Managing Change:
Your Role in Strategic
HR Initiatives
Michael Crumpton
Asst. Dean for Administrative Services
University of North Carolina at Greensboro
macrumpt@uncg.edu
Enduring Values
• Stewardship
• Service
• Intellectual freedom
• Rationalism
• Literacy and learning
• Equity of access
• Privacy
• Democracy
• Common good
IFLA Trends Report
Our information environment is constantly changing. How will we
access, use and benefit from information in an increasingly hyperconnected world? The IFLA Trend Report identifies five top level trends
which will play a key role in shaping our future information ecosystem:
• TREND 1: New Technologies will both expand and limit who has
access to information.
• TREND 2: Online Education will democratize and disrupt global
learning.
• TREND 3: The boundaries of privacy and data protection will be
redefined..
• TREND 4: Hyper-connected societies will listen to and empower new
voices and groups.
• TREND 5: The global information environment will be transformed
by new technologies.
Information Literacy and
Information Technology
"Fluency" with information technology may require more
intellectual abilities than the rote learning of software and
hardware associated with "computer literacy", but the focus is
still on the technology itself. Information literacy, on the other
hand, is an intellectual framework for understanding, finding,
evaluating, and using information--activities which may be
accomplished in part by fluency with information technology, in
part by sound investigative methods, but most important,
through critical discernment and reasoning.
Information literacy initiates, sustains, and extends lifelong
learning through abilities which may use technologies but are
ultimately independent of them.
Role(s) of Libraries
Historically
• Self-improvement
• Social harmony
• Growth and
development
• Multicultural
• Intellectual freedom
New or current
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Community building
Maker Movement
Economic impact
Technology
Information literacy in a
global society
Information Communities
• Includes Role of Information
• Diverse information providers
• People’s need for access and use of
information
• Impact of emerging technologies
• Transcending barriers
• Foster social connectedness
Dimensions of Diversity
Organizational Kudzu
Kudzu growth peaks
HR Focus:
Staffing
Staffing and Compensation, HR planning,
training
training
Crisis:
Bureaucracy
Crisis:
Delegation
Crisis:
Leadership
Need:
Creativity
Introduction
Crisis: Change
resistance
Need:
Formal systems
Need: Clear
direction
Growth
Change management
Outplacement
Cross-training
Maturity
Need:
• Streamlined
decision making
• Flexibility
• Small-company
thinking
Decline
Internal
SWOT
Strengths
Weaknesses
• Open to New Ideas
• Embrace Learning
• Closed to New Ideas
• Non-Inclusiveness
SWOT
External
Opportunities
• Skill Development
• Training
• Available Talent
Threats
• Position Freezes
• Retention Issues
Competencies
Competencies are a set of behaviors
encompassing skills, knowledge,
abilities and personal attributes that,
taken together, are critical to
successful work accomplishment.
-Society of Human Resource Management
Using Competencies
Hiring Process
• Job descriptions
and responsibilities
• Classifications
and/or upgrades
• Expand services or
support structure
• Increases or
changes to staffing
structure
Performance Management
• Evaluations and
Reviews
• Training or
professional
development
• Improve services or
service offerings
• Address new
technologies or
responsibilities
Examples
• Technology
• Word processing,
spreadsheets,
presentation
programming
skills
• Web navigation
and design skills
• Digitization,
camera
• File management
skills
• Videoconferencing
• Local network
knowledge
• Storage devices
12 Core Competencies
As identified by: BETH McNEIL AND JOAN GIESECKE
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analytical skills/problem solving/decision making
communication skills
creativity/innovation
expertise and technical knowledge
flexibility/adaptability
interpersonal/group skills
leadership
organizational understanding and global thinking
ownership/accountability/dependability
planning and organizational skills
resource management
service attitude/user satisfaction
Importance of Building
Competencies
• Focusing on competencies
• Positive impact on diversity
• Supports change
• Organizational development initiatives
• Emotional intelligence component
• Manages self
• Understands others
• Better relationships
Building Competency Models
• Determine business need
• Functions and stakeholders
• Job analysis
• User benefits
• Gather data
• Project gaps
• Develop plan and vision
• Gather support
• Launch and evaluate
KSA’s
KSAs...Knowledge, Skills and Abilities...a list of special
qualifications, experiences and personal attributes that
you need to have for a particular job.
Knowledge
• Knowledge statements refer to an organized body of
information usually education or from a factual or
procedural nature which, if applied, makes adequate
performance on a job possible. A body of information
applied directly to the performance of a function.
Skills
• Skills refer to the proficient manual, verbal or mental
manipulation of data or things. Skills can be readily
measured by a performance test where quantity and
quality of performance are tested, usually within an
established time limit. Examples of proficient
manipulation of things are skill in typing or skill in
operating a computer. Examples of proficient
manipulation of data are skill in computation using
decimals; skill in editing for transposed numbers, etc.
