Program Learning Outcome 2.
Use Evidence
Use evidence to inform library and information practices
New information gathering pathways and theories continue to develop in all fields. In libraries, this means reimagining our futures, re-evaluating our initiatives to promote our priorities, and working in a changing environment. All of my courses made a point to emphasize this, but I think it really stuck best from LS 524 Project Management, LS 542 Instruction Design and Development, and LS 562 Digital Libraries. Clay Shirky writes in Embracing Chaos that libraries should "embrace as much chaos as we can stand" (Stephens, 2012). I agree with this stance--there should be adaptations, negotiations, and contingencies in place when navigating how to overcome the roadblocks of the past and when forging ahead into a prosperous future.
Change management is an area that I'm very familiar with in the workplace. I work in a library system that has changed ILS systems, upgraded to a VOIP phone provider, and centralized services such as programming, collection development, and cataloging. Although change is a natural progression and has made certain tasking easier, the staff support, embracing shifting roles, and peer-dependency have been the areas that have needed the most coaching and training as time has passed. I discovered evidence to support this observed trend in my studies, particularly in the assignments within LS 508 Management Theory and Practice. As Nanci Milone Hill said in her article about training staff; "our responsibility as managers is to make our staff members aware of the importance of each person’s job and where it fits in to the larger picture of service to the public," (Hill, 2013).
Staying relevant is a constant hurdle librarians face. To be a pillar in the community, and promote libraries as gathering places, our facilities must become transformable to the situation at hand. We can see this in recent events of natural disasters, as safe spaces during protests, and as alternative educational centers. As noted in the 2016 Pew Report (and discussed in LS 513 Professional Paths and LS 530 Public Libraries), Americans want to see books in libraries, but they also need community gathering spaces and would like to use library facilities for that role (Horrigan, 2016). To me, this means that in times of hardship and when change is on the horizon, library workers must listen and adapt to meet all users needs--not only special interest groups or the majority. To ignore the change on the horizon or delay is a type of systemic silencing (Dotson, 2011). At the bottom of this page, please see my coursework example from LS 530 entitled "Hybrid Library" to read my sample grant application about how to expand technology access to library users.
Recruitment and retention is an area that I based a literature review on in my administration and management course. There are hiring challenges in libraries that stem from old ways of thinking going head-to-head against new technologies and alternative lifestyles (Larsen, 2017). In Hiring for Skills, Not Pedigree, Arnold writes that it can be time consuming to change methods for the interview process and onboarding (Arnold, 2018). Still, this change widens the candidate pool, makes hiring managers consider other qualifiers, and will lead to longer retention. Incorporating all of these suggestions will lead to more adaptable and understanding staff. I wrote a literature review on hiring practices in LS 508 Management Theory and Practice. At the bottom of this page is a video to download from my coursework in LS 508 where I expand upon library hiring practices and how leaders must adapt to meet their community needs. In LS 512 Information Resources: Science, LS 562 Digital Libraries, and LS 566 Metadata and Semantic Web, those courses highlighted how skillsets in computer science and IT development are relevant to librarianship workplaces.
Sources:
Arnold, J. (2018). Hiring for Skills, Not Pedigree. HR Magazine, 63(2), 44–50.
Dotson, K. (2011). Tracking Epistemic Violence, Tracking Practices of Silencing. Hypatia, 26(2), 236–257. http://www.jstor.org/stable/23016544
Hill, N. M. (2013, May 1). Training and retaining staff: perspectives offers varied viewpoints on subjects of interests to the public library profession. Public Libraries, 52(3), 9.
Horrigan, J.B. (2016). Libraries 2016. The Pew Report. Washington, DC: PEW Research Center. Retrieved from https://www.pewinternet.org/2016/09/09/libraries-2016/
Larsen, S. E. (2017). Diversity in Public Libraries: Strategies for Achieving a More Representative Workforce. Public Libraries, 56(3), 32–36.
Stephens, M. (2012, March 15). Embracing chaos. Library Journal, 137(5), 78. https://link.gale.com/apps/doc/A283704950/LitRC?u=tusc49521&sid=bookmark-LitRC&xid=2173a8ae
Change management is an area that I'm very familiar with in the workplace. I work in a library system that has changed ILS systems, upgraded to a VOIP phone provider, and centralized services such as programming, collection development, and cataloging. Although change is a natural progression and has made certain tasking easier, the staff support, embracing shifting roles, and peer-dependency have been the areas that have needed the most coaching and training as time has passed. I discovered evidence to support this observed trend in my studies, particularly in the assignments within LS 508 Management Theory and Practice. As Nanci Milone Hill said in her article about training staff; "our responsibility as managers is to make our staff members aware of the importance of each person’s job and where it fits in to the larger picture of service to the public," (Hill, 2013).
Staying relevant is a constant hurdle librarians face. To be a pillar in the community, and promote libraries as gathering places, our facilities must become transformable to the situation at hand. We can see this in recent events of natural disasters, as safe spaces during protests, and as alternative educational centers. As noted in the 2016 Pew Report (and discussed in LS 513 Professional Paths and LS 530 Public Libraries), Americans want to see books in libraries, but they also need community gathering spaces and would like to use library facilities for that role (Horrigan, 2016). To me, this means that in times of hardship and when change is on the horizon, library workers must listen and adapt to meet all users needs--not only special interest groups or the majority. To ignore the change on the horizon or delay is a type of systemic silencing (Dotson, 2011). At the bottom of this page, please see my coursework example from LS 530 entitled "Hybrid Library" to read my sample grant application about how to expand technology access to library users.
Recruitment and retention is an area that I based a literature review on in my administration and management course. There are hiring challenges in libraries that stem from old ways of thinking going head-to-head against new technologies and alternative lifestyles (Larsen, 2017). In Hiring for Skills, Not Pedigree, Arnold writes that it can be time consuming to change methods for the interview process and onboarding (Arnold, 2018). Still, this change widens the candidate pool, makes hiring managers consider other qualifiers, and will lead to longer retention. Incorporating all of these suggestions will lead to more adaptable and understanding staff. I wrote a literature review on hiring practices in LS 508 Management Theory and Practice. At the bottom of this page is a video to download from my coursework in LS 508 where I expand upon library hiring practices and how leaders must adapt to meet their community needs. In LS 512 Information Resources: Science, LS 562 Digital Libraries, and LS 566 Metadata and Semantic Web, those courses highlighted how skillsets in computer science and IT development are relevant to librarianship workplaces.
Sources:
Arnold, J. (2018). Hiring for Skills, Not Pedigree. HR Magazine, 63(2), 44–50.
Dotson, K. (2011). Tracking Epistemic Violence, Tracking Practices of Silencing. Hypatia, 26(2), 236–257. http://www.jstor.org/stable/23016544
Hill, N. M. (2013, May 1). Training and retaining staff: perspectives offers varied viewpoints on subjects of interests to the public library profession. Public Libraries, 52(3), 9.
Horrigan, J.B. (2016). Libraries 2016. The Pew Report. Washington, DC: PEW Research Center. Retrieved from https://www.pewinternet.org/2016/09/09/libraries-2016/
Larsen, S. E. (2017). Diversity in Public Libraries: Strategies for Achieving a More Representative Workforce. Public Libraries, 56(3), 32–36.
Stephens, M. (2012, March 15). Embracing chaos. Library Journal, 137(5), 78. https://link.gale.com/apps/doc/A283704950/LitRC?u=tusc49521&sid=bookmark-LitRC&xid=2173a8ae
To read further examples from my coursework to substantiate my positions, click on the files below. To see more of my work, click on the quick link buttons at the bottom of this page.
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