Succession planning in canadian academic libraries

Chandos Information Professional Series Series Editor: Ruth Rikowski (email: Rikowskigr@aol.com) Chandos’ new series of books is aimed at the busy information professional They have been specially commissioned to provide the reader with an authoritative view of current thinking They are designed to provide easy-to-read and (most importantly) practical coverage of topics that are of interest to librarians and other information professionals If you would like a full listing of current and forthcoming titles, please visit www.chandospublishing.com New authors: we are always pleased to receive ideas for new titles; if you would like to write a book for Chandos, please contact Dr Glyn Jones on g.jones.2@elsevier.com or telephone +44 (0) 1865 843000 Succession Planning in Canadian Academic Libraries Janneka Guise AMSTERDAM • BOSTON • CAMBRIDGE • HEIDELBERG LONDON • NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Chandos Publishing is an imprint of Elsevier Chandos Publishing is an imprint of Elsevier 225 Wyman Street, Waltham, MA 02451, USA Langford Lane, Kidlington, OX5 1GB, UK Copyright © 2016 Janneka Guise Published by Elsevier Ltd All rights reserved No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval system, without permission in writing from the publisher Details on how to seek permission, further information about the Publisher’s permissions policies and our arrangements with organizations such as the Copyright Clearance Center and the Copyright Licensing Agency, can be found at our website: www.elsevier.com/permissions This book and the individual contributions contained in it are protected under copyright by the Publisher (other than as may be noted herein) Notices Knowledge and best practice in this field are constantly changing As new research and experience broaden our understanding, changes in research methods, professional practices, or medical treatment may become necessary Practitioners and researchers may always rely on their own experience and knowledge in evaluating and using any information, methods, compounds, or experiments described herein In using such information or methods they should be mindful of their own safety and the safety of others, including parties for whom they have a professional responsibility To the fullest extent of the law, neither the Publisher nor the authors, contributors, or editors, assume any liability for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions, or ideas contained in the material herein ISBN: 978-0-08-100146-2 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Control Number: 2015932037 For information on all Chandos Publishing publications visit our website at http://store.elsevier.com/ List of tables Table 2.1 Mapping steps of succession planning Table 3.1 English-language CARL institutions, with total librarians and archivists Table 3.2 Definitions and position descriptions Table 4.1 Range of responses about professional development allowance funding at CARL libraries About the author Janneka Guise has worked in large and small academic libraries in Canada and the United States since 1999 She began her career at the University of Toronto (Ontario, Canada), moved west to Red Deer College (Alberta, Canada), south to Washburn University (Kansas, USA), east to Memorial University of Newfoundland (Newfoundland and Labrador, Canada), and back west to her current position as Head of the Eckhardt-Gramatté Music Library at the University of Manitoba in 2007 Jan holds a Master of Library and Information Studies (University of Alberta, Canada) and Master of Music in Music Theory (Western University, Canada) A firm believer in “leading from within,” she has benefitted from many leadership development opportunities throughout her career, and enjoys fostering leadership skills in others She has attended the Leadership Institute for Academic Librarians at Harvard University, and the Association of Research Libraries (ARL) Leadership Skills Institute In 2011 she completed a Graduate Professional Certificate in Library Sector Leadership (University of Victoria, Canada) She has served on many local, national, and international committees, most notably for the Association of College and Research Libraries (ACRL) and the International Association of Music Libraries (IAML) She served for 2 years as treasurer on the executive board of the Canadian Association of College and University Libraries (CACUL), and 7 years as membership secretary, vice president, president, and past president on the executive board of the Canadian Association of Music Libraries (CAML) Jan enjoys the benefits of leading an embedded branch library, collaborating with music faculty and working one-on-one with music students At the University of Manitoba (30,000+ FTE students), she is part of a cadre of 50+ professional librarians and archivists, and she works collaboratively with her peers on projects to benefit the entire university community Her research interests have been wide and varied during her career, focusing on assessment of collections and public services, innovations in information literacy training, developmental evaluation, leadership and staff development In 2013–2014, Jan took a 6-month Research Study Leave from the University of Manitoba to research and gather data for this book Introduction Academic libraries seem to be in a continuous state of change The Association of Research Libraries (ARL) recently identified six trends in research libraries that are transforming the librarian roles (Jaguszewski & Williams, 2013) A decade earlier, Canadian academic librarians identified “increased use of Information Technology,” “Reengineering,” and “Functional Area Integration” as the top three contributors to librarians’ changing roles (Ingles, De Long, Humphrey, & Sivak, 2005) Prior to that, the Association of College and Research Libraries (ACRL) (Schwartz, 1997; Ad Hoc Task Force, 2002) reported on changes to the library profession affecting organizational structures and librarian roles at academic libraries across North America Beginning in the late 1990s, as the baby boomers neared retirement age, the library sector predicted a skills and talent gap, as there would not be enough qualified younger professionals to take the places of the retirees (Hernon, 2007; Ingles et al., 2005; Galbraith, Smith, & Walker, 2012) Recent data suggest that