The University of Alberta, with financial assistance from various library associations, governments, individual libraries and universities developed a comprehensive study on the state of human resources of the library profession in Canada. The 8 R’s discussed in the report are: recruitment, retirement, retention, rejuvenation, repatriation, re-accreditation, remuneration and restructuring.

As members of the Baby Boom generation reach retirement and seasoned librarians, paraprofessionals and managers move on, the members of the Canadian Association of Research Libraries (CARL)1 must have in place strong staff and leadership development plans to ensure that staff and administrators are ready and able to take on new and complex roles. [...] In the study and elsewhere CARL libraries have expressed concern about their ageing workforce, the need for staff to reflect the diversity of student populations, the need to ensure that staff are prepared to meet changing needs and the need to develop a strong cadre of leaders and managers. [...] The study also included a literature review and analyses of the existing data.7 The results consider the workplace and demographic characteristics of those working in Canadian libraries, the needs and barriers to the recruitment of library staff, retirement trends and predictors, staff retention and mobility, evaluations of library school and technician programs, organizational training and intrin [...] Written by specialists in the special library field, the profile clearly defines the role of information professionals, outlines core and professional competencies, details expectations in the management of information organizations, the management of information resources and the application of information tools and technologies. [...] All vacancies or new positions should be considered by the senior management team as to how the hiring could impact the development of needed skills and aptitudes and how changing the position would help to work toward the goals of the library and its succession plan.

Succession Planning in Canadian Academic Libraries explores the current Canadian academic library environment, and the need for succession planning in that environment. The literature review demonstrates the lack of reported succession planning activities in Canadian academic libraries. Site visits and in-depth interviews with professional librarians at six libraries across Canada highlight best practices and barriers to succession planning. These best practices and barriers are addressed in individual chapters, with tips and strategies for library leaders. - Focuses on the Canadian academic library - Includes a comprehensive literature review on succession planning in academic libraries - Provides evidence-based approach to why succession planning is or is not happening in Canadian academic libraries

This latest volume contains approaches from researchers around the world. The chapters explore such issues as skills-building and other professional development activities, changing demographic profiles of staff, changing modes of resource provision, succession planning, remote work, and planning for Linked Data.

This book explores recent trends in human resource management practices and presents options for their application within the special context of libraries, especially academic and research libraries. It lays out a set of the most pressing HR management issues facing senior library leaders in the context of continuous organisational change in the 21st century and offers library practitioners effective tips for people management. - A practical 'how-to' book that provides realistic and proven solutions to real-world challenges - Provides examples from organizations to highlight concepts and their applications - Summary of key points at the end of each chapter, as well as specific tips in three areas: A – Attention (things to pay attention to); R – Results (initiatives that help to achieve desired results) and T – Techniques (ways to apply the concepts presented.

Workplace culture refers to conditions that collectively influence the work atmosphere. These can include policies, norms, and unwritten standards for behavior. This book focuses on various aspects of workplace culture in academic libraries from the practitioners' viewpoint, as opposed to that of the theoretician. The book asks the following questions: What conditions contribute to an excellent academic library work environment? What helps to make a particular academic library a great place to work? Articles focus on actual programs while placing the discussion in a scholarly context. The book is structured into 14 chapters, covering various aspects of workplace culture in academic libraries, including: overview of workplace culture, assessment, recruitment, acclimation for new librarians, workforce diversity, physical environment, staff morale, interaction between departments, tenure track/academic culture, mentoring/coaching, generational differences, motivation/incentives, complaints/conflict management, and organizational transparency. - Includes the most current best practices and models in academic libraries - Represents the viewpoints of both the employee and manager - Focuses on the academic library as workplace rather than as a service provider