The Experts below are selected from a list of 195 Experts worldwide ranked by ideXlab platform

Virginia Mcclure - One of the best experts on this subject based on the ideXlab platform.

Vicki Williamson - One of the best experts on this subject based on the ideXlab platform.

  • The Library Workforce: What Deans/Directors need to know
    2016
    Co-Authors: Vicki Williamson
    Abstract:

    This paper was presented at the International Association of University Libraries conference in Halifax, Nova Scotia.

  • the Library Workforce what deans directors need to know
    2016
    Co-Authors: Vicki Williamson
    Abstract:

    This paper was presented at the International Association of University Libraries conference in Halifax, Nova Scotia.

  • the Library Workforce
    International Information & Library Review, 2016
    Co-Authors: Vicki Williamson
    Abstract:

    ABSTRACTLibrary workplaces are where Library and information services professional practice is applied and where it evolved. The Library Workforce is critical to that application and evolution. In the 21st century, perhaps more so than ever before, there are many challenges facing both those that work in libraries and those who lead and manage Library workplace—be they small, medium, or large. This article overviews selected Workforce research, discusses some current and emerging trends, and suggests a framework through which to view workplace and Workforce issues.

Gillian Hallam - One of the best experts on this subject based on the ideXlab platform.

  • Victorian public libraries: Our future, our skills - research report
    2020
    Co-Authors: Gillian Hallam
    Abstract:

    This research study represents a key part of the program of Statewide Public Library Development Projects delivered by the State Library of Victoria between 2011 and 2014 in partnership with Public Libraries Victoria Network (PLVN), the peak body for Victoria’s 47 public Library services. The overarching objectives of this project were: - to develop a framework to articulate the core competencies required by the public Library Workforce for the 21st century - to conduct a skills audit of Victorian public Library staff in order to collect evidence of the current skills and to anticipate future skills requirements - to deliver a report that analyses the audit findings and makes recommendations on training needs and strategies to prepare for the future delivery of public Library services in Victoria. The study built on the 2008 report Workforce sustainability and leadership: Survey, analysis and planning, developed for the State Library of Victoria and PLVN, in which three types of workplace skills were delineated: cognitive (or Foundation), technical (or Professional) and Behavioural skills. Following industry discussion and review, a framework comprising 59 skill-sets within the three distinct skills areas was finalised in October 2013. The skills audit, which comprised an Individual survey and a Management survey with questionnaires directly based on the skills framework, was undertaken between late November and December 2013. This report presents the analysis and interpretation of the data collected through the two surveys.

  • Library Workforce planning in australia can the present inform the future
    Bibliothek Forschung Und Praxis, 2007
    Co-Authors: Gillian Hallam
    Abstract:

    En Australie, le secteur des services de bibliotheques et d'information (LIS) s'est de plus en plus apercu que le personnel est l'instigateur cle dans la profession et qu'un avenir professionel fort depend d'un management effectif du personnel. L'article discute quelques decouvertes realisees dans le cadre d'une initiative de recherche en Australie, le recensement neXus, qui analyse l'actuel personnel LIS.

  • Library Workforce planning in australia a focus on learning strengthening and moving the profession forward
    Singapore Journal of Library and Information Management, 2007
    Co-Authors: Gillian Hallam
    Abstract:

    Along with many other countries, the Library and information services (LIS) sector in Australia has become increasingly aware that people are indeed the key drivers in the profession and that a strong future will depend on ensuring that recruitment, retention and professional development issues are clearly understood and managed. The paper discusses some of the research initiatives currently being undertaken in Australia which aim to develop a better understanding of the LIS Workforce. The research activities are twofold: firstly to investigate into the current LIS Workforce at the individual level, and secondly to review and analyse Workforce issues and practices at the institutional level. The research is informed by preliminary studies into Workforce planning in Australia, which indicate that the LIS sector is likely to face a number of challenges over the coming decade. These preliminary studies underscore the close relationship between LIS education, recruitment and retention practices, and career long learning through staff training and development. The paper itself presents some of the initial findings from the studies and raises a number of questions that need to be addressed by the profession if it is to effectively meet the challenges presented by the dynamic information and knowledge environment in which it operates. The research project is a collaborative venture supported by Queensland University of Technology, CAVAL Collaborative Solutions and the Australian Library and Information Association.

