Purpose As is the case of all organizations, the academic library is a body reflecting the contribution of its core employees. As such, the roles performed by academic librarians are crucial to its development and existence. The purpose of this paper is to explore the role of academic librarians as change champions in an information age that has been, still is, and is expected to be continuously pervaded by varying and widespread changes in librarianship and scholarship coupled with the ever changing and expanding user needs and expectations. The paper also identifies a framework to perform this role. Design/methodology/approach This paper is informed by opinion and draws on relevant literature to highlight the current climate and what is being perceived as valuable to the future direction of academic libraries in order to bring credence to its trajectory. Findings Academic librarians must readily accept, be responsive to, and anticipate change to maintain and justify their relevance to stakeholders. Yet, anecdotal evidence suggests that not all librarians are prepared to embrace change. Practical implications Academic librarians must understand how their roles influence the decision-making processes of the stakeholders and vice versa. Originality/value The paper advances five principles or 5As to guide the change process in academic libraries: alignment, accountability, agility, accessibility, and assessment. Very briefly, it discusses the relevance of a concept referred to as the competition-collaboration continuum to further academic librarianship. These notions serve to assist academic librarians in determining the appropriate actions to be taken now.

Purpose -The success of socialization and orientation of new academic librarians has a considerable effect on outcomes critical to both the newcomer and institution, including job performance, job satisfaction, and staff turnover. These factors correspondingly impinge upon the institution's bottom line, due to the high costs associated with activities ranging from recruitment to retention. The paper asserts that if a new librarian leaves the institution within the first six to 18 months, the costs expended on hiring are practically wasted. To avoid this, and engage new professionals that stay long enough to justify the cost of hiring, and gain a return on its investment, the academic library needs to engage in rapid on-boarding. The article therefore aims to demonstrate how socialization and orientation can be effective. Design/methodology/approach -This paper is informed by opinion and draws on relevant literature to provide an understanding of the phenomenon. Findings -Rapid on-boarding is central to getting new hires up-to-speed quickly; yet, anecdotal evidence suggests that it is not as widespread as it should be in academic libraries. Practical implications -An on-boarding plan immanent in the strategic plan provides a unique channel of influence for familiarizing newcomers with the institution and advancing its policies and practices. Social implications -A formal on-boarding program can be a great source of support for all library staff and can increase the retention of professionals by inculcating the values and behaviors required to succeed. Originality/value -The article underscores how human resource development (HRD) activities, which subsume orientation, affect the library's bottom line. The author advances the significance of "chi" to the success of rapid on-boarding: communication, human interaction and individualization.

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The contemporary Library and Information Services (LIS) environment employs a multifaceted group of employees who are better educated and more expensive to recruit than in previous times. In order to maximize these talents and resources available, this modern setting requires managers — at all levels — who are versatile and fitted out with the right skills and knowledge to maintain group cohesion and to propel this dynamic environment to continuously move in unison with the society. This article identifies and discusses the required skills and knowledge of the contemporary manager. In doing so, the concepts of skill and knowledge are defined and their interrelationship is highlighted.