librarians in the oldest age brackets tend to hold the most senior administrative positions in libraries Indeed, there has been very little turnover in those positions in the last 30 years; University Librarians are getting older In 1986, over 60% of University Librarians at ARL institutions were under the age of 55, whereas in 2010 that number was less than 10% Meanwhile, over 80% of Assistant and Association University Librarians at ARL are over the age of 55, as are 50% of department heads (Galbraith et al., 2012) The people in these “middle management” positions are the ones we might expect to move into the University Librarian role when it becomes vacant With so little turnover in recent decades, have the middle managers gained enough experience to step into the top roles as they become vacant? Are there enough interested, and qualified, candidates among the rank and file to move into the middle management positions? In Canada, the 8R’s Team administered a landmark survey of strategic human resource planning to library administrators, professional librarians, and paraprofessionals in libraries across the country (Ingles et al., 2005) They predicted two in five librarians retiring by the year 2014, suggesting “the library community is well-advised to begin examining their own institutional demographics and planning for the future…” (p 195) After two decades of demographic research and mapping of trends in academic libraries, only 10% of Canadian libraries have a succession plan of any kind (De Long, 2012) Examples of academic library succession planning are scarce, and Galbraith et al (2012) suggest that “succession planning is an immediate issue that should take precedence over or along with other important concerns” (p 228) Succession Planning in Canadian Academic Libraries http://dx.doi.org/10.1016/B978-0-08-100146-2.00001-2 Copyright © 2016 Janneka Guise Published by Elsevier Ltd All rights reserved Succession Planning in Canadian Academic Libraries Thesis I have worked in academic libraries for 15 years, in four Canadian academic libraries and one American academic library I have worked on a limited term appointment (nontenured), as a tenure-track and tenured librarian, and also as a library administrator I recently studied human resources planning in a library context, while taking a Certificate in Library Sector Leadership program at the University of Victoria, Canada, and I have observed and taken part in human resources planning over the course of my career Yet, I wondered whether Canadian academic libraries heeded the call to action issued nearly a decade ago in The Future of Human Resources in Canadian Libraries (Ingles et al., 2005)? I wanted to collect evidence to find out how Canadian academic libraries are planning for the current and future staffing challenges described above Over the course of a 6-month sabbatical from the University of Manitoba, Canada, I undertook an extensive literature review and a two-part study of academic libraries across Canada The remainder of this introductory chapter gives a detailed overview of the Canadian academic library landscape, followed by definitions of succession planning Chapter is a review of the literature from both the corporate world and from the library world on succession planning, as well as an outline of the key elements of succession planning I describe the need for succession planning in academic libraries and provide examples of such planning from the literature In Chapter 3, I discuss the methodology for my two-part study In part one, I used an online survey to take a census of succession planning practices at member libraries of the Canadian Association of Research Libraries (CARL, the peer group of the University of Manitoba) In part two, I visited six CARL libraries, and interviewed professional librarians and archivists to gather more detailed information on local succession planning practices at those institutions I describe the process of generating the survey instruments, the selection of the study population, and the qualitative analysis of the data Chapter is a description of the institutions I visited and common themes that arose from the study Chapter identifies barriers respondents identified to succession planning at their libraries Chapter highlights best practices revealed during the site visits Chapter summarizes the findings of the study and provides implications for CARL library leaders who wish to improve succession planning practices within their organizations This book is for any academic librarian with an interest in career development, leadership at any level of the organization, library planning, or those in a senior administration position or who aspire to such a position This is not a book about leadership, mentorship, or strategic planning, although these topics are integral to the concept of succession planning Readers can consult many excellent examples in the library literature for deeper understanding of these topics This book is not a manual for how to succession planning Within these pages you will develop a better understanding of succession planning, how it is understood and applied by Canadian academic librarians and archivists, and its potential role in Canadian academic libraries Introduction The Canadian academic library landscape In Canada, the elimination of mandatory retirement in 1994 coupled with the economic crisis of the late 2000s has proven the predictions of massive retirements to be more myth than reality Baby boomers are choosing to work longer and this generates interesting staffing challenges in academic libraries (De Long, 2012) One challenge is an ever-widening gap between baby boomers’ experience and institutional knowledge and that of new professionals entering the field Even if there were enough younger workers to replace those retiring, would they have the ­knowledge, skills, and abilities to step in and fill the gaps? In 1994, the federal government abolished a mandatory age of retirement, which makes it difficult to predict turnover of older staff Warman and Worswick (2010) studied Canadian census data for the period 1983–2001 in order to determine the effect of mandatory retirement policies on the decisions of university faculty to keep working past the age of 65 They note “in the university sector, the rules related to retirement fall under provincial jurisdiction allowing for variation across