Adele Kostiak, CEO and Tanya Taylor, Human Resources Advisor talked about four staffing initiatives.
The Mentoring Connection – voluntary internal mentoring connection – for new hires or new in position, to aid advancement and succession planning, to increase staff morale and job satisfaction. Mentors and mentees apply to program, indicating expertise/needs and preferences; mentoring team matches up; M&M meet biweekly for 4 months (new hires) or 2 months (new position); complete program evaluation forms. HR reviews evaluation & adjusts program. Annual Mentor Recognition.
Positive impacts on Mentor, Mentee, Organization.
Challenges: small mentor pool, especially for “staff level” mentors, mentor identification.
BLIS = Brampton Library Information Services Training Initiative – in-house Library Technician training in partnership with Mohawk College.
Developed in anticipation of RFID (job displacement for circulation clerks) and new branch expansion (need for more Information Service workers). Picked 10 of 26 courses needed for LIT Diploma; offered in-house (at BPL) by Mohawk College instructor; 36 or 39 hours per course, 3 in-class hours a week. Will take 3 years to complete the 10 courses. Staff attend on own time, get 75% of tuition refunded if pass
Staff had to meet Mohawk entrance requirement à English proficiency exam.
Manager-in-Training Program – competency-based, fast-track (4 month) management training program.
Geared to new hires or internal promotions; biweekly meetings, peer mentors
Target Competencies = Leadership, Human Resources, Branch Operations, Perfomance Management, Facilities Management, Communications
Structured, consistent training plan & delivery ensures nothing is missed
Improves staff morale and retention.
Succession Planning
Between retirements and new branch building, BPL faces a shortage of managers, branch managers, coordinators and CEO.
Identified 3 core succession candidate competencies:
§ initiative
§ leadership
§ potential
Succession Planning Team (CEO, Manager Customer Service, Manager Corporate Service and HR Advisor) meets every six months; discuss organizational needs, create and update Key Position Profiles, identify potential candidates, review candidate Talent Inventory Profiles (readiness and competency ratings on the core competencies), develop training and development activities tailored to candidate needs, e.g. temporary assignments, technical training, mentoring, committee/team participation, etc.
For RWL: some good models here: mentoring is most applicable, right away. Note that BPL allocates 1% of its salary budget to staff training.
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