SPEC Kit 344: Talent Management · 61
At the dean’s discretion
If we do not have the requisite expertise internally, then we hire from the outside. Typically for the executive positions
(Dean, Associate Dean), those are international competitions and our last two searches for these roles have brought in
external candidates.
It is not an explicit strategy. The searches are always open to all applicants. Sometimes we do not get internal
candidates, but often we do. It is common at lower and mid-level searches that we do make internal promotions. At the
higher levels we are often looking for new skill sets or experiences in certain kinds of projects and we are more likely to
see that in external candidates.
Lack of qualified applicants from within
Leaders from the outside bring fresh perspective and new strengths.
Our practice is to conduct open searches for senior/executive management positions.
Our succession planning has revealed that while we currently have all of our leadership positions filled, if someone
were to leave, we do not have the capacity to replace them and we would be looking to fill those roles externally in
some cases.
The provost hires the dean. They are usually looking for new leadership from outside, often someone who brings
experience as a dean at a smaller institution. Generally, they want someone with a PhD and that often is not available
internally. The responsibilities of a dean usually include fundraising and development activities and few internal
candidates, unless they have served for a significant period of time as an interim dean, have that experience.
The rationale for using this strategy is to bring in senior managers who have skill sets that may not be resident in the
organization as well as a new perspective on work, strategic initiatives, and library services.
There is a limited pool of staff and often not qualified candidates at that level internally.
Two AULs were appointed three AULs and UL were recruited.
Unknown outside candidates have less local baggage.
Value outside experience to broaden and enrich organization.
We are committed to the fresh vision and perspective that comes from hiring outside the organization.
We conduct national recruitments and select the individual that is best qualified and competitive for the position. The
majority of new hires at this level have been external, but not exclusively.
We do not have a formalized library leadership development program.
We have had a change in direction and leadership. Skill sets needed were not available within the organization.
We have only recently begun to hire from outside the organization. It isn’t a specific strategy. The two most recent hires
were the best qualified and came from outside.
We mostly hire entry-level librarian from outside our organization, but promote into managerial positions from within.
We hire entry-level librarians from the outside to infuse new ideas, practices, procedures, etc., into our organization.
Additionally, creating a more diverse workforce is a high priority within the University Libraries and the university.
We want to identify and hire the best-qualified person for the job, regardless of internal or external.
We want widest possible pool of talent and diversity.
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