Harnessing workforce development
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This document discusses workforce development in the information profession. It covers the Professional Knowledge and Skills Base (PKSB) framework which can be used to assess skills, identify training needs, and plan workforce development. The document also discusses professional registration, certifications, apprenticeships, and how these can benefit both individuals and employers. Emerging trends in workforce development are noted such as developing transferable skills and embracing perpetual change.
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Harnessing workforce development
- 1. Harnessing Workforce Development Luke Stevens-Burt Assistant Director (Member Services)
- 2. Format • Background • Professional Knowledge and Skills Base (PKSB) Practical Exercise • Professional Registration • Apprenticeships • Discussion
- 3. It’s going to get crowded Based on current projections from the ONS, the population of the UK will reach 70m by 2030 – an increase of 10.5% since 2012 This higher-than-average growth will be driven by high (though declining) birth rates, longer life expectancy and positive net migration (although…) 83% of this population will be based in urban centres – higher than almost any other country in Europe. Source: ONS Demographic Projection (2015-16)
- 4. All hail the new consumer These demographic changes mean that we will see growth both in the working-age population and ‘3rd agers’. On the one hand, this means increased long-term pressure on public services, including education, health and housing. On the other, it means more consumers looking for quality, value and meaningful experiences. Source: Unsplash.com
- 5. Work is changing Where and how people work and what they do for a living is changing fundamentally in response to social and technological innovation. Every sector needs to ask “what will be the impact of AI and automation on my sector?”, “how do I harness the power of data-driven insight?” and “how do we ensure our use of technology doesn’t disempower people?” Talent management, new models of work, meaningful work and the ‘gig economy’ will all impact on our role as employers.
- 6. “The future of work” “The future of work is – people. People empowered to do what we do best. Thinking creatively. Using our emotional intelligence. Making value judgements, communicating, teaching and sharing wisdom.” • Technology, talent and transformation • Data-driven scalability • Lifelong learning & relearning • Ethics of work and society • Regulatory innovation Deloitte Human Capital
- 7. Evolution of Information Image: antbear.de Image: wordpress.com Image: looklex.com By Glosser.ca (Own work) [CC BY-SA 3.0 via Wikimedia Commons Image: betabeat.com Image: harleymaples.blogspot.uk
- 8. We’re living through an era of great change. As a society, many of our political and economic certainties have been disrupted. This disruption is ongoing. The reason why it feels like we’re not on solid ground is because the change is still underway. What worked 10 years ago isn’t going to work today. Use Time Formats, contexts and behaviours change, professional ethics, values, core purpose & mission don’t “...we are still in a long transitional phase between these two eras [‘print-based industrial society’ to ‘ technology-based internet society’], and that so- called ‘information overload’ is one of the many unfortunate but temporary consequences of being in this interim state of flux.” - Susskind and Susskind (2016)
- 9. Information Professionals Librarians Public Librarians School Librarians Library Managers & Assistants Health Librarians Govt Librarians Data Librarians Academic & Research Librarians Subject Librarians Other Librarians Information Managers Information Architects Information Governance Managers Information Scientists Information Rights Managers Data Protection Officers Taxonomy Specialists Analysts Cyber-security Managers Web Managers Knowledge Managers Change Managers Knowledge Architects Knowledge Advisers Chief Knowledge Officers KM Facilitators Know-How Managers Data Professionals Data Scientists Machine Learning Specialists Data Analytics Managers Artificial Intelligence Specialists
- 10. PKSB: a tool for analysing development needs
- 11. How it is used • Outlines the skills base for the library and information professions • Tool to demonstrate your unique skill set to your employer • Identify courses which can be accredited by CILIP • Development plan for Certification, Chartership and Fellowship • Self assessment tool for members • Workforce planning and development
- 13. Rating system
- 14. CILIP’s PKSB
- 15. PKSB Mapping
- 16. Using the PKSB for Workforce Development
- 17. Exercise: training needs analysis • Try assessing your team by rating their skills and knowledge against the PKSB • Assessments should be based on what levels they should be at • Use the spreadsheets provided • Refer to the self-assessment ratings table • The “current rating” is a measure of their current level of skills and knowledge • The “ideal rating” is where they need to be for their current role • “Current” and “ideal” can be the same number
- 19. Exercise: workforce planning • Assess your future workforce needs by rating the required skills and knowledge against the PKSB • Use the self-assessment ratings table • The “current rating” is a measure of their current level of skills and knowledge; this should only be used if you are planning a restructure • The “ideal rating” is what the future candidate will ideally need to have in order to fulfil the role
