COMPETENCIES NEEDED

AND HOW TO MEASURE THEM

IN THE FUTURE ORIENTED PUBLIC
LIBRARY
Experiences from Canada
Presentation to: Scandinavia meets the World
Conference: 10-12 June 2001

A presentation by Josephine Bryant

City Librarian: Toronto Public Library
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Introduction
The Challenge of library management in the 21st
century
Issues
Balancing new & traditional services
A climate of fiscal restraint and increased accountability
Increased competition

Response
Develop a highly skilled and motivated workforce
Create an environment of continuous learning

Direction
A competency based management system

Goals
Goals of the Presentation
Understand the principles of a competency based management
system
Review a Case Study
Understand how a competency based system could be
implemented
Provide resources for further information

Background
Competencies Needed by Public Library Staff
Josephine Bryant
Kay Poustie
Bertelsmann Foundation
Gtersloh 2001
www.stiftung.bertelsmann.de/INPL
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A Competency Based Management

System
Provides the process whereby competencies needed to
achieve success are identified
Integrates several human resources functions
Provides the basis for tracking and measuring performance

What is a Competency?
Competencies are the Knowledge, skills, attitudes, values,
behaviors and characteristics that people need to do a job
successfully.
Competencies:
Correlate with job performance
Can be measured against standards
Can be improved with training

What is a Competency?
Competencies fall into 3 main categories:
Core
Behavioural
Technical

Why Introduce
Competencies?
Competencies:

Highlight the value of the organization

Provide clear guidelines of success
Provide practical tools for performance management
Target training needs for development of staff
Provide a better fit between employees and their job

What Do Competencies
Look Like?
Each competency has a definition and level of proficiency. For
Example:

Results Orientation
Definition:
The desire or drive to achieve or surpass identified goals.
Establishes performance objectives and measures to
continuously improve performance and standards of excellence
in the organization. Includes innovative or entrepreneurial
behaviours

What Do Competencies
Look Like?
Results Orientation
Levels of proficiency and complexity
1.
2.
3.
4.
5.
6.

Wants to do the job well

Works to achieve goals
Sets own standards to improve performance
Sets and strives to meet higher standards of performance
Conducts Cost - Benefit Analyses
Takes Calculated Entrepreneurial risks
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How Does a Competency

Model Work?
Performance
Appraisal

Compensation

COMMON

Recruitment

INFORMATION
Jobs: Competency
Requirements

Selection

People:
Competencies

Succession
Planning

Training &
Development

Lyle M. Spencer and Signe M. Spencer Competencies at Work. Models

for Superior Performance 1993.
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Implementation of a
Competency Model
The implementation of a model is a 5-step
process:
1) Determine strategic directions of organization
2) Design the principles and architectural framework of the
model
3) Develop the competency model and assessment tools
4) Communicate progress and benefits to stakeholders
5) Integrate in phases

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Implementation of a
Competency Model
Step 1

Determine the strategic directions of the

organization
A sample:
Creating the Future-Treasuring the Past:
Toronto Public Librarys Strategic Plan
2000-2003 www.tpl.toronto.on.ca

13

Implementation of a
Competency Model
Step 2

Design the principles and architectural

framework of the model
How are competencies to be
used?

Are there standard competencies

for the organization with subsets
for specific jobs?

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Implementation of a
Competency Model
Step 3

Develop the competency model and tools

for linking human resources functions.
Develop competency profiles for
each job/position/role

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Implementation of a
Competency Model
Step 3

Develop the competency model and tools

for linking human resources functions.
Create tools to operationalize
competencies eg: performance
appraisals

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Implementation of a
Competency Model
Step 4

Communicate progress and benefits to

stakeholders

Step 5

Implement in phases

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Use of the Competency Model

in the City of Toronto

Performance Management
Training and Development
Succession Planning
Recruitment

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Process to select competencies

1998: Lists of behavioural competencies were compiled from the
literature, from interviews with selected staff and from previous
municipalities
1999: Focus groups of non-union staff were brought together to
select the most relevant competencies from the lists; to revise and
refine the definitions; and create the City of Toronto Competency
Dictionary
1999: Executive Management Team selected the core
competencies from the dictionary

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Process to select competencies

2000: Focus groups of job families (director, manager,
supervisor) selected appropriate role competencies (4-6)
and identified the levels of proficiency for core and role
competencies
2001: Non-union employees confirmed the chosen
competencies and levels of proficiency by means of an
electronic survey
2001: Technical competency process will be completed for
business units to implement

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Competency Dictionary

Adaptability

Organizatio nal Awarenes s

Commitment to Continuous Learning

Conceptual Thinking

Planning, Organizing and

Coordinating

Customer Service Orientation

(CORE COMPETENCY)

Politi cal Acui ty (EXECUTIVE

COMPETENCY)

