Key Elements of an Effective Career Pathway Are

Duke University

Key elements of an effective career pathway are: · Movement between bands through reclassification or promotion. With promotion based on demonstrated increased competencies appropriate to the next higher-level job, completion of any required coursework (internal or external), successful or above performance in their current position, met time requirement in their current position and compliance with all library policies and work rules (including attendance and punctuality) · Progression within a band. With movement based upon a combination of satisfactory performance, seniority, competencies, education/continuing education (staff development), service to the Library, level of autonomy in decision-making and the successful completion of daily work. · Offer dual tracks: one with supervisory potential and/or responsibilities and another without supervisory potential and/or responsibilities that would be described as a “technical” track.

Best Practices have been identified: · Rank adheres to the individual and not the position · Strong staff development program with internal and external training, mentoring and skill enhancement opportunities · Support from Senior Leadership and management at all levels · Employee- or Supervisor-initiated review process · Effective performance management program in active use by the organization · Clear, objective guidelines and criteria for progression and/or promotion · Mechanisms for feedback to the employee and supervisor for all steps in the process · Third-party review by Executive Group member and Library Human Resources.

Career Paths Plan

Introduction

The Career Paths Task Force proposes in this document a promotion plan for library support staff. At its foundation, this career ladder seeks to establish an environment in which the employee’s education and work experience are systematically recognized. Additionally, this plan will encourage employees to grow and develop new skills. The employee will initiate the process of tier and level advