Preserving Organizational Knowledge PINNACLE GROUP The 658s: - - PowerPoint PPT Presentation

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Preserving Organizational Knowledge PINNACLE GROUP The 658s: - - PowerPoint PPT Presentation

Apr 06, 2023 13 likes •245 views

Preserving Organizational Knowledge PINNACLE GROUP The 658s: Cameron Asbell, Stacy Brown, Teryn Gilliam, Delana Knight, Andrew Vickers, & Casey Wallace Introduction Losing experienced staff causes gaps that can negatively affect

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Preserving Organizational Knowledge

PINNACLE GROUP The 658s: Cameron Asbell, Stacy Brown, Teryn Gilliam, Delana Knight, Andrew Vickers, & Casey Wallace

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Introduction

“Losing experienced staff causes gaps that can negatively affect library service, especially when the employee leaving is taking a substantial amount of work, business, and operational knowledge that is difficult to replace or duplicate.”

Andrew M. Pena “Institutional Knowledge.” University Business Magazine, December 5, 2014

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As found in:

  • Professional Literature
  • A Recent Survey
  • Case Studies

Current Condition of the Problem

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Anonymous Interviews with Public Library Directors

  • Case Study #1: IT Specialist unexpectedly resigns
  • Case Study #2: Branch Manager passes away
  • Case Study #3: Finance Manager quits

Case Studies

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Case Studies reinforce many themes in research literature:

  • Lack of preparation for succession
  • Need for a strategic plan
  • Need for sharing institutional

knowledge ○ Cross-training ○ Documentation

Case Studies

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What the Literature Says: Internal Challenges

  • General unpreparedness for succession

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lack of organized information

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no regular preparation habits

  • Underestimating the time needed to prepare

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years, not months

  • Conflict in deciding to look within or outside for

replacement candidates

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Internal Challenges (continued)

  • Should you expand definitions of

qualifying skillsets?

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being bilingual

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promoting non-MLS degree holders

  • Emotional tensions surrounding a

leader/expert’s decision to step down

  • Encouraging an existing expert to

participate in a constructive transition

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External Challenges

  • Smaller pools of replacement candidates

compared to the number of retirements

  • Shortages of specific skills and experience
  • Increased demands for training on basic

library skills

  • Working with the limitations of workers who

are in a “second” career or may only be interested in part time-work

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Survey Results

84 respondents from Academic and Public Library Administration

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48% No 23% Yes 19% Are working

  • n a plan

Survey Results

Do you have a plan to replace key positions?

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37% predict 1 - 2 months 26% predict 3 - 4 months 18% predict 5 - 6 months 14% predict 6 months -1 year How long would it take for you to replace a key member of workforce?

Survey Results

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30% rate themselves as planning Poorly 26% rate themselves as Neutral in planning 21% rate themselves as planning Well 19% rate themselves as having a Fair plan 3.6% rate themselves as planning Extremely Well

Survey Results

How do you feel that your library manages Succession Planning?

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What core competencies are most important when selecting an internal

  • r external candidate for a key position?

Survey Results

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How to Establish a Succession Plan: Our Strategy to Close the Gap

1. Identify Critical Positions 2. Forecast Future Vacancies 3. Identify Potential Employees 4. Transfer of Knowledge 5. Reconsider Your Team Configuration 6. Know Your Team’s Interests and Needs 7. Support For The Successor 8

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How to Establish a Succession Plan

1. Identify Critical Positions Director Technical Services Manager Payroll Clerk

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How to Establish a Succession Plan

2. Forecast Future Vacancies

  • Planned Retirements
  • Extended FMLA
  • Military Leave
  • Potential Turnovers

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How to Establish a Succession Plan

3. Identify Potential Employees

  • Conduct an Internal Search
  • Run External Searches Concurrently with Internal Searches
  • Hire Interns
  • Interim Positions
  • Loaner Staff

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How to Establish a Succession Plan

4. Transfer of Knowledge

  • Shadowing
  • Mentoring
  • Cross-Training
  • Written Procedures
  • Leadership Development Training

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How to Establish a Succession Plan

5. Reconsider Your Team Configuration

  • Operate at a level of overcapacity.

Hire two part-time employees instead of one full-time employee.

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How to Establish a Succession Plan

6. Know Your Team’s Interests and Needs

  • Tired of Their Job
  • Is Not Engaged
  • Has Upcoming Life Changes
  • Has a Desire for Promotion

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How to Establish a Succession Plan

7. Support For The Successor

  • A Good Team
  • Mentors
  • Coaching
  • Feedback

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Conclusion

How do we know we have been successful?

Photo attribution: Flickr users Daniel Pietzsch (1 & 18), Walfer (2), Evan Long (3), Gabriel Sai (4), Burns Library, Boston College (5), Bill Alldredge (6), Vincent F (7), Jordanhill School D&T Dept (8), icannphotos (9), San Jose Public Library (10), (11), Rob Bixby (12), Peter (13), Bully Whippit (14), velacreations (15), Thomas Hawk (16), La_Shy (17)

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Questions?

Cameron Asbell, Ohoopee Regional Library Stacy Brown, Conyers-Rockdale Library System Teryn Gilliam, Atlanta- Fulton Public Library System Delana Knight, Northeast Georgia Regional Library System Andrew Vickers, Mountain Regional Library System Casey Wallace, Gwinnett County Public Library