Using workforce structures to enable staff retention and development

Abstract

PurposeThe purpose of this study is to examine the practical context and implications surrounding a workforce review undertaken by the University of Tasmania (UTAS) Library and the measures taken to address the key problems it identified, particularly those relating to the recruitment and retention of new and existing liaison librarians.Design/methodology/approachWorkforce planning methodologies were used to identify the gaps in the Library's projected staffing needs and current situation. Two of the major changes implemented to address these gaps were the restructuring of liaison librarian positions, and the implementation of a development and articulation structure for new librarians.FindingsThe workforce planning process identified a number of key gaps in capacity, particularly in terms of the ability to retain existing liaison librarians, and the recruitment of new librarians to anticipate the impending impact of a significantly aged workforce. After the restructuring and development framework were implemented UTAS Library found itself with an increase in new librarian staff, a structure that better reflected skills of staff, and enabled greater flexibility and movement across levels.Originality/valueThe paper provides a practical example of workforce planning, position restructuring and formal development structures for new librarians in an academic library.