16 · Survey Results: Executive Summary
First, the results seem to indicate that most of the re-
sponding libraries are not using a systematic approach
to deploying a talent management strategy. Many of
the libraries indicated that they are undertaking some
talent management activities such as professional de-
velopment or performance assessment, but far fewer
are deploying a comprehensive program with strate-
gies, practices, and tools aimed at attracting, develop-
ing, and retaining top talent. The survey results in
totality point to the lack of strategic and systematic
programming, with most responding libraries ad-
dressing talent management through ad hoc, infor-
mal, or fractured approaches. However, some libraries
have implemented talent management programs and
the qualitative comments did indicate that others are
either currently in early stages of development or are
participating in talent management occurring at the
institutional level.
The second trend illustrated in the survey results
points to a widening skills gap in the workforce of
ARL libraries. Many libraries reported that current
employees are not able to be re-trained or re-skilled
and job candidates do not have the skills required
to meet libraries’ needs as roles continue to change
and require new skills and competencies. It is not
known definitively which skills are missing within
the workforce since the survey did not ask explicitly
for missing skills. However, information technology
came up as a consistent theme when discussing dif-
ficulties in recruitment and retention.
In conclusion, talent management practices and
tools are emerging best practices for organizations.
While ARL libraries have not fully incorporated tal-
ent management strategies and practices into their
organizations, some libraries are in the process of
implementing some activities and practices into their
long-term strategies and everyday work. The survey
data show a need to connect talent management to
organizational strategies, especially for addressing
impending retirements and closing the skills gap. The
authors believe the need to develop talent manage-
ment capabilities should be addressed by individual
organizations in strategic plans and comprehensive
talent management programs. Likewise, professional
associations should focus on adapting talent man-
agement best practices to the research library envi-
ronment and provide professional development pro-
grams to support such practices. These efforts should
be integrated in order to cultivate the talent needed
to meet the demands of the modern research library.
First, the results seem to indicate that most of the re-
sponding libraries are not using a systematic approach
to deploying a talent management strategy. Many of
the libraries indicated that they are undertaking some
talent management activities such as professional de-
velopment or performance assessment, but far fewer
are deploying a comprehensive program with strate-
gies, practices, and tools aimed at attracting, develop-
ing, and retaining top talent. The survey results in
totality point to the lack of strategic and systematic
programming, with most responding libraries ad-
dressing talent management through ad hoc, infor-
mal, or fractured approaches. However, some libraries
have implemented talent management programs and
the qualitative comments did indicate that others are
either currently in early stages of development or are
participating in talent management occurring at the
institutional level.
The second trend illustrated in the survey results
points to a widening skills gap in the workforce of
ARL libraries. Many libraries reported that current
employees are not able to be re-trained or re-skilled
and job candidates do not have the skills required
to meet libraries’ needs as roles continue to change
and require new skills and competencies. It is not
known definitively which skills are missing within
the workforce since the survey did not ask explicitly
for missing skills. However, information technology
came up as a consistent theme when discussing dif-
ficulties in recruitment and retention.
In conclusion, talent management practices and
tools are emerging best practices for organizations.
While ARL libraries have not fully incorporated tal-
ent management strategies and practices into their
organizations, some libraries are in the process of
implementing some activities and practices into their
long-term strategies and everyday work. The survey
data show a need to connect talent management to
organizational strategies, especially for addressing
impending retirements and closing the skills gap. The
authors believe the need to develop talent manage-
ment capabilities should be addressed by individual
organizations in strategic plans and comprehensive
talent management programs. Likewise, professional
associations should focus on adapting talent man-
agement best practices to the research library envi-
ronment and provide professional development pro-
grams to support such practices. These efforts should
be integrated in order to cultivate the talent needed
to meet the demands of the modern research library.
