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Jul 03, 2023 •20 likes •690 views

W l Welcome! ! The webinar will begin at The webinar will begin at 2:00 Eastern/11:00 Pacific Audio broadcastvolume Todays audio is streaming over your computers speakers or headphones. You can adjust the volume on the

  1. W l Welcome! ! The webinar will begin at The webinar will begin at 2:00 Eastern/11:00 Pacific

  2. Audio broadcast—volume Today’s audio is streaming over your computer’s speakers or ’ ’ headphones. You can adjust the volume on the Audio broadcast box: You can adjust the volume on the Audio broadcast box: If you hear an echo or are disconnected from the audio: Select Leave Audio Broadcast or click X to close box(es). Then rejoin. ( ) j

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  4. If needed, access audio by telephone If o If you cannot or do not wish to listen to today’s audio via your cannot or do not ish to listen to toda ’s a dio ia o r computer, please follow these steps to join by telephone. Click on Request under the participants list. You will be provided with a toll-free number. Be sure to enter # following each of the operator’s requests for Access Code and Attendee ID .

  5. Customize your experience • Panels can be minimized or expanded d d • Hover over edge of panels to drag and resize t d d i • Size can be adjusted or presentation can be viewed presentation can be viewed “full screen” • Use this menu at bottom • Use this menu at bottom right to return to panel view

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  8. Remember to chat privately with WJ Support if you need technical WJ Support if you need technical assistance. Other Technical problems? p Contact WebEx support E Event Number: 716 197 806 t N b 716 197 806 Phone: 1-866-229-3239

  9. Today’s Producers Michael Porter Jennifer Peterson Moderator ‘ WJ S ‘ WJ S upport’ t’ WebJunction WebJunction Communications Manager Community Manager

  10. Today’s twitter hashtag: #libcomp d ’ h h l b

  11. Real Library Solutions l b l using using Competencies p  Sandra Smith  Betha Gutsche Betha Gutsche

  12. Sandra Smith Denver Public Library ssmith@denverlibrary.org Betha Gutsche Betha Gutsche WebJunction.org gutscheb@oclc.org

  13. How much do you think you know about competencies? t i ? A lot! Not so much

  14. Do you think there’s a one ‐ size ‐ fits ‐ all competency set for all libraries? t f ll lib i ? YES! Not so much

  15. Are you using competencies in your library? YES! Not so much

  16. What are Competencies? p The skills, knowledge, and behaviors necessary for the performance of a job or a specific task. KSA s  K = knowledge K = knowledge  S = skills  A = ? (abilities or attitudes or behaviors) ( )

  17. Competencies are p “blueprints for success at work” ‐ Pat Carterette Photo by square(tea) on Flickr

  18. What are they not? y NOT :  one size fits all  meant to be overwhelming  a rigid str ct re  a rigid structure

  19. When you hear about competency ‐ based programs, do you …? d ? Jump for joy! Run and hide

  20. At your library, are you hearing words such as “ “accountability,” “outcomes,” and “funding”? t bilit ” “ t ” d “f di ”? What about “strategic”? YES! Not so much

  21. Is your library evaluating its effectiveness as a community resource? it ? YES! Huh?

  22. Everyone Gets Results! y Clarity Consistency Focus Fast

  23. WIIFM and WIIFML

  24. The Four The Four Employee Questions WHAT am I supposed to do? pp HOW am I supposed to do it? pp How AM I doing it? g What ELSE can I do?

  25. Our Library Takes Off! Our Library Takes Off!  Accountability to  Accountability to stakeholders and community community  Credibility to customers/colleagues t / ll  Building block for a Learning Organization  Staff as an Asset

  26. If you were handed a list of competencies for your position, would you…? iti ld ? Feel empowered to seek Feel overwhelmed targeted training and g g and resentful and resentful improve your skills!

