68 · Survey Results: Survey Questions and Responses
Our post-masters residency program is designed to be a pipeline for bringing new talent into the organization. We
are part of a consortium that has developed a Management Academy that we offer to help develop management
and business skills for mid-career professionals. We have established the position of Associate Head in all of our
departments and branches to aid in the development of management skills and help with succession planning.
Our primary focus in recent years has been on recruitment and on helping junior faculty achieve promotion and tenure.
Talent management is a current priority for the campus so I’m confident our practices will change in the coming years.
The library has a strategic plan that includes eight initiatives. One of the initiatives is focused on talent management and
employee engagement: Foster an engaged, productive and diverse workforce to better serve the user. In the upcoming
year, the library will be focusing on professional development as one of the initiatives that supports this strategic priority.
The library also has a diversity committee with goals to support this priority.
This survey was completed by department directors for Libraries IT and Social Science. Our Libraries IT department
needs to understand how the library is used by the campus and the public. Our librarians and staff need to be more
knowledgeable about IT issues in order to understand why something is, or is not, feasible. Many don’t appreciate that
our campus infrastructure is lacking and think that LIT does not want to cooperate. Overall, better communication is
necessary across the library.
We saw a significant decrease in staff levels from 2008–2010. Since that time our staffing levels have remained
static. However, through natural attrition we have moved positions such that new hires are in less traditional roles,
acknowledging the impact of digital rather than print collections.
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