Developing Others

Problem Solving

Fiscal Accountability (CORE

COMPETENCY)

Relationship Building

Res ponsiveness to the Public

Res ults Orientation (CORE

COMPETENCY)

Shaping the Organization

(EXECUTI VE COMPETENCY)

Strategic O rientation

Striving for Clarity and Q uality

Teamwork (CORE COMPETENCY)

Holding People Accountable

Impact and Influence

Innovation (CORE COMPETENCY)

Leadership

Leading Change

Listening, Understa nding and

Res ponding

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Each job has 15

Competencies
5 Core (Reflect what the organization does best and are
necessary for all jobs)
Customer Service
Teamwork
Fiscal Accountability
Innovation
Results Orientation
5 Role (Those personal characteristics that influence or
drive performance)
5 Technical (Technical knowledge or skills that are critical
for a specific job/role to be successful)

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Levels of Proficiency
Within each competency levels of proficiency are
described
As you progress through job level in the organization
employees are expected to demonstrate a higher level of
competency

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Competencies
Customer Service Orientation- a desire to identify and

meet/exceed the requirements of internal and external customers.

Recognizing the variety of customers in communities and all levels of the
organization and accommodating their diverse needs.

Team Leader/Branch Head: Advocate for the Customer - (Level 3)

District Manager: Addresses Underlying Customer Needs - (Level 4)
Director Public Service: Uses a Long-Term Perspective - (Level 5)

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Customer Service Orientation

Levels of Proficiency
Level One:

Clarifies expectations

Level Two:

Takes personal responsibility in addressing

customer service problems

Level Three: Advocates for the customer

Level Four:

Addresses underlying customer needs

Level Five:

Uses a long term perspective

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Competencies Team Leader/Branch

Head

Customer Service
Advocate for the Customer (Level 3 )

Analyzes and interprets customer data

Develops and implements customer service strategy
Acts as an advocate for the customer

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Competencies District Manager

Customer Service
Addresses Underlying Customer Needs (Level 4)
Determines the customers issues
Accommodates needs of the customer as customized
service
Integrates a customer service focus into business
strategies, plans and programs

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Competencies Director Public Service

Customer Service
Uses a Long-Term Perspective (Level 5)

Looks for long term benefits for the customer

Researches customer needs to guide strategy development
Creates innovative solutions
Formulates strategies to optimize customer service
Ensures policies reflect responsiveness to the customer

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How competencies are organized

The citys competencies are organized into a Learning
Framework
The framework categorizes the areas of learning and skill
needed in the city.
The 4 areas are:
Public Administration & Civic Service
Business Know-How
Leadership and Management
Service-specific or technical

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Learning Framework
Programs in local
government &
policy process

Leadership assessments.
Managerial and leadership
programs
Leadership and
Management

Public Administration
and Civic Service

Learning in Business
Process Redesign;
finance, business
planning & quality
improvement

Business
Know-How

Service-Specific or technical

Courses for
professional and
technical
development

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Linking to other processes

Competencies to be integrated with:
recruitment and selection
planning for advancement & promotion
succession management
performance management (developmental purposes)

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Use of the Competency Model

in the City of Toronto

Performance Management
Considerations:
Competencies needed to do work
Current competencies of the individual
Competencies needed to be developed
Training and development opportunities
(Appropriate compensation)

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Use of the Competency Model

in the City of Toronto
Development Plan

Competencies to be developed
Input of the employee
Managers support
Learning opportunities that can be created
Longer term plan for work and learning

33

Use of the Competency Model

in the City of Toronto
Succession Planning
Considerations:
Is there bench strength?
What do you want to keep?

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Use of the Competency Model

in the City of Toronto
Retention and Recruitment

Learning and development opportunities

Reward and recognition
Challenging and meaningful work
Stimulating and supportive environment

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Examples of Competencies from

the Library Profession
Competencies for Special Librarian for the 21st Century
(http://www.sla.org/professional/ competency.html)
National Library of Canada
Task Force on Core Competencies, American Library
Association

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Implementation of a Competency Model

Factors that contribute to success:

Effective implementation process

High level of management commitment and support
Development program must be in place
Some models fall short when they are used to determine
individual pay
Human Resources Dept. should be involved
Competencies must be applied correctly.

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Implementation of a Competency Model

Process is labour-intensive
Cost
Duration of process
Organizational culture

Factors To Bear In Mind:

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Goals
Goals of the Presentation
Understand the principles of a competency based
management
system
Review a Case Study
Understand how a competency based system could be
implemented
Provide resources for further information

39

Further Information
Competencies Needed by Public Library Staff
Josephine Bryant
Kay Poustie
Bertelsmann Foundation
Gtersloh 2001
www.stiftung.bertelsmann.de/INPL
40