  27. Case Study 1 y Competencies and the Competencies and the Learning Organization Pierce County Pierce County Library System Tacoma WA Tacoma, WA Michele Leininger Information Michele Leininger, Information Experience Director mleininger@piercecountylibrary.org

  28. Training environment g Learning environment g

  29. “ in situations of rapid change, only those that are y  flexible  adaptive  adaptive  and productive will excel ” l ” ill

  30. Alignment is the key g y How to know where you fit?

  31. Core skills and qualities q Customer focus 1. Teamwork 2. Professional integrity 3. Leadership 4. Communication 5. Problem ‐ solving 6. Change and learning g g 7. 7 Positive attitude 8. Diversity y 9. 9

  32. “What this looks like at work” Do…  Actively seek opportunities  Stay current Example from Example from  Be open to ne ideas  Be open to new ideas Change &  Etc. Learning competency Don’t…  Assume that things are “good enough” Assume that things are good enough  Reject new ideas  Ignore available learning opportunities g g pp  Etc.

  33. Have you ever said, or had said to you, “that’s not i in my job description?” j b d i ti ?” YES! No

  34. Case Study 2 y Competencies for Competencies for Staff Training Douglas County Library System Castle Rock, CO Missy Shock Training Manager Missy Shock, Training Manager mshock@dclibraries.org

  35. Why Competencies? y p New Job Position Undeveloped Job Description Needed a Framework to Structure Expectations to create a Specific Training Curriculum “We developed competencies so a Trainer – me – would We developed competencies so a Trainer me would not go crazy not knowing what to teach!” Missy Shock

  36. Sample Competencies p p  Patron Service: Effectively managing upset or angry patrons  Reference Ser ice Using the reference  Reference Service: Using the reference interview to accurately determine a patron’s information need information need  Team Building: Demonstrating a friendly, g g respectful attitude towards other staff

  37. Outcome  Focused, effective training program  Hiring strategy revisited, including beha ior based inter ie q estions behavior ‐ based interview questions  Beginning of accountability process using Beginning of accountability process using the competencies

  38. Future  Full accountability  Full accountability process using the competencies competencies  Expand to a systemic use in the employee cycle – hiring, training, performance, retention f t ti

  39. Are all of your staff members able to perform core technology skills? t h l kill ? What do you You bet! mean by “core”? mean by “core”?

  40. Case Study 3 y 3 Competencies and Competencies and Core Technology Southwest Iowa Library Service Area, IA Karen Burns, Administrator kburns@swilsa lib ia us kburns@swilsa.lib.ia.us

  41. “I want my staff to be the t technology wizards our h l i d public thinks we are.”

  42. Don’t reinvent the wheel. Don t reinvent the wheel. DO customize it DO customize it.

  43. The wiki

  44. Core email Pre ‐ assessment 1 . Pre ‐ 4 . Post ‐ assessment assessment 3. Links to just ‐ in ‐ time learning 2 . Competency statements statements

  45. Tech wizards at your service y Competencies

  46. Do you think performance evaluations are done well in your library? ll i lib ? YES! Not so much

  47. Case Study 4 y 4 Competencies for Competencies for Performance Evaluation Pikes Peak Library System Colorado Springs, CO Don Jenkins Training Manager Don Jenkins, Training Manager djenkins@ppld.org

  48. Why Competencies? y p  Goal of paper ‐ free performance evaluations  Desired the staff flexibility and efficiency the soft are pro ided software provided  New software is a competency ‐ based design New software is a competency based design  Needed competencies for implementation

  49. Process  Supervisors managers designed essential functions for the job  Also designed core competencies  Also designed core competencies

  50. Benefits  Clarity for employees and Clarity for employees and supervisors in performance expectations  Efficiency in managing performance f  Easy tracking and reporting of  Easy tracking and reporting of performance statistics and needs

  51. Future  Ability to look at performance trends  Abilit to e al ate  Ability to evaluate supervisor effectiveness in performance in performance management  Not currently directly tied to pay

  52. Do you know what training and learning you should do to be the best at your job? h ld d t b th b t t j b? YES! Not so much

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