- 20. Next steps after PKSB assessment • Identify gaps • Shape up job descriptions • Discuss with staff • Arrange developmental training o Courses for individual o In-house training for groups of staff o On-the-job training o Online learning o Informal learning Support from CILIP is available
- 22. Education is changing Demographic change and technology- driven disruption will continue to change the ways in which people learn and the relationship they have with education providers Learning experiences seem likely to change and become more personalised with a continuation of blended learning, ‘flipped’ classrooms, BYOD and participatory course design. The ‘gearing’ between learning and work is likely to change as the boundaries become more porous Source: E-Learning Industry Analysis
- 23. Talent pipeline Attract, retain, nurture and develop diverse talent Qualifications route Experience route Quality assurance & modelling current & future skills needs Academic teaching, learning and research Continuing Professional Development & training Engaging employers Professional accreditation Longitudinal research, analysis and improvement
- 24. Certification Chartership Fellowship Professional Registration
- 25. 1.) Personal Performance: Looking at you, your skills and what you have done to develop them? 3.) Organisational Context: This is not so much about your role, but your service in general. How could you organisation change to better achieve its objectives? 2.) Wider professional Context: Demonstrate that you are aware of other issues in the wider LIS world outside of your sector Assessment Criteria
- 27. It has enabled me to contribute to key strategic developments and I have adopted a lifelong approach to professional development. The process has been very rewarding and encouraged me to strive further. Subsequently I have secured a senior post within my organisation Since completing Chartership , I’ve become much more aware of how many skills I gain at work and in my day-to-day life and that's helped me to be more effective in my job as well as more confident in my own value as an information professional Becoming Chartered felt like recognition of my achievements and inspired me to challenge myself further Being professionally registered and demonstrating our skills are being updated shows we have an ongoing commitment to our profession Annmarie Lee, Head of Library Liaison – Enquiry Services Birmingham City University Dan Livesey, Library Supervisor, North West Mental Health Trust John, Public Librarian What’s the value to individuals?
- 28. Professional Registration can give employers confidence that they are recruiting staff who are committed to keeping their skills up-to-date and actively reflecting on their development. Karen McFarlane, ex Head of KIM Profession for Government Registration provides us with recognition in the NHS - we're a profession too. There is an element of "parity" - we have a professional body, registration and revalidation just like doctors and nurses David Stewart, Regional Director of Health Libraries North West What’s the Value to Employers?
- 29. Overall Benefits • Performance – staff become more engaged and develop • Impact – improved business performance through enhanced awareness • Investment – loyalty and career progression • Status – for you and your organisation Future-proof your workforce, but also the profession!
- 30. Apprenticeships
- 31. Apprenticeships Untrained and/or unqualified information worker Coaching Mentoring Training Develops knowledge, skills and behaviours Assessment Trained and qualified information professional On the job training and development
- 32. • Standards have replaced frameworks • Employer led • Focus on ‘knowledge’, ‘skills’ and ‘behaviours’ • Develop transferable experience (i.e. sector agnostic) • End point assessment • Can be degree level • Currently working on a level 3 apprenticeship • Potential for level 5 or 6 Apprenticeships – developments in England
- 33. Apprenticeships • Removes barriers into the profession • Supports new pathways into the profession • Supports diversity in the workforce • Develops relevant skills and knowledge • Can be used to upskill existing staff • Funding • If paired with a qualification it professionalises the workforce
- 34. Emerging trends • Embedded professionals • “Hire for attitude, train for skills” • Transferable skills matter • Bridging the ‘specialism’ gap • Automation is your friend • Becoming a learning organisation • Embracing perpetual change • Be part of your community
- 35. General discussion and questions about workforce development
- 36. Interested in the future of the profession? Join us in Newcastle on the 26th June! Information is available on the Events page of the CILIP website
Editor's Notes
- Before getting to the more pertinent topics, it is useful to touch on some history. The way we store and access information has changed considerably since humans found ways to record it [information]. This is not an evolutionary piece of information in itself, it is something that each of us is fully aware of...but what are the implications of this? Clearly the formats in which we have recorded information in the past, has always been shaped by the equipment and technology of the time. The accessibility of information has also changed with the latter and former, as well as being further governed by policies and regulations.
