the library workforce…why risk it? julie sloan chief executive and founder workforce planning...

© Julie Sloan 2015 [email protected] Mobile: +61 417861350

The Library Workforce…why risk it?

Julie Sloan Chief Executive and FounderWorkforce Planning Global

8th September 2015


Overview• Tomorrow’s Libraries: Future directions of the South Australian

Public Library network – comment!

• Tomorrow’s Libraries - part of the global perspective

• Human Governance a core element of Corporate Governance

• Segmenting your workforce – retaining and attracting critical workforce

• Using workforce metrics

• Useful resources

• Managing and mitigation workforce risk


Future Vision• …This shared vision rests on an underlying principle that all

libraries in the Network are interconnected and interdependent….

• …The future lies in strengthening this principle at all levels - from governance through to service delivery…

• …The success of the future is predicated on the development of skilled staff, vibrant physical and virtual library spaces, and collections and content that stimulate imagination and knowledge creation.


Strategies for success• Connected community places - We need to build the skills of staff in

fostering engagement and connection

• Creative content & knowledge centres

• Innovation & digital hubs

• Partnering with intent

• Delivering a sustainable future – Strong Governance is vital to achieving this plan


But wait….Does your ‘strong governance’ intention include human governance?

Which workforce/staff segments need skills development in engagement and connection, content curation, leadership and

management?When do they need these skills and for how long?

What are the evidence based workforce requirements for your current, transition and future workforce ?

Are you developing a systematic approach to strategic workforce planning using current Australian and International Standards?

Strategic Workforce Planning

on the Global Agenda

© Julie Sloan 2015 - [email protected]

© Julie Sloan 2015 [email protected]

Mobile: +61 417861350

International Standards

Human GovernanceTerminology

MetricsStrategic Workforce Planning - Standards

Australia MB009 AS 5620

Strategic Workforce Planning (ISO) TC 260Recruitment

Sustainable EmploymentKnowledge Management

HUMAN GOVERNANCEAll organizations have governance. The system by which

organizations are directed, controlled and held accountable. Governance defines rules, systems, processes and behavior. There is generally a human element in all aspects of corporate

governance. Human governance refers specifically to the system or systems by which people within an organisation are directed, controlled and held accountable.

The governance of people is as important as the governance of physical assets or financial capital and how this is done is instrumental in promoting desired behaviors within an organisation.

© Julie Sloan 2015

[email protected] Mobile: +61 417861350

Workforce Planning

• Systematic identification, analysis and planning of organisational needs in terms of people


Mobile: +61 417861350


Mobile: +61 417861350


Do you have a social responsibility to get your workforce planning right?

• Social responsibility is an ethical framework which suggests that an entity, be it an organization or individual, has an obligation to act for the benefit of society at large.

• Social responsibility is a duty every individual has to perform so as to maintain a balance between the economy and the ecosystems.

(Source: Wikipedia 2015)


Think Work Life Stage … NOT AGE!


Evidence based workforce planning• Median age for public sector workers in South Australia is 45.8years and

national median age is 40 years

– What is the median age of the SA Library Workforce? What is the median age of people in your critical job groups/functions/roles?

– Is age important/relevant?

• In South Australia the highest proportion of workers aged over 55 years occur in the agriculture, health, care, education, public administration and parts of retail, construction and manufacturing.

– In which job groups/roles/functions/locations are the people aged over 55 working in your sector? What other characteristics are relevant to the analytics of this cohort?


Evidence based workforce planning• The average age of retirement for those who retired over the past five

years was 61.5 years

What is the average age of retirement in your sector? In priority workforce segments?

• Almost one in five Australians over 45 years of age who intend to retire, plan to retire from the labour force at 70 years and older.(source: ABS retirements intentions survey) What are the intentions of those aged over 45 years in your sector? By role/function/capability/location?

• Myths about the mature age workforce - The Greatest Asset Project – 2014-2015Equal Opportunity Commission SA Government website

Think …Workforce Planning and Productivity


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Mobile: +61 417861350


Skills Banks

Transition employees

Industry transition

Globally advantaged jobs

Location specific jobs

Vulnerable jobs

Mobile jobs

Cloud workforce

The future looks different…


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Governance, Leadership and Workforce Engagement

Managing and mitigatingyour workforce Risk


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Your Library or SA Public Libraries workforce as a whole

Role-based by value or type of work performed

Employee-based segmentation by demographic, other observables or inferred characteristics

Vertical integration – combining different levels (graduate, qualified, senior) from the same

occupation into a single group

Horizontal integration –combining similar occupations (electrical, electronic and systems

engineers) at the same level (qualified or senior into a single group

Segmenting the workforce


Ranking critical Jobs/Role/Function/Capabilities

• Future importance• Current capability• Desired capability• Gap• Change magnitude• Risk assessment• Risk management/mitigation


How do you rate you HR Analytics?

• Step 1 – Reactive – operational reporting

• Step 2 – Proactive – Advanced reporting

• Step 3 – Strategic Analytics• Step 4 – Predictive Analytics


Consider…

Is your data accurate?

What is important?

What do you have access to?

What is causing you concern?


Information gapsIdentify demand and supply questions that need to

be answeredAgree future focused demand scenarios – growth,

decline, no change


Take the lead…..Describe – what’s happened, what’s happeningPredict – what could happenPrescribe – what should happen Assert - Where are you? Where you need to be?Where you want to be?What you need to do?

Current , Transition and Future Workforce


Risk Management and Mitigation

• 6 B’s– Build– Bind– Buy– Boost– Borrow– Bounce

Source: Ross School of Business, University of Michigan

A framework for small business


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Mobile: +61 417861350

Consider…what is the alternative to strategic workforce planning?Is your workforce worth the risk?


Mobile: +61 417861350


Mobile: +61 417861350

the library workforce…why risk it? julie sloan chief executive and founder workforce planning...

Documents

future workforce

cloud workforce

critical workforce

workforce requirements

plan julie sloan

iqpc workforce planning

global agenda julie

future directions