Strategic Human Resource Planning for Academic Libraries

Strategic Human Resource Planning for Academic Libraries

Information, Technology and Organization
Michael A Crumpton
Elsevier Science
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Michael A. Crumpton, MLS, SPHR, is the Assistant Dean for Administrative Services at the University of North Carolina at Greensboro. He is the former Director of Library Services for Wake Tech Community College and Access Services Manager at the Public Library of Cincinnati and Hamilton County. He is certified as a Senior Human Resources Professional and also holds a graduate certificate in Adult Teaching. His published works include; 'Handbook for Community College Librarians', 'Workplace Information Literacy: A Neglected Priority of Community College Libraries' in the Journal of Business & Finance Librarianship, "Reconceiving Entrepreneurship for Libraries: Collaboration and the Anatomy of a Conference”, in Collaborative Librarianship. He also writes a quarterly column for The Bottom Line: Managing Library Finances, and has published several other chapters and articles.

Human Resources as a strategic partner:

HR best practices that apply to libraries

Influence of comparison of other professional disciplines, i.e. business or public services

Role that HR can play in strategic planning

Organizational structures in academic libraries:

Roles, responsibilities and competencies at multiple levels

HR tools that support organizational needs

Hiring practices for a new normal

Emerging trends in academic libraries:

Changes in staffing expectations

Professional development to keep up with trends

How competencies are impacted by changes

How to plan for the future

The role of library leadership:

Embracing new staffing models

Leading staff through repurposes and priority adjustments

Using HR for strategic positioning

Strategic Human Resources Planning for Academic Libraries: Information, Technology and Organization provides an in-depth discussion of human resources as a strategic element of a library organization, especially as staffing needs and competencies change.

The book focuses on the impact of human resource practices in a library setting, discussing several aspects, including the role of human resources when the library is part of a larger organization, along with information on how to identify strategic objectives that are expected and related to workforce issues.

In addition, the book reviews hiring practices, reorganizations of staff, use of temps or time-limited positions, and how students, volunteers, and internships can make a strategic difference overall.

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