provinces” (p 1023) While all provincial governments in Canada had banned mandatory retirement by 2009 (Bitti, 2008), “individual institutions and faculty associations or unions can choose to include mandatory retirement rules in their collective agreements” (p 1023) Within the last 5 years, some provincial governments have reduced funding to higher education institutions, which has left some CARL institutions scrambling to make up steep shortfalls In early 2011, the University of Toronto (Ontario) offered “a year’s salary to about 500 faculty members and librarians age 60 or older and with 10 years service” (Bradshaw, 2011) The University claimed the buyout offer was not a cost-cutting measure but rather “designed to bring about some turnover in the faculty ranks.” There was no mandatory retirement age for faculty members at that University at the time The article cites Statistics Canada data which show that “nearly 30 per cent of Canada’s faculty members are aged 55 or over.” In 2009, both McGill University (Montreal, QC) and the University of Western Ontario (London, ON), offered faculty buyout packages At McGill, 81 faculty took advantage of the first phase of the offer, which was for professors and librarians age 64+ with 10 years of employment at the university (Bradshaw, 2011) At Western Ontario, the retirement incentive was offered to 220 eligible faculty members, of which 31 took advantage (Travis, 2009) The University of Guelph (Ontario) had 68 faculty accept a “voluntary departure package,” the purpose of which was to address a budget shortfall (“Nearly 200,” 2009) The University of Alberta (Edmonton, AB) offered a “voluntary retirement incentive plan,” with two packages available: one for those 55+ and one for those 60+ The plan was offered to 1200 eligible academic and support staff, with a 12% take-up rate (Scott-Clarke, 2010) In 2013, Alberta announced 77 voluntary faculty buyouts in October 2013, of which were academic librarians (Wittmeier, 2013) McGill University is again offering “Retirement Incentive Program” in 2013, with similar eligibility criteria as in 2009 The University of Saskatchewan (Saskatoon, SK) announced faculty retirement incentives in September 2013 for up to 80 faculty members The incentive package is half a year’s salary, plus $3750 for each year of service (French, 2013) Succession Planning in Canadian Academic Libraries Many universities in Canada have provision for “phased” retirement, which allows staff to ease from a full-time workload into a part-time workload over a period of, say, 3 years, before retiring completely While phased retirement and voluntary severance programs offer flexibility to the individual retirees, they create planning and budgetary concerns for library administrators Long-serving librarians and archivists are normally at or near the top of their pay scale When they retire, the university could potentially hire two newer professionals for the same money Library leaders therefore need to be poised with a plan to replace the retiree (whether with the same job description or with a revised job description), and potentially a new position with the extra salary money As budgets tighten at universities across the country, libraries must compete with other university departments for funding Without a sound plan and justification, the library risks losing any extra salary money to a competing department Ironically, it is difficult for academic libraries to plan and justify new full-time positions before long-serving staff retires For a librarian or archivist in a phased retirement program, the library administration might have a portion of that person’s salary to redirect toward a short-term contract position This gives library leaders a chance to pilot a new position, but there is no guarantee that at the end of the 3 years (or however long the retiree is phasing out) the library will have sufficient budget to turn that short-term contract position into a full-time, tenure-track position These nonpermanent hires (also called LTAs, limited term appointments) are part of a trend in research libraries to address a growing need for librarians with specialized skills (e.g., technology, copyright, assessment) in a time of shrinking budget lines for salaries (Jaguszewski & Williams, 2013) Although LTAs offer new librarians a chance “to develop expertise in a functional area and contribute to an innovative initiative of strategic importance,” incumbents often have lower salaries, fewer fringe benefits, and no job security compared with tenure-track librarians at the same institutions LTAs live in hope for a permanent position in an uncertain financial future and often leave to take full-time positions elsewhere The institution, meanwhile, cannot plan for the future staffing of a position with such built-in turnover Canadian Association of Research Libraries CARL consists of member libraries from the largest research-intensive universities in Canada There are 29 member libraries, from English-language, French-language, and bilingual universities across the country There are many smaller universities and colleges in Canada which are not part of CARL In the investigation that led to the writing of this book, I limited my study to the English-language members of CARL because these are my peer institutions Like most colleges and universities in Canada, CARL institutions are publicly funded and regulated at the provincial, rather than federal, level Ross Paul explains in his book, Leadership Under Fire (2011), that while this decentralized system prevents national intervention in university mandate, organization, and governance, it also has many challenges For example, universities rely on provincial governments Introduction to provide about half their operating budgets (the other half coming from tuition) Some provinces have several CARL institutions all vying for a share of the provincial budget, while other provinces have few or even one CARL institution This can lead to feelings of unfairness among the institutions (whether real or perceived) Yet with few universities compared with other countries, Canada has a reputation for consistent high-quality education across institutions Such a homogeneous postsecondary environment means CARL institutions are equally attractive employers, and compete for the same pool of candidates for key positions Indeed, CARL libraries have the least difficulty