|Item type||Location||Collection||Call number||Copy number||Status||Date due|
|Text||Reserve Section||Non Fiction||023.9 CRS 2015 (Browse shelf)||C-1||Not For Loan|
Includes bibliographical references and index.
Table of contents Human Resources as a strategic partner: HR best practices that apply to libraries; Influence of comparison of other professional disciplines; 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.0Chapters address competencies across different levels of employment within different library types and consider how those competencies are changing; Presents how leadership and library leaders must utilize human resources as a valuable tool for developing a strong and healthy organization; Addresses human resource tools, such as job tasks analysis and the creation of equitable payroll structures; Demonstrate the use and benefit of multiple employee statuses that provide flexibility and resourcefulness to end users