Tomorrows

Manager

Building for Tomorrow

PURPOSE As the workforce shrinks across the library, we will have to work harder to retain skilled people and become more creative in recruiting talent. In order to be an employer of choice, it is even more important that we recognize and reward peak performance while providing clear career paths for staff. Succession planning is the process of identifying high-potential staff members, evaluating and honing their skills and abilities, and preparing them for advancement into positions which are key to the success of Library operations and objectives. One of the major challenges of succession planning in libraries is bench strength. Bench Strength refers to the importance of providing developmental opportunities so staff is ready to move up when the time is right. The competencies for future leaders not only are technical but must reflect superb communications skills, a good attitude, the ability to deal effectively with change, the skill to get along with others, the vision to see beyond the four walls of the library and a strong customer focus. Staff must be trained and groomed to be competitive with the best candidates.

Succession planning involves: Understanding the Library's long-term goals and objectives. Identifying the high-potential candidates and their respective developmental needs. Determining workforce trends and predictions.

The Tomorrows Manager is a development program geared to those individual contributors who have the potential and are interested in management. The Library commits to helping these individuals prepare to take on greater responsibilities, and monitor their current performance and growth as they meet new challenges.

OBJECTIVE Through the Tomorrows Manager program, we will increase the bench strength of prospective library managers by providing high potential employees the opportunity to be fast-tracked and be exposed to a variety of development opportunities. ACTION STEPS Identify potential candidates. Identify and assess the pool of potential candidates strengths and areas of improvements. Candidates will submit an application along with references to be considered for the program. Candidates will be interviewed by a team of leaders. Candidates past performance and a management assessment will be part of the application process.

Develop Group Classes to Build Competencies. Classes are created to help employees achieve proficiency in all the required competencies, close skill gaps and prepare for succession opportunities. Classes will include but not be limited to: Strengthening your management skills (Individual Development Inventory Tool) Library Management Style for Vision and Change (including understanding the organization and trends in the Library) Hiring for Future Success Resolutions of Problems, Conflict and Crisis Management Advocacy, Stewardship and Donor Relations

Group Coaching. Develop staff members with participation of ongoing coaching and feedback, and career and development planning, ensuring staff engagement. Develop Individual Development plans and other learning opportunities. Build competencies to be ready to step into a managers position. Other learning opportunities included are:

Individual Directional Inventory Assessment Mentoring and coaching Job shadowing /job rotations Leadership opportunities on project teams Formal education and learning opportunities Temporary assignments such as managing a branch/department while the incumbent is on vacation Staff selection (team interviewing)

Review Progress and Update Plans. Support and track progress of individual development plans. Attend training classes including online training opportunities for 3-6 months. Evaluate the programs efforts by getting and providing the high potential candidates with feedback from their respective direct leaders and coaches.

8/3/2010