of any library sector in recruiting qualified professional librarians (Ingles et al., 2005) Budget restraints are the most common barrier to recruitment across library sectors, but only 69% of CARL library respondents reported budget as a barrier to recruitment compared to 86% of respondents at other academic institutions “CARL Libraries defy the experiences of most other libraries, so much so that we conclude that recruitment is not one of their 8Rs, at least in terms of meeting their numerical demand for librarians” (p 57) Underlying this ease of recruitment is the fact that many new hires in CARL libraries are short-term contracts Ingles et al (2005) found that nearly 60% of new library graduates have temporary positions (in all library sectors), compared with 19% in other job sectors Furthermore, new CARL librarians had the highest rate of temporary employment of any library sector In CARL libraries, 65% of new librarians (with fewer than 6 years in the profession) said their first library job was a short-term contract, and 31% said that their current job is a short-term contract This startling finding led the 8R’s team to conclude, “the continued use of temporary jobs for new librarian entrants, while better than the alternative of not offering a job at all, is a pattern that should be closely watched The possible long-term negative effects on staff who continually work in a contract position include the erosion of loyalty and trust and dissatisfaction over the fact that most temporary jobs not engender a sense of being part of the organization, garnering neither training opportunities nor other employer benefits that are provided to others in the workplace” (p 75) CARL libraries may not have difficulties recruiting qualified professional librarians, but they did report a continual need for managers In fact, CARL lists “leadership and management” as one of seven competencies identified in Core Competencies for 21st Century CARL Librarians (2010) Professional librarians must often take managerial roles in libraries, yet “only one-third of librarians indicated that it is important to have a job allowing them to manage and supervise” (Ingles et al., 2005, p 183) Webster and Young (2009) echoed this concern in their matter-of-fact description of the state of senior leadership at North America’s largest research libraries (which include many CARL institutions): “preparation for senior leadership roles is in most cases random, episodic, circumstantial, and incomplete…librarians often find that they have drifted into leadership roles and responsibilities without adequate preparation and must rely on instinct and adaptability to grow in these roles Frequently, these early struggles lead to a loss of self-confidence and an unwillingness to seek additional leadership assignments” (p 782) However, over half of CARL librarians surveyed indicated an interest in management skills training, and the number grows as respondents mature in their careers 98 8QLYHUVLW\RI0DQLWRED /LEUDULHV 6HSWHPEHU Appendix Appendix 99 100 Appendix Appendix University of Victoria Libraries British Columbia as of March 2014 101 References and further reading 8Rs Steering Committee (2005) Looking to the future: succession planning, continuing education and the 8Rs study Feliciter, 51(1), 31–35 Abbott, C (2002) Filling the empty chair: succession planning strategies for senior information management posts in higher education In Continuing professional education for the information society (pp 15–24) Munchen: K.G Saur ACRL Research Planning and Review Committee (2013) Environmental scan 2013 Chicago, IL: Association of College and Research Libraries Retrieved from: http://www.ala.org/ acrl/sites/ala.org.acrl/files/content/publications/whitepapers/EnvironmentalScan13.pdf Association of College & Research Libraries: Ad Hoc Task Force on Recruitment & Retention Issues (2002) Recruitment, retention & restructuring: Human resources in academic libraries Chicago, IL: Association of College and Research Libraries Association Resource Centre Inc (2003) The road ahead: CLA’s revitalization strategy Toronto: Canadian Library Association Retrieved from: http://www.google.ca/url?sa=t&rct=j&q=road% 20ahead%20cla&source=web&cd=2&cad=rja&ved=0CDkQFjAB&url=http%3A%2F% 2Fwww.cla.ca%2FContent%2FNavigationMenu%2FAboutCLA%2FGovernance%2F StrategicPlanning%2FTheRoadAhead-RevitalizationStrategy.pdf&ei=QUbPUNW NGuP5iwKayYGICA&usg=AFQjCNGJRGWfZLK2MADfjsjEmPzoC9HnjA&bvm=bv.135 5325884,d.cGE Barden, D M (2006) The internal heir apparent Chronicle of Higher Education, 52(28), C2–C3 Barden, D M (2008) The internal-candidate syndrome Chronicle of Higher Education, 54(35), C2–C3 Barden, D M (2010) Where will you find your future leaders? Chronicle of Higher Education, 56(17), D20 Barden, D M (2013a) Not dressing the part, and other interview mistakes Chronicle of Higher Education, 59(36), A38–A39 Barden, D M (2013b) Treating candidates like supplicants, and other recruiting mistakes Chronicle of Higher Education, 59(37), A36–A37 Barnett, R., & Davis, S (2008) Creating greater success in succession planning Advances in Developing Human Resources, 10(5), 721–739 http://dx.doi.org/10.1177/1523422308322277 Bedard, M (2009) Introduction to our commitment to building leaders: programs for leadership in academic and special libraries Journal of Library Administration, 49(8), 777–779 http://dx.doi.org/10.1080/01930820903396756 Bell, C (1999) Y210, succession planning in libraries: finding the common ground Report of a Session at the 1999 PNLA Conference, 64(1), 20–21 Biblioblond (February 22, 2012) Northern exposure to leadership – building library leaders Biblioblond’s Blog Retrieved from: https://biblioblond.wordpress.com/2012/02/22/northern-exposure-to-leadership-building-library-leaders/ Bird, J (2005) Ready and waiting for the future: New librarians and succession planning Feliciter, 51(1), 36–37 Retrieved from http://proxy2.lib.umanitoba.ca/login?url=http:// search.ebscohost.com/login.aspx?direct=true&db=lxh&AN=16436917&site=ehost-live Bitti, M T (February 23, 2008) Hell no, you can’t make us go; Setting the record straight on mandatory retirement in Canada: [National edition] National Post ON, Canada: Don Mills p FW12 104 References and further reading Blakesley, E (2011) New and noteworthy Library Leadership & Management, 25(3), 1–4 Bloor, M., & Wood, F (2006) Keywords in qualitative methods Oliver’s