The paper aims to describe a workforce‐planning model developed in‐house in an Australian university library that is based on rigorous environmental scanning of an institution, the profession and the sector.
The paper uses a case study that describes the stages of the planning process undertaken to develop the Library's Workforce Plan and the documentation produced.
While it has been found that the process has had successful and productive outcomes, workforce planning is an ongoing process. To remain effective, the workforce plan needs to be reviewed annually in the context of the library's overall planning program. This is imperative if the plan is to remain current and to be regarded as a living document that will continue to guide library practice. Research limitations/implications – Although a single case study, the work has been contextualized within the wider research into workforce planning.
The paper provides a model that can easily be deployed within a library without external or specialist consultant skills, and due to its scalability can be applied at department or wider level.
The paper identifies the trends impacting on, and the emerging opportunities for, university libraries and provides a model for workforce planning that recognizes the context and culture of the organization as key drivers in determining workforce planning.
Stokker, J. and Hallam, G. (2009), "The right person, in the right job, with the right skills, at the right time: A workforce‐planning model that goes beyond metrics", Library Management, Vol. 30 No. 8/9, pp. 561-571. https://doi.org/10.1108/01435120911006520
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