Workforce planning for library and information science

Matarazzo, James M.; Mika, Joseph J.

doi:10.1016/j.lisr.2003.12.001

Cited by 9 publications

(11 citation statements)

References 4 publications

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“…It has led to the development of individuals, with benefits accruing to their libraries, AAHSL, and the quality of leadership in the profession as a whole. The program is recognized by those outside the immediate academic health sciences library community and has been highlighted as a model for a mentoring program by the broader library profession (Matarazzo & Mika, 2004). Institutions in the process of hiring directors acknowledge the value of the program, seeking out graduates to recruit.…”

Section: Resultsmentioning

confidence: 99%

Building the Next Generation of Leaders: The NLM/AAHSL Leadership Fellows Program

Lipscomb¹,

Martin

Peay

2009

Journal of Library Administration

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With half of its directors planning to retire as part of the demographic transformation of the profession, the Association of Academic Health Sciences Libraries (AAHSL) undertook a leadership development program to encourage and prepare its future library directors. This article describes the association\u27s multipart program in which each component can stand alone or as a sequence in preparation for a director position. It examines in detail one of the components, a successful mentoring program developed with support from the National Library of Medicine (NLM), the NLM/AAHSL Leadership Fellows Program. The authors describe the methodology and findings of a comprehensive qualitative evaluation study of the Leadership Fellows Program

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Section: Resultsmentioning

confidence: 99%

Building the Next Generation of Leaders: The NLM/AAHSL Leadership Fellows Program

Lipscomb¹,

Martin

Peay

2009

Journal of Library Administration

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“…In their recent editorial on workforce planning, Matarazzo and Mika (2004) lamented the library and information science profession's lack of knowledge about its future personnel needs, "Despite a profession that is superb in locating information, it is ironic that the profession does not have accurate information on its future, its job market, accurate retirement statistics, predictions of the specializations that will be needed, the number of likely retirements . .…”

Section: Resultsmentioning

confidence: 99%

“…This assumption, coupled with the "graying of the library profession" in general, indicate that much needs to be done to recruit new physical science librarians who will remain in the field for many years. Figures from recent years indicate that over 60% of all librarians are over the age of 45 (Lenzini and Lipscomb 2002;Wilder 2003;Matarazzo and Mika 2004). Wilder also reported that the situation for librarians employed by Association of Research Libraries affiliated libraries in 2000 was even more dire, with fully two-thirds being over the age of 45.…”

Section: Years In Current Position and Years In Fieldmentioning

confidence: 99%

The Face of 21st Century Physical Science Librarianship

Ortega

Brown

2005

Science & Technology Libraries

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Physical science librarians from the U.S. and Canada participated in a survey about their educational background, experience, and professional activity. This group of information professionals can be characterized as having an extensive academic background in the sciences, as being highly experienced, and as professionally active. The large proportion of practitioners who have more than eleven years of experience in the field could signal the impending retirement of large numbers of physical science librarians in the near future. This survey of physical science librarians in the early part of the 21st century suggests that for physical science librarianship to continue to evolve and flourish, it is critical that the profession encourage research and scholarship, in addition to service, among our newest recruits and experienced colleagues.

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“…Wilder's work has been widely cited throughout the library literature addressing the graying of the profession. Arthur (1998), Galbraith et al (2012), Young (2001, 2002), Kaufman (2002), Marshall (2005), Matarazzo and Mika (2004), Munde (2000), Schrader (2005), and Whitmell (2002) all cited one or several reports by Wilder (1995Wilder ( , 1999Wilder ( , 2000Wilder ( , 2002Wilder ( , 2003.…”

Section: National Center For Educational Statistics and The Office Ofmentioning

confidence: 99%

“…Lynch (2002) peak between 2010 and 2014 (p. 55). Aversa (2005), Davis (2005), Galbraith et al (2012), Hernon, Powell, and Young (2003), Matarazzo and Mika (2004), and Schrader (2005) all cited Lynch (2002).…”

Section: National Center For Educational Statistics and The Office Ofmentioning

confidence: 99%

Succession Planning in Academic Libraries: A Reconsideration

Weare¹

2015

Advances in Library Administration and Organization

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Purpose: It has been widely projected in the library literature that a substantial number of librarians will retire in the near future leaving significant gaps in the workforce, especially in library leadership. Many of those concerned with organizational development in libraries have promoted succession planning as an essential tool for addressing this much-anticipated wave of retirements. The purpose of this paper is to argue that succession planning is the wrong approach for academic libraries. Design/methodology/approach: This paper provides a review of the library literature on succession planning, as well as studies analyzing position announcements in librarianship which provide evidence as to the extent to which academic librarianship has changed in recent years. Findings: In a review of the library literature the author found no sound explanation of why succession planning is an appropriate method for filling anticipated vacancies and no substantive evidence that succession planning programs in libraries are successful. Practical implications: Rather than fill anticipated vacancies with librarians prepared to fill specific positions by means of a succession planning program, the author recommends that academic library leaders should focus on the continual evaluation of current library needs and future library goals, and treat each vacancy as an opportunity to create a new position that will best satisfy the strategic goals of the library. Originality/value: In contrast to the nearly universal support for succession planning found in the library literature, this paper offers a different point of view.

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Workforce planning for library and information science

Cited by 9 publications

References 4 publications

Building the Next Generation of Leaders: The NLM/AAHSL Leadership Fellows Program

Building the Next Generation of Leaders: The NLM/AAHSL Leadership Fellows Program

The Face of 21st Century Physical Science Librarianship

Succession Planning in Academic Libraries: A Reconsideration

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