Yard, 55 City Road, London England EC1Y 1SP United Kingdom: SAGE Publications Ltd Retrieved from: http://srmo sagepub.com.proxy2.lib.umanitoba.ca/view/keywords-in-qualitative-methods/SAGE.xml Boock, M (2009) Succession planning for technical services leaders and managers A report of the ALCTS Technical Services administrators of medium-sized research libraries discussion group American library association midwinter meeting, January 2008 Technical Services Quarterly, 26(2), 152–154 Bradshaw, J (January 26, 2011) U of T offers buyouts to faculty members over 60 The Globe and Mail Retrieved from: http://www.theglobeandmail.com/news/toronto/u-of-t-offersbuyouts-to-faculty-members-over-60/article1321941/ Bridgland, A (1999) To fill, or how to fill—that is the question: succession planning and leadership development in academic libraries Australian Academic & Research Libraries, 30(1), 20–29 Bruce, A (2012) Leaders start to finish: A road map for developing top performers (2nd ed.) Alexandria, VA: ASTD Press Buschman, J (2013a) Organizational culture, political fallout The Journal of Academic Librarianship, 39(4), 357–359 http://dx.doi.org/10.1016/j.acalib.2013.04.004 Buschman, J (2013b) Conducting a search for an academic library leader: politics and pitfalls The Journal of Academic Librarianship, 39(6), 603–605 http://dx.doi.org/10.1016/j acalib.2013.08.015 Byke, S., & Lowe-Wincentsen, D (2009) A leadership primer for new librarians: Tools for helping today’s early-career librarians become tomorrow’s library leaders Oxford: Chandos Cameron, D (2013) Keep the talent pipeline flowing through succession planning Community College Week, 25(14), CARL/ABRC (2012) 2009–2010 statistics, 2010–2011 salaries Ottawa, ON: Canadian Association of Research Libraries Retrieved from: http://www.carl-abrc.ca/uploads/pdfs/ stats/2010_CARL_publication.pdf Cawthorne, J E., Lewis, V., & Wang, X (October 2012) Transforming the research library workforce: a scenarios approach In Presented at the ARL Fall Forum, Washington, DC Retrieved from: http://www.arl.org/storage/documents/publications/ff12-cawthorne-lewis-wang.pdf Chan, D C (2006) Core competencies and performance management in Canadian public libraries Library Management, 27(3), 144–153 http://dx.doi.org/10.1108/01435120610652897 Charan, R (2008) Leaders at all levels [electronic resource]: Deepening your talent pool to solve the, crisis (1st ed.) San Francisco: Jossey-Bass Charan, R., Drotter, S J., & Noel, J (2010) The leadership pipeline: How to build the leadership powered company Hoboken, NJ: Wiley Clutterbuck, D (2012) The talent wave: Why succession planning fails and what to about it London: Kogan Page Clutterbuck, D (n.d.) David Clutterbuck partnership: HR, mentoring and coaching consultant Retrieved from: http://www.davidclutterbuckpartnership.com/ Commission of the Executive Council of CLA (2001) Writing the future: Shaping the Canadian library association for the 21st century Ottawa, ON: Canadian Library Association Retrieved from: http://www.cla.ca/Content/NavigationMenu/AboutCLA/Governance/ StrategicPlanning/Writing_The_Future_Final.pdf Crumpton, M A (2011) Making the case for in-house training Bottom Line: Managing Library Finances, 24(3), 167–172 Curran, W M (2003) Succession: the next ones at bat College & Research Libraries, 64(2), 134–140 References and further reading 105 Currie, L., & Shepstone, C (2012) The 8Rs in academic libraries: viewed through an organizational culture lens In The future is now: Responses to the 8Rs Canadian library human resources study (pp 67–75) Ottawa, ON: Canadian Library Association De Long, K (2012a) Concluding remarks In The future is now: Responses to the 8Rs Canadian library human resources study (pp 91–100) Ottawa, ON: Canadian Library Association De Long, K (October 2012b) The 21st century library workforce In Presented at the ARL Fall Forum, Washington, DC Retrieved from: http://www.arl.org/storage/documents/ publications/ff12-delong.pdf De Long, K., Sivak, A., Ingles, E B., & 8Rs Canadian Library Human Resource Study (2012) The future is now: Responses to the 8Rs Canadian library human resources study Ottawa, ON: Canadian Library Association Drotter, S J (2011) The performance pipeline: Getting the right performance at every level of Leadership (1st ed.) San Francisco: Jossey-Bass Dysart, J I (2005) Why libraries fail & tips for staying alive Feliciter, 51(3), 131–134 Evans, J (2006) Ways to give your career wings Information Scotland, 4(6), Fallon, H., Maxwell, J., McCaffrey, C., & McMahon, S (2011) Engaging with leadership development in Irish academic libraries: some reflections of the Future Leaders Programme (FLP) Australian Library Journal, 60(1), 8–20 Filling the, [electronic resource] (2005) Greensboro, NC: Center for Creative French, J (September 12, 2013) 80 U of S prof buyouts up for grabs Saskatoon, SK: The Star Phoenix Retrieved from: http://199.71.40.195/saskatoonstarphoenix/news/story.html?id= 3534688e-06f5-481a-95ed-0aab3427454c&p=1 Fritts, J E (Ed.) (2009) Mistakes in academic library management: Grievous errors and how to avoid them Lanham, MD: Scarecrow Press Galbraith, Q., Smith, S D., & Walker, B (2012) A case for succession planning: how academic libraries are responding to the need to prepare future leaders Library Management, 33(4/5), 221–240 Garten, E D (2008) Advances in library administration and organization (Vol 26) Bradford: Emerald Group Publishing Limited German, L., Owen, V., Parchuck, J., & Sandore, B (2009) RLLF in the rear-view mirror: a report on the impact and value of the ARL Academic Library Leadership Fellows Program Journal of Library Administration, 49(8), 795–809 Giesecke, J., & McNeil, B (2013) Core competencies for libraries and libraries staff In Staff development: A practical guide (4th ed.) (pp 59–80) Chicago, IL: American Library Association Golden, J (2005) Talent management, succession planning, leadership development… What’s needed Community & Junior College Libraries, 13, 3–6 Gordon, R S (2004) Time to make some change Library Journal, 129(13), 51 Gordon, S (2010) Once you get them, how you keep them? Millennial librarians at work New Library World, 111(9/10), 391–398 http://dx.doi.org/10.1108/ 03074801011089314 Gorman, G E (2005) Qualitative research for the information professional: A practical handbook (2nd ed.) London: Facet Groves, K S (2007) Integrating leadership development and