- CILIP’s Professional Knowledge and Skills Base identifies the professional expertise and generic skills required for those working in Library, Information and Knowledge sectors. It is represented by this wheel with Ethics and values at the heart, the 8 areas of professional expertise and 4 areas of generic skills set within the Wider Library Information and Knowledge Sector Context and the Wider Organisation and environmental context. CILIP is proud of this incredibly valuable resource to help its members conduct their own self assessment. As a tool for personal use, you can use it for professional registration as part of your career planning to contribute to your appraisal process at work
- Here is an example from the original version where part of a particular section is detailed. As you can see there is a full explanation of the section as well as each specific knowledge/skill area. I won’t spend too much time on this, as we will be taking a closer look at this in the online version. Please note that, in terms of content, both versions of the PKSB are the same, so you will not lose anything in terms of creating a development plan if you use one or the other.
- This is an example of the PKSB spreadsheet, AKA “mapping”. It shows clearly where certain skills and/or knowledge are lacking. Using both the pdf and the spreadsheet require certain amounts of manual inputting, but overall it is easy to use and the results are clearly represented.
- You will now have an opportunity to undertake some scenario-based examples for going through workforce development. There will be two separate tasks: one looking at training needs analysis for your current team; another looking at restructuring or creating a brand new team.
- Training needs analysis provides managers with an opportunity to assess what development needs exist in their team(s). When using the PKSB there are two ways you can do this: Using your managerial experience of the team to rate each individuals capabilities as you see them against your expectations of them in their roles Get the team to undertake a self-assessment and then you collate and analyse the results This is a confidential exercise, so please do not use any names. If you have less than four members of staff in your team, then make another one up. If you do not lead a team, then use the team that you are part of to form the basis of your analysis. Use sections 11 and 12 for this; writing the results on the spreadsheets provided. You have about 10 minutes to complete this. Don’t forget to use the comments column to help better understand your reasoning or other useful information.
- Let’s use this opportunity to discuss your findings. Remember this is confidential, so refer to “staff A” etc, rather than using people’s names. What gaps have you identified? How easy was the process? Do you think staff would agree with your assessments? Very important is: do you know how you can close the gaps in skills and knowledge?
- IF TIME ALLOWS!!! Now we are going to look at workforce planning. Imagine that you are about to undertake a restructure or even employ a new team. How would you go about this? How can you be sure you are going to capture all the skills and knowledge that will be required for the new roles? You can consult with colleagues and use your own professional expertise, but using the PKSB will ensure that you cover all possible bases for your new staff. Remember that planning a new workforce will mean opportunities to include new skill sets and knowledge that you might not have considered before. Use sections 11 and 12 again. You will have around 10 minutes to complete this.
- Let’s use this opportunity to discuss your findings. Remember this is confidential, so refer to “staff A” etc, rather than using people’s names. What gaps have you identified? How easy was the process? Do you think staff would agree with your assessments? Very important is: do you know how you can close the gaps in skills and knowledge?
- You may want to consider Professional Registration. Our international recognised qualifiaction. It gives members the recognition they richly deserve:– Certified, Chartered and Fellow and the use of the valued post-nominals ACLIP, MCLIP or FCLIP. The impact and feedback on undertaking professional registration is very powerful for both the individuals and their employers....
- I hope you found this exercise useful. As you can tell, the PKSB is an incredibly valuable tool to undertaken a variety of different planning and development activities. It has been designed to be easy to use, yet highly detailed in order to capture the many different types of skills and knowledge that are expected of a modern library and information professional. How was that for you? Are its applications clear? Did you have any other questions? IF YOU NEED TO MAKE UP SOME TIME GIVE AN ONLINE PKSB DEMO.