Sandra Smith, Denver Public Library and Betha Gutsche, WebJunction
ALA Annual Conference, June 26, 2010

A blog post based on my notes from this presentation

By Heidi Nagel, Kent District Library (MI) Training Manager, AKA She who hath not blogged before

Charmed by my new sandals, I ventured toward this session from the Convention Center with a perky step.  Soon I stumbled on heat-rippled sidewalks through carcinogenic bus flatulence with frizzy hair and the gruesome realization that my new sandals were made of saw grass.  Fortunately, I arrived at the Grand Hyatt (4 blocks away) in time for a life-saving cup of iced green tea which I immediately applied to the few pulse points for which modesty allows.  But that’s another blog post about creating an environment conducive to learning.

Competencies

Sandra and Betha tag teamed this session, providing learners with an understanding of what competencies are and how their use benefits both individual employees and libraries.  The duo profiled six case studies, demonstrating libraries’ successful utilization of competencies in learning programs.  Here is the link to their extensive and informative presentation, http://www.webjunction.org/conferences/-/articles/content/99973597.

According to Betha, competencies are the “skills, knowledge & behaviors necessary for the performance of a job or a specific task.”  I italicize behaviors because competencies are often referred to as “KSAs,” or Knowledge, Skills, and Abilities (or Attitudes).  I like the use of behaviors because the way someone acts is observable, measurable, and therefore, trainable.  Behavior also conjures up what we all want our employees to do, regardless of how they feel.  (However, for onomatopoeic reasons, I don’t advocate using the acronym SKBs.)

Sandra discussed micro and macro applications of competencies.  At the micro level, competencies help individual employees understand what is expected of them.  Competency-based job descriptions and learning plans provide answers to basic questions employees ask; what am I supposed to do and how am I supposed to do it?  On the macro level, competencies help organizations achieve goals.  By ensuring staff’s consistent application of organizational competencies, a library is accountable to stakeholders and the community, gains credibility with customers, implements building blocks for a learning organization, and demonstrates commitment to staff as an asset.

Subjective summaries of three of the case studies

Pierce County Library System (WA) generated core skills and qualities for all library employees.  I appreciate their approach of asking “What does this look like at work?”  What are library staff doing (again with the behavior) when they demonstrate the competency “embracing change and learning”?  They are actively seeking opportunities, staying current in their field, and being open to new ideas.  What they aren’t doing is assuming things are good enough, rejecting suggestions, or ignoring available learning opportunities.

Karen Burns, Southwest Iowa Library Service Area Administrator, created a nifty self-directed technology wiki for staff to assess and improve their core technology competencies.  I’m intrigued by this Karen Burns quote, “I want my staff to be the technology wizards our public thinks we are.”  I’m mentally chewing on this.  Some librarians believe they must know everything that patrons will ask about technology or gadgets and get frustrated when they don’t.  (And who do they hold responsible for that?)  Other librarians view technology issues like reference questions, they don’t immediately know the answer, but have some ideas about where to find information to help the patron.  (BTW – I’d love to hear from other library trainers on this dichotomy!)

Arapahoe Library District (CO) used competencies to overhaul their system-wide training goals.  Having just completed the same process, I second their reasoning: 

• Needed clarity for performance expectations of staff,
• Provide a framework for redesigning and expanding a system-wide training curriculum,
• Needed clarity around supervisor expectations of training content, and
• System-wide focus on enhancing training program effectiveness.

To this, I would add “Ensure staff possesses the skills required to meet the service goals of the library.”  KDL’s new strategic plan includes new public service priorities, meaning staff needs new skills/competencies to provide those services and meet the strategic objectives of the library.

A new competency for Heidi

I also learned that one competency required for me to perform my job as Training Manager is “Successful navigation to beneficial learning event through unspeakably harsh terrain.”  To demonstrate mastery of this competency, what must I know?  What skill/s must I have?  How must I behave?  I must know how to check weather forecasts and dress appropriately.  I could acquire the skill of standing underneath office window air conditioners in order to capture the condensation and prevent dehydration.  And I must behave cool as a cucumber with charm and professional poise like Betha, swapping my accessories from foot-chewing sandals to whimsical barrettes like the delightful Sandra.

Heidi Nagel