succession planning best practices Journal of Management Development, 26(3), 239–260 Hardesty, L (2000) ACRL/Harvard Leadership Institute College & Research Libraries News, 61(9), 805 Hawthorne, P (2011) Succession planning & management: a key leadership responsibility emerges Texas Library Journal, 87(1), 8–12 106 References and further reading Hawthorne, P (November 15, 2012) Succession planning & management In Presented at the ARL-ACRL human resources symposium, Washington, DC Retrieved from: http://www.arl org/storage/documents/publications/2012-hrsym-pres-hawthorne-p-.pdf Hernon, P (2007a) Academic librarians today In Making a difference: Leadership and academic libraries (pp 1–10) Westport, CT: Libraries Unlimited Hernon, P (2007b) Leadership in academic libraries is no fad In Making a difference: Leadership and academic libraries Westport, CT: Libraries Unlimited Hernon, P., Giesecke, J., & Alire, C A (Eds.) (2007) Academic librarians as emotionally intelligent leaders Westport, CT: Libraries Unlimited Hernon, P., Powell, R R., & Young, A P (2003) The next library leadership: Attributes of academic and public library directors Westport, CT: Libraries Unlimited Hernon, P., & Rossiter, N (Eds.) (2007) Making a difference: Leadership and academic libraries Westport, CT: Libraries Unlimited Hicks, D (2012) I love my job, but In The future is now: Responses to the 8Rs Canadian library human resources study (pp 29–39) Ottawa, ON: Canadian Library Association Iannuzzi, P (1992) Leadership development and organizational maturity Journal of Library Administration, 17(1), 19–36 http://dx.doi.org/10.1300/J111v17n01_03 Ingles, E., De Long, K., Humphrey, C., & Sivak, A (2005) The future of human resources in Canadian libraries Edmonton, AB: University of Alberta Retrieved from: http://www.ls ualberta.ca/8rs/8RsFutureofHRLibraries.pdf Jaguszewski, J., & Williams, K (2013) New Roles for new times: Transforming liaison roles in research libraries ARL Retrieved from: http://www.arl.org/storage/documents/ publications/NRNT-Liaison-Roles-final.pdf Jolly, L., Chelin, J., & Wilson, N (2008) Leadership it’s a habit of mind (cover story) Library & Information Update, 7(10), 36–38 June, A W (2010) Professors find buyouts are not all about money (cover story) Chronicle of Higher Education, 56(37), A1–A7 June, A W., McCormack, E., & Wheeler, D L (2008) Colleges explore new ways to manage retirements (cover story) Chronicle of Higher Education, 54(40), A1–A11 Kalin, S W (2008) Reframing leadership: the ACRL/Harvard Leadership Institute for academic librarians Journal of Business & Finance Librarianship, 13(3), 261–270 http://dx.doi org/10.1080/08963560802183047 Kaufman, B (2003) Succession planning means planning ahead University Business, 6(9), 52–53 Kelly, R (2011) Leadership succession planning in higher education Academic Leader, 27(12), 6–7 Kieserman, R H (2008) Issues in library human resources management Bottom Line: Managing Library Finances, 21(2), 67–72 Law, M (2002) Some vision of the future Feliciter, 48(2), 48 Lawal, I O (2009) Library and information science research in the 21st century: A guide for practising librarians and students Oxford: Chandos Pub Library Education Working Group, & Building Capacity Subcommittee (2010) Core competencies for 21st century CARL librarians Ottawa, ON: Canadian Association of Research Libraries Retrieved from: http://www.carl-abrc.ca/uploads/pdfs/core_comp_profile-e.pdf Library value webcast series launched by ARL and LibValue project: Association of Research Libraries®|ARL® (2013) Retrieved from: http://www.arl.org/news/arl-news/2488-libraryvalue-webcast-series-launched-by-arl-and-libvalue-project Lipscomb, C E., Martin, E R., & Peay, W J (2009) Building the next generation of leaders: the NLM/AAHSL Leadership Fellows Program Journal of Library Administration, 49(8), 847–867 http://dx.doi.org/10.1080/01930820903396970 References and further reading 107 Lugg, R., & Fischer, R (2007) Lead, follow, or get out of the way: management successions in libraries Against the Grain, 19(2), 84–85 Martin, R (June 12, 2014) Why smart people struggle with strategy Harvard Business Review Retrieved from: http://blogs.hbr.org/2014/06/why-smart-people-struggle-with-strategy/ Mattone, J (2013) Talent leadership [electronic resource]: A proven method for identifying and developing high-potential employees New York: American Management Association Mavrinac, M A (2005) Transformational leadership: peer mentoring as a values-based learning process Portal: Libraries & the Academy, 5(3), 391–404 McCarthy, J (2005) Planning a future workforce: an Australian perspective IATUL Annual Conference Proceedings, 15, 1–15 McMahan, J., & Masias, M (2009) Developing a succession plan for a library Information Outlook, 13(7), 28–32 Mohawk offers staff buyouts (May 12, 2010) The Hamilton spectator Hamilton, Ontario, p A07 Mooney, C H., Semadeni, M., & Kesner, I F (2013) Interim succession: temporary leadership in the midst of the perfect storm Business Horizons, 56(5), 621–633 http://dx.doi org/10.1016/j.bushor.2013.05.005 Munde, G (2000) Beyond mentoring: toward the rejuvenation of academic libraries The Journal of Academic Librarianship, 26(3), 171–175 Murray, A (2007) Growing your own: developing leaders through succession planning Liber Quarterly: The Journal of European Research Libraries, 17(3/4) Retrieved from: http://liber.library.uu.nl/index.php/lq/article/view/7886/8102 Nardoni, R (1997) Competency-based succession planning Information Systems Management, 14(4), 60–62 http://dx.doi.org/10.1080/10580539708907077 Nearly 200 U of G Employees Accept Buyouts (March 18, 2009) Guelph Mercury Guelph, Ontario, p A2 Neufeldt, T (2014) Succession planning in Canadian academic libraries: tradition, transition, transformation In Shifting landscapes: Exploring the boundaries of academic librarianship Brock University Nixon, J M (2008) Growing your own leaders: succession planning in libraries Journal of Business & Finance Librarianship, 13(3), 249–260 Ordóđez, L D., Schweitzer, M E., Galinsky, A D., & Bazerman, M ,H (2009) Goals gone wild: The systematic side effects of over-prescribing goal setting (Working Paper No 09–083) Cambridge, MA: Harvard Business School Paul, R H (2011) Leadership under fire: The challenging role of the Canadian university president Montreal: McGill-Queen’s University Press Pennell, K (2010) The role of flexible job