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Future of Higher Education and Talent Management in Academic Libraries

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This presentation introduces elements of talent management and their valuable relationship to organizational strategies. It examines current research on the adoption of talent management in higher education including the results of an ARL study which assessed the utilization of talent management practices in academic libraries. Learn tangible ideas for participants on adopting a talent management mindset.

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Future of Higher Education and Talent Management in Academic Libraries

  1. 1. 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.
  2. 2. 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
  3. 3. 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. The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  4. 4. Student Learning  Temporal and spatial disruption of learning  Consumption and currency of educational content  Personalize learning experiences  Learning outcomes  Open educational resources  Interdisciplinary education The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  5. 5. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  6. 6. Student Success  Student success services  One stop services model  Costs of education  Comprehensive student records  Career support  Engagement throughout the lifecycle of student The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  7. 7. Physical Spaces  Flexible, neutral, add to social richness  Innovation centers and academic makerspaces  Lifecycle of faculty  Residential vs. commuter students The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  8. 8. Data  Data driven decisions  Curate, archive and make available  Data analytics and visualization The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  9. 9. 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) The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  10. 10. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  11. 11. PROCESSES, TOOLS AND ASSESSMENTS Competency Models Development Plans HIPO Identification 360 Assessments Performance Assessment Job Analysis and Design Compensation Analysis and Design INDICATORS Organizational Outcomes Financial Outcomes Employee Engagement Scores Voluntary Turnover Rates Performance Ratings Program Evaluation SYSTEMS AND PROGRAMS HRIS Systems Training Professional Development Leadership Development STRATEGY Business Strategy Talent Strategy Recruitment Strategy Retention Strategy Compensation Strategy ELEMENTSOFTALENTMANAGEMENT The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  12. 12. PROCESSES, TOOLS AND ASSESSMENTS Competency Models Development Plans HIPO Identification 360 Assessments Performance Assessment Job Analysis and Design Compensation Analysis and Design INDICATORS Organizational Outcomes Financial Outcomes Employee Engagement Scores Voluntary Turnover Rates Performance Ratings Program Evaluation SYSTEMS AND PROGRAMS HRIS Systems Training Professional Development Leadership Development STRATEGY Business Strategy Talent Strategy Recruitment Strategy Retention Strategy Compensation Strategy ELEMENTSOFTALENTMANAGEMENT The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  13. 13. PROCESSES, TOOLS AND ASSESSMENTS Competency Models Development Plans HIPO Identification 360 Assessments Performance Assessment Job Analysis and Design Compensation Analysis and Design INDICATORS Organizational Outcomes Financial Outcomes Employee Engagement Scores Voluntary Turnover Rates Performance Ratings Program Evaluation SYSTEMS AND PROGRAMS HRIS Systems Training Professional Development Leadership Development STRATEGY Business Strategy Talent Strategy Recruitment Strategy Retention Strategy Compensation Strategy ELEMENTSOFTALENTMANAGEMENT The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  14. 14. Value of Talent Management CAPABILITIES Increases Organizational Capabilities Increases Personal Abilities ABILITIES Source: Ulrich & Brockbank, 2005 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  15. 15. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  16. 16. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  17. 17. Source: Wilder, 2012 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  18. 18. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  19. 19. 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) The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  20. 20. ARL Talent Management Study 2014 Taylor, M., & Lee, E. (2014). SPEC KIT: Vol. 344. Talent management. Washington, DC: Association of Research Libraries. The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  21. 21. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  22. 22. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  23. 23. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  24. 24. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  25. 25. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  26. 26. Questions? The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  27. 27. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  28. 28. 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. The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  29. 29. 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 The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries
  30. 30. Thank You Meredith Taylor Ph.D. meredith.taylor@austin.utexas.edu The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries

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