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.

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Source: Wilder, 2012
The Next Workforce: New Directions in Higher Education and Talent Management in Academic Libraries

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

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. 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. 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. 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