descriptions in succession management Library Management, 31(4/5), 279–290 Phelps, C (2010) We need to see retirement as a hiring issue Chronicle of Higher Education, 56(33), B11–B12 Pickard, A J (2007) Research methods in information London: Facet Preparing Leaders for the Future (n.d.) Retrieved from: http://www.acenet.edu/news-room/ Pages/Preparing-Leaders-for-the-Future.aspx Robinson, D (March 2004) Succession planning: A selective bibliography for librarians (2004) – Bibliographies – Canadian libraries and Librarianship Retrieved May 16, 2013, from: http://www.collectionscanada.gc.ca/6/7/s7-2600.1-e.html Rothwell, W J (2005) Effective succession planning: Ensuring leadership continuity and building talent from within (3rd ed.) New York: American Management Association Sare, L., Bales, S., & Neville, B (2012) New academic librarians and their perceptions of the profession Portal: Libraries & the Academy, 12(2), 179–203 108 References and further reading Sayers, R (2007) The right staff from X to Y: generational change and professional development in future academic libraries Library Management, 28(8/9), 474–487 Schachter, D (2006) Succession planning Information Outlook, 10(7), 8–9 Schachter, D (2008) Managing your talent will ease the looming rush to retirement Information Outlook, 12(4), 40–41 Schachter, D (2009) Staff retention: preparing for the recovery Information Outlook, 13(3), 36–37 Schwartz, C A (1997) Restructuring academic libraries: Organizational development in the wake of technological change Chicago: Association of College and Research Libraries Scott-Clarke, A (October 2010) Lessons in creativity Benefits Canada, 26–27 Shaping The Future: ASERL’s Competencies for Research Librarians, Association of Southeastern Research Libraries (2000) Retrieved from: http://www.aserl.org/programs/competencies/ Shepstone, C., & Currie, L (2008) Transforming the academic library: creating an organizational culture that fosters staff success The Journal of Academic Librarianship, 34(4), 358–368 http://dx.doi.org/10.1016/j.acalib.2008.05.008 Sherman, R R., & Webb, R B (1988) Qualitative research in education: Focus and methods London: Falmer Press Retrieved from: http://lib.myilibrary.com.proxy2.lib.umanitoba.ca/ Open.aspx?id=4644 Sierra, T (October 2012) Staffing for the future: ARL University Library hiring in 2011 In Presented at the ARL Fall Forum, Washington, DC Retrieved from: http://www arl.org/storage/documents/publications/ff12-sierra.pdf Silzer, R F., & Dowell, B E (Eds.) (2010) Strategy-driven talent management: A Leadership Imperative (1st ed.) San Francisco: Jossey-Bass Singer, P M (2010) Succession planning in the library: Developing leaders, managing change Chicago: American Library Association Sorensen, M (2012) Senior administrators in Canadian libraries: a profile In The future is now: Responses to the 8Rs Canadian library human resources study (pp 52–66) Ottawa, ON: Canadian Library Association Stewart, A., Washington-Hoagland, C., & Zsulya, C T (Eds.) (2013) Staff development: A practical guide (4th ed.) Chicago: American Library Association Sullivan, J (2005) Strengthening Your Leadership Bench with External Succession Planning Retrieved from: http://drjohnsullivan.com/strengthening.your-leadership-bench-with-externalsuccession-planning/ Strothmann, M., & Ohler, L A (2011) Retaining academic librarians: by chance or by design? Library Management, 32(3), 191–208 Succession Planning (2009) In Business: The ultimate resource A & C Black Publishers, Ltd Retrieved from: http://proxycheck.lib.umanitoba.ca/libraries/online/proxy.php? http://search.credoreference.com/content/entry/ultimatebusiness/succession_planning/0 Succession Planning Tool Kit (2004) Library Journal, 129(17), 39–40 Succession Planning: Developing Future Leaders from Within (2007) Academic Leader, 23(1), 2–8 Sullivan, M (2013a) Leading from any position In Staff development A Practical Guide, (pp 127–133) Chicago: American Library Association Sullivan, M (2013b) Developing bench strength: succession planning In Staff development: A practical guide (pp 135–141) Chicago: American Library Association Summerfield, M (2002) CLA’s human resources and succession planning survey: analysis and recommendations Feliciter, 48(4), 188–189 Tamburri, R (October 9, 2013) University presidents spend fewer years at the top on average, new research shows University Affairs Retrieved from: http://www.universityaffairs.ca/ university-presidents-spend-fewer-years-at-the-top-on-average-new-research-shows.aspx References and further reading 109 Teece, P (2005) Workforce planning is a long-haul challenge inCite, 26(6), 32 Topper, E F (2008a) Succession planning in libraries New Library World, 109(9/10), 480–482 http://dx.doi.org/10.1108/03074800810910504 Topper, E F (2008b) What’s new in libraries: succession planning in libraries New Library World, 109(9/10), 480–482 Travis, H (April 23, 2009) University budget heads to Board of Governors London, ON: Western News Retrieved from: http://communications.uwo.ca/western_news/stories/2009/ April/university_budget_heads_to_board_of_governors.html Turrentine, C G., Lener, E F., Young, M L., & Kok, V T (2004) A qualitative approach to upward evaluation of leadership performance: pros and cons The Journal of Academic Librarianship, 30(4), 304–313 http://dx.doi.org/10.1016/j.acalib.2004.04.004 U of A offers voluntary buyout packages to professors to meet funding shortfall (Aug 7, 2013) Retrieved from: http://www.edmontonjournal.com/offers+voluntary+buyout+packages+professors+meet+funding+shortfall/8754499/story.html UK report raises concerns about use of headhunters in university recruitment (2008) Retrieved from: http://www.cautbulletin.ca/en_article.asp?ArticleID=2677 Universities fear plan to end forced retirement – Nova Scotia – CBC news (Apr 11, 2007) Retrieved from: http://www.cbc.ca/news/canada/nova-scotia/story/2007/04/11/retirementuniversities.html?ref=rss UPEI abandons mandatory retirement policy – Prince Edward Island – CBC news (Oct 12, 2011) Retrieved from: http://www.cbc.ca/news/canada/prince-edward-island/story/2011/10/ 12/pei-mandatory-retirement-gone-584.html Dent, V F (2011) Qualitative research and the modern library Oxford: Chandos Publishing Van der Walt, S P (2010) Age diversity and the aging librarian in academic libraries in South Africa South African Journal of Libraries & Information Science, 