying retention” Sharing“I do not always know what I can and cannot share” Security“There is no clear process on how we should be protecting information” Quality“information was not copied across properly resulting in missing  information”
  •  i‐security e‐learning package on the desktop … led  to management edict (now all staff at Melton  Mowbray Borough Council have to go through the  package) Guidelines i‐personality workshop enabling team reflection Short animations on topics e.g. retention Tools to understand i‐capabilities
  •  i – competencies for staff should be built into professional  development framework (regular review, very important  for new staff) Develop e‐learning apps for all capabilities Develop animation apps for all capabilitieshttp://goanimate.com/videos/0lu‐cLLBI6pE/1 Develop accessible guidelines (situated e.g. case studies) Roll out the process to the rest of the organisation and to  all government employees
  • Thanks for  listening.Any questions?