Abilities
• Ability statements refer to the power to perform an
observable activity at the present time. This means that
abilities have been evidenced through activities or
behaviors that are similar to those required on the job,
e.g., ability to plan and organize work. Abilities are
different from aptitudes. Aptitudes are only the
potential for performing the activity.
Stakeholders Perspective
Does the vision and strategy
meet the needs and
expectations of stakeholders
such as students, faculty,
community and staff?
Operations and Services
Perspective
Financial Perspective
Is budgeting strategically
focused on a mix of elements
that support the library’s vision
and strategy while remaining
sustainable?
VISION AND STRATEGY
Learning & Growth
Perspective
Does the library promote and
encourage innovation and
creativity with ongoing learning
opportunities for collective
growth?
Are operations and processes
streamlined for efficiency and
job satisfaction for library staff?
People
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Talent Acquisition
Retention Efforts
Employee Engagement
Professional
Development
• Benefit Administration
Organization
• Provide Structure for
Organizational
Guidelines
• Organizational
Effectiveness Planning
• Workforce Management
and Disciplines
• Employee Relations
Workplace
• Diversity and Inclusion
Issues
• Risk Management
• Institutional Social
Responsibility
• Employment Law and
Regulations
Strategy
• Institutional Vision and
Strategic Direction
• Institutional Values
Strategic Positioning
Trends and
Emerging Concepts
• Skills Assessment
• Contingency Plans
Departmental Job/
Task Analysis
• Task Prioritized
• Unit of measurement = hours
Skills Development
• Options Provided
• Training Documented
Performance Plan’s
• Catalyst for Changes
Repurposed Position Model
Desired
Position
Identified
Solicit
Internal
Interests
• Positions identified in trends
review as needed by
organization to move forward
• Internal posting process to move
existing line to new department
(internally)
• Interested persons will be
interviewed by group with
established criteria
• Successful candidate’s
department review of incumbent
position
• Determine if responsibilities are
absorbed or if another posting is
required
• Training plan created for
successful candidate in new
department
Interview
Process
Department
Reviews and
Creates new
Desired
Position
Candidate
Recommendation
Yes
Critical
to
Current
Dept.?
No
Department
Absorbs
Responsibility
Strategy Process
Environmental
scanning, SWOT,
Benchmarking
Monitor
progress and
adjust as
needed
Strategic vision
or mission
Implement the
strategy
Strategy
development
Gathering Information
Factors to consider
Position purpose, relationship
to other positions in work
area
Responsibilities and activities
of people currently in position
Knowledge, skills and abilities
that are needed for success
Behaviors and performance
expectations for individual in
position
Methods for analysis
Observation
Uses of the information
Position descriptions and
organizational fit
Interview
Expectations or performance for
position
Training or development needs of
individuals in position
Recruitment specs or career
progression/succession planning
criteria
Questionnaires
Dairies and logs
LIBRARY CAREER LATTICE
Other Educational
Career Path
Library/Information
Science Career Path
Senior
Librarian
Senior
Specialist
Librarian
Specialist
LIS
Associate
Associate
Specialist
LIS
Associate
Assistant
Specialist
Clerk
Change management model
7. Implement and evaluate
the change.
1. Determine the need or desire for
change.
6. Communicate the change.
2. Prepare tentative plans.
5. Establish a project plan
and a timetable.
3. Discuss alternatives and
probable reactions.
4. Make a final decision.
goals
Facilitate Changes
• What has changed
lately…….look at tasks
and job functions
• Technology – is
everyone keeping up?
• Are changes
transparent? Do you
know what your
neighbor is doing?
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Team Building
Are cross department
teams formed for org
projects?
Are they always the
same people? Anyone
feeling left out?
Are team leaders
formal or informal?
Are contributions
recognized?
goals
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Performance
Management
Democratic vs.
autocratic organization
– pros and cons
Subject specialist as
managers
Evaluation methods
used
Value of peer review?
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Goal Planning
Institution goals and
mission statement
Individual goals for
annual review
Department goals for
group actions
Project team goals for
focused results
Doing your research
Primary
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(data gathered
firsthand)
Experimental
Pilot projects
Surveys
Interviews
Focus groups
Direct observation
Testing
Secondary
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(data gathered by
others)
Secondhand reports
Historical data
Purchased data
Professional
publications
Benchmarking
Best-practices reports
Creating next expectation
• Staff are “introduced
to new skills
• Research will be
conducted on
feedback
• Action items will be
implemented
• Programs will be
expanded and
repeated
• Assessment tools
used to quantify
results
• Transparency
important for sharing