50 · Survey Results: Survey Questions and Responses
We have not yet developed the model, but we are currently investigating.
While we do use general campus-wide competencies during job interviews and training, we have not developed
organization or position-specific competency models. Performance is measured through outcomes rather than against
particular competencies.
Answered Yes N=2
The university has defined organizational competencies for staff and academic professional positions. This doesn’t
include faculty librarians.
We have competencies for librarians, and for professional staff, not for paraprofessionals.
If yes, please answer the following questions.
28. Please briefly describe how competencies are aligned with your organizational strategy. N=24
Academic staff (Librarians and Other Professional Staff): competencies not formally identified. Administrative
management staff: five core leadership competencies used campus-wide. Library support staff: eight core competencies
used campus-wide.
Among the actions identified in the library’s strategic plan is to “create a systematic employee development and training
plan, including foundation skills and core competencies.” To date, emphasis has been on core competencies for support
staff in public service roles.
As positions turn over the line is assessed for the necessary skills that a revised/new position requires. Each employee
has a professional development plan with competencies required to meet the goals of the organization.
By defining behaviors that are essential for the university to achieve its strategic goals.
Competencies are drawn from the organization’s strategic directions and are used in recruiting, performance
management, and professional development planning.
Competencies are identified by the university. We chose from a pre-populated list based on position.
Competencies are reviewed at the time of turnover and when we create new positions.
Competencies are used for all staff positions university-wide for job classification purposes. Competencies have not
been broadly identified for faculty positions. The competencies for staff have not been strongly aligned with strategy.
Currently, everyone is expected to embody the university’s core values of integrity, excellence in leadership, excellence
in mission, teamwork, and accountability. For leadership roles, additional competencies have been identified by the
university, which we use in evaluating those in leadership roles.
Customer service competencies create results not only for students and other users of library space, resources,
and services but also for our “internal customers.” Change management, teamwork, and collaboration involve
understanding how your job relates to the organization, working well with others from diverse backgrounds, helping to
achieve mutual and independent goals, and communicating productively about change. Problem solving and judgment
are key to accomplishing both operational and strategic goals.
Each duty and responsibility in an employee’s position description has a corresponding work standard that is used to
measure how successful employees are in their job.
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