Change, boundaries, skills and people value: a provocation Stephen Town Director of Information University of York

The changing boundaries … Content and access changing since 1964 Networks (1969-) Devices (1981-) “Without walls” (1990s) The walls come back … (2000s)

Recent additions to the portfolio Open access publishing management Research data management Digital archiving (multimedia) Widening participation outreach The University Art collection Digital signage

Some conclusions … “Needs are endless…” (Thorhauge, 2010) (IT) Skills debate a constant for at least twenty years, but libraries have (more than) survived “Organizational level thinking is crucial” (Mengel et al, 2010) Boundaries are as much of imagination as real?

How we build Library Value? Library relational capital – within and beyond the University Library tangible & intangible capital – including Human capital development Library virtue – contribution to transcendent outcomes Library momentum – quality maturity and pace of change

The Royal Bank of Scotland’s human capital model

Kostagiolas, 2010

One organised library’s response to the question of people measurement: – Attainment of core competencies – On the job competency development – Leadership performance – Staff satisfaction – Skills deployment Based on data from a benchmarked staff climate survey

A people proposition based on … What our people should know What our people should be What difference our people make

Improving the diagram.. Knowledge Information science – Interaction with users Information management – Life cycle management – Distribution Relevant management theory and methods Skills Organisational skills and in some cases Technology and other specialisms

People being … Values driven Curious Changeable Connected Making it up for themselves …

Engagement measurement (Morgan, C-A.) “Engagement is a combination of commitment to the organization and its values, plus a willingness to help out colleagues (organizational citizenship)” “… beyond job satisfaction, and is not simply motivation.”

York ClimateQUAL Results vs UK and US Mean

A Framework? (Phipps, Franklin & Sharma, 2010) “the … intent of measuring whether articulated organizational values were achieved” “A systems approach” Leadership & team decision making Performance Management system Hiring, merit and promotion Communication system Learning, training, innovation approaches

Penna’s hierarchy of engagement (2007)

A Human Capital approach Enablers (4 ‘C’s) – Capacity Minus confounders – Absence, turnover – Capability Raw & growth Critical mass – Climate of Affect Engagement Empowerment – Culture of momentum Programme capability Maturity Outcome proofs – Market fit Sustainability Market related impact – Strategic fit (over time) Quality & Improvement New product development – Contribution to Productivity Creativity – Competitive impact Service development Reputational investment

Conclusions and questions Can we leave skills to the market? Some key transferable skills should be more strongly assessed at professional entry point? Skills are only (a small) part of solving boundary and change problems The current model ignores the most significant skills for organisational success