SPEC Kit 344: Talent Management · 63
We do not have a formal succession planning strategy because succession planning is problematic in a public institution.
We are, however, working on further defining our leadership planning.
We do succession planning for positions where we see both interest and potential that can be developed.
We have not yet had the opportunity to formalize such a strategy.
We haven’t deliberately identified individuals to groom them for successor roles. However, through an annual
assignment of duties process the dean is able to assign librarians into new roles or to have them shadow a
leadership role.
We haven’t discussed this at this point.
We informally do this but do not have a formal ‘strategic plan’ in place. Our former dean did include it in our strategic
plan our current dean who has been here three years does not. So I think it depends on your senior leadership in terms
of choosing to include this in a libraries strategic plan.
When retirements happen we take the opportunity to review the position and determine if we want to fill it the
same way. This includes management positions. Some of our unit libraries are getting smaller and smaller and thus
the managerial responsibilities are shrinking. Management-wise, our library is becoming very flat. There are fewer
opportunities for advancement to management and there are very little opportunities to gain management experience.
This doesn’t really explain why we don’t have a succession plan, other than to say that it’s hard to plan for succession
when the positions might not exist in the future.
41. Are managers in your library equipped with the skills necessary to provide employees leadership
development opportunities that support a succession strategy? N=43
Yes 26 61%
No 17 39%
Comments N=13
Answered Yes N=7
Among the most necessary skills are identification of leadership opportunities, a willingness to give employees these
opportunities and to provide useful feedback. We encourage these skills in our managers, who possess them to
varying degrees.
Managers identify some leadership development opportunities, while others are identified by senior/executive managers
and recommended to the managers for consideration.
Most managers are.
Some but not all managers
The university offers support for successful transition.
This is an ongoing review process.
Yes, I think we now have that in place.
Previous Page Next Page