Tony Stevens - One of the best experts on this subject based on the ideXlab platform.

  • recruit retain and lead the public Library Workforce study
    2001
    Co-Authors: Bob Usherwood, Richard Proctor, Gordon Bower, Jeff Cooper, Tony Stevens
    Abstract:

    The data from the research suggest that an effective Workforce does not depend on any one factor in isolation. People are attracted to the public Library service because the work is seen as having a public service ethos and providing opportunities to work with the public and communities. However the overall picture is that the negative image of the profession has some basis in reality. The research confirmed the view that there is a link between retention and training, and that success in retaining high quality staff derives from a combination of the qualities of the job itself, and a structured approach to training. The development of staff will not be achieved without the development of managers at every level. Issues of succession planning and career leadership development were seen as particularly important areas but relatively few authorities have begun to address these matters. The indications are that the public Library service may not only have to identify and cultivate its future leaders but may also need to modify the organisational culture in which they operate. Individual librarians, individual Library services, academic institutions and Library authorities need to look beyond what is sufficient for their own organizations, and consider what is necessary for the profession and its users as a whole. In reviewing, and reflecting on the data, the research team makes a number of recommendations. This is not a simple list of skills and aptitudes. Rather their suggestions are concerned with what is required if the public Library service is to recruit and retain people with the necessary potential, skills and abilities to lead the profession in the twenty-first century.

  • Recruitment and retention in the public Library – a baseline study
    Library Management, 2000
    Co-Authors: Bob Usherwood, Richard Proctor, Gordon Bower, Tony Stevens
    Abstract:

    Reports the first stage of an investigation into the public Library Workforce in the UK. The investigation consisted of a postal survey of all UK public Library authorities and had an 80 per cent response rate. Information and data were collected concerning recruitment and retention. The results indicate a high level of variation in attitudes and practices. There is evidence that some authorities that have career development initiatives are twice as likely to be actively recruiting candidates, and a statistically significant relationship between the length of stay of new professionals and ongoing career development. There is evidence of a new trend in recruitment which emphasises specific qualities, skills and abilities which candidates offer, rather than possession of a single qualification. It was found that there is staff retention by default.

Bob Usherwood - One of the best experts on this subject based on the ideXlab platform.

  • recruit retain and lead the public Library Workforce study
    2001
    Co-Authors: Bob Usherwood, Richard Proctor, Gordon Bower, Jeff Cooper, Tony Stevens
    Abstract:

    The data from the research suggest that an effective Workforce does not depend on any one factor in isolation. People are attracted to the public Library service because the work is seen as having a public service ethos and providing opportunities to work with the public and communities. However the overall picture is that the negative image of the profession has some basis in reality. The research confirmed the view that there is a link between retention and training, and that success in retaining high quality staff derives from a combination of the qualities of the job itself, and a structured approach to training. The development of staff will not be achieved without the development of managers at every level. Issues of succession planning and career leadership development were seen as particularly important areas but relatively few authorities have begun to address these matters. The indications are that the public Library service may not only have to identify and cultivate its future leaders but may also need to modify the organisational culture in which they operate. Individual librarians, individual Library services, academic institutions and Library authorities need to look beyond what is sufficient for their own organizations, and consider what is necessary for the profession and its users as a whole. In reviewing, and reflecting on the data, the research team makes a number of recommendations. This is not a simple list of skills and aptitudes. Rather their suggestions are concerned with what is required if the public Library service is to recruit and retain people with the necessary potential, skills and abilities to lead the profession in the twenty-first century.

  • Recruitment and retention in the public Library – a baseline study
    Library Management, 2000
    Co-Authors: Bob Usherwood, Richard Proctor, Gordon Bower, Tony Stevens
    Abstract:

    Reports the first stage of an investigation into the public Library Workforce in the UK. The investigation consisted of a postal survey of all UK public Library authorities and had an 80 per cent response rate. Information and data were collected concerning recruitment and retention. The results indicate a high level of variation in attitudes and practices. There is evidence that some authorities that have career development initiatives are twice as likely to be actively recruiting candidates, and a statistically significant relationship between the length of stay of new professionals and ongoing career development. There is evidence of a new trend in recruitment which emphasises specific qualities, skills and abilities which candidates offer, rather than possession of a single qualification. It was found that there is staff retention by default.