Competency-based talent management: Three perspectives in an academic library
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Date
2016
Journal Title
Journal ISSN
Volume Title
Publisher
Routledge
Abstract
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.
Description
This 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.
Keywords
competencies, talent management, middle managers, faculty development, job descriptions
Citation
Rutledge, L., LeMire, S., Hawks, M., & Mowdood, A. (2016). "Competency-based talent management: Three perspectives in an academic library." Journal of Library Administration, 56, 235-250. doi:10.1080/01930826.2015.1105051