Using workforce structures to enable staff retention and development

Abstract

Purpose-The purpose of this study is to examine the practical context and implications surrounding a workforce review undertaken by the University of Tasmania (UTAS) Library and the measures taken to address the key problems it identified, particularly those relating to the recruitment and retention of new and existing liaison librarians. Design/methodology/approach-Workforce planning methodologies were used to identify the gaps in the Library's projected staffing needs and current situation. Two of the major changes implemented to address these gaps were the restructuring of liaison librarian positions, and the implementation of a development and articulation structure for new librarians. Findings-The workforce planning process identified a number of key gaps in capacity, particularly in terms of the ability to retain existing liaison librarians, and the recruitment of new librarians to anticipate the impending impact of a significantly aged workforce. After the restructuring and development framework were implemented UTAS Library found itself with an increase in new librarian staff, a structure that better reflected skills of staff, and enabled greater flexibility and movement across levels. Originality/value-The paper provides a practical example of workforce planning, position restructuring and formal development structures for new librarians in an academic library.

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“…Most companies should evaluate their communication methods. Grapevines should not inform teachers (Warren, 2016). School policies and culture affect a person's choice to stay or leave (Jong, 2021).…”

“…Another school may hire dissatisfied teachers (Cranny et al, 2018). Warren (2016) offers ten tips to help companies retain workers. Create an environment that draws teachers who will bond with the school.…”

“…Employees often want to change jobs because switching companies can boost their pay by 10% -20% (De Beer, 2018). Principals focus on struggling teachers, neglecting gifted ones (Warren, 2016). Star workers may resent being ignored and unsupported.…”

Designing Libraries for Research Collaboration in the Network World: An Exploratory Study

“…Current literature on academic library structures consists largely of institutional case studies (Andrade & Zaghloul, 2010;Chan & Soong, 2011;Franklin, 2009;Larsen & Riis, 2012;Nesdill, Love & Hunt, 2010;Quinlan & McHarg, 2012;Renfro & Neal, 2012;Shore, 2012;Warren, 2011), with few comprehensive surveys. In North America, ARL last surveyed library organization in 1996, although the organization and staffing of specific elements of research support have been examined more recently, including digital humanities, research data management, and scholarly communication (Bryson, Posner, St. Pierre, & Varner, 2011;Eustis & Kenney, 1996;Fearon, Gunia, Pralle, Lake & Sallans, 2013;Radom, Feltner-Reichert, & Stringer-Stanback, 2012).…”