76(1), Warman, C., & Worswick, C (2010) Mandatory retirement rules and the retirement decisions of university professors in Canada Labour Economics, 17(6), 1022–1029 http://dx.doi org/10.1016/j.labeco.2010.04.014 Webster, D E., & Young, D J (2009) Our collective wisdom: succession planning and the ARL Research Library Leadership Fellows Program Journal of Library Administration, 49(8), 781–793 Weiner, S A., Breivik, P S., Clark, D., & Caboni, T (2009) Understanding the highereducation context: the Peabody Academic Library Leadership Institute Journal of Library Administration, 49(8), 837–846 Whitmell, V (2002a) Facing the challenges of an aging population: succession planning strategies for libraries and information organization In Vital Link Conference, Adelaide (p 2) Whitmell, V (2002b) Library succession planning: the need and challenge APLIS, 15(4), 148 Whitmell, V (2005a) Just like us? Access (1204-0472), 11(2), 16–18 Whitmell, V (Ed.) (2005b) Staff planning in a time of demographic change Lanham, MD: Scarecrow Press Whitmell, V (2005c) Workforce and succession planning in the libraries of the Australian Technology Network: Preparing for demographic change Managing information in the Digital Age: The Australian Technology Network libraries respond Adelaide: University of South Australia 157–178 Williamson, V (2009) Human resource challenges for Canadian research libraries Saskatoon, SK: University of Saskatchewan Retrieved from: http://ecommons.usask.ca/bitstream/handle/ 10388/312/Human%20resource%20challenges%20for%20canadian%20research% 20libraries.pdf 110 References and further reading Wittmeier, B (Oct 2, 2013) Further cuts likely after U of A announces 121 voluntary buyouts Retrieved from: http://www.edmontonjournal.com/Further+cuts+likely+after/announces+ voluntary+buyouts+8982939/story.html Yan, L (2007) Reflections on the northern exposure to leadership institute Wired West, 10(3) Retrieved from: http://units.sla.org/chapter/cwcn/wwest/v10n3/article_yan.shtml Index Note: Page numbers with “t” denote tables A E Action/Active learning, 20, 60–62 Adjunct librarians See Limited term appointments (LTAs) Assessment, 17, 92 Association of Research Libraries (ARL), 1, 12, 67, 80, 83 Research Library Leadership Fellows (RLLF), 21 Evaluation, 17, 46, 92 See also Assessment External talent, 15–16, 20 External candidates, 15, 83–86, 94 B Branch libraries, 37–38, 73 Budget (finance/financial and funding), 68–70, 84–85 cost of succession planning, 84 C Canadian Association of Research Libraries (CARL), 26–27, 71 core Competencies, 16–18, 80, 87–88 Case studies, 28–29 Changing roles, 10–11, 80–81 of librarians, 1, 7–8, 80–81 of university administrators, 80 Committees, 58 Communication conversations, 10, 15–16, 46–47, 71, 86 staff involvement, 92 professional development, 48–49, 48t transparency, 70–71, 85–86, 89–92 Competencies, 16–18 Association of College and Research Libraries (ACRL), 18 Canadian Association of Research Libraries (CARL), 17, 87–88 Content analysis, 27, 30 Contract librarians See Limited term appointments (LTAs) F Faculty associations, 3, 37, 48 Fairness, 70–71, 77, 86 Functional Roles, G Glass ceiling, 73, 91 Goal-setting, 58, 87 See also Performance appraisal Graduate Professional Certificate in Library Sector Leadership, 22 H Harvard Leadership Institute for Academic Librarians, 22 Hybrid roles See Changing roles; Functional roles I Internal candidates, 10–11, 15, 21 See also Internal talent; External candidate Internal talent, 20, 83–84, 89, 94 See also External talent; Internal candidates Interviews design, 28 methodology, 28 planning, 28 questions, 28 112 K Index Knowledge transfer, 40, 63–64, 77–80, 91–92 collaboration, 74 job-shadowing, 78–79 tacit knowledge, 63–64 Professional development, 47–53 leadership skills, 5–6, 16, 18, 84–86, 90 Professional development allowance (PDA), 37, 48–49, 90–91 self-directed, 63 L Q Lateral mobility, 11 Leadership interest in, 2, leaders at all levels, 9–12, 16, 19, 58–59, 61–62, 84–88 See also Lateral mobility roles, 12, 19–21, 57, 59 skills, 90 training, 5–6, 58–65 See also Professional development; Staff development top executive, 9–10 Lifetime appointments, 75–76 Limited term appointments (LTAs), 4, 37, 49, 53, 69, 84–85, 94 Questionnaire See Online survey R 8R’s, 1, 5, 23 competencies, 87 Recruitment, 81–82 Responsibility individual, 43 new librarians, 12, 19, 88, 90, 94 senior administration, 2, 37–38, 40–41, 71–72 shared, 43–44 Retention, 12, 52, 81–82, 93 Retirement mandatory, phased, 4, 65 M Middle management, 1, 20 N Nontenured librarians See Limited term appointments (LTAs) Northern Exposure to Leadership (NELI), 22 O Online survey, 18, 63–64 Organizational commitment See Retention Organizational culture, 10, 93–94 Organizational structure, 1, 37, 71–77, 85 See also Branch libraries P Peabody Academic Library Leadership Institute, 21–22 Peer pressure, 46–47, 81 Perception vs reality, 91 Performance appraisal, 18, 41, 89–90 S Sessional librarians See Limited term appointments (LTAs) Site visits, 25, 27–28 Social networks, 10, 46–47, 92 Special libraries, 15, 21, 73 See also Branch libraries Staff development, 20, 45, 51, 63, 84, 87 See also Professional development Staff shortage, 72, 83–84 Succession planning characteristics, 55 elements, 11, 15–22, 25, 27 proactive approach, 7, 19, 40 reactive approach, 39, 80 steps, 9, 13t–14t, 16, 45, 56, 65, 68 T Talent, development of, 9–10, 15, 19–22 identification of, 18–19 Index Temporary librarians See Limited term appointments (LTAs) Term appointments, 37, 49, 75 Time, lack of, 29 Trust, 5, 22, 70 U Unions contracts, 62, 90–91 See also Faculty associations 113 V Voluntary retirement, 3, 65, 79 See also Retirement; Voluntary severance Voluntary severance, 4, 61–62 See also Retirement; Voluntary retirement W Working groups/service See Committees ... in Canadian Academic Libraries Methodology    33 34    Succession Planning in Canadian Academic Libraries Methodology 35       36 Appendix    Succession Planning in Canadian Academic Libraries. .. on succession planning, as well as an outline of the key elements of succession planning I describe the need for succession planning in academic libraries and provide examples of such planning. .. 2012) Indeed, there is a gap between the perceived importance of succession planning at these institutions, and evidence of such planning in practice 40 Succession Planning in Canadian Academic Libraries