Competency-based talent management: Three perspectives in an academic library
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This article describes how the University of Utah’s J. Willard Marriott Library implemented a competency-based talent management system across the organization to address organizational, departmental, and individual needs. Success of the implementation was mixed. Designing human resources systems around core competencies made organizational values and goals concrete but proved unsustainable in the long-term. Using core competencies to shape departmental goals, coach staff and library faculty, and onboard new employees proved beneficial at the middle management level.
DescriptionThis is an electronic version of an article published in the Journal of Library Administration, volume 56, issue 3. 2016. Journal of Library Administration is available online at: http://www.tandfonline.com/doi/full/10.1080/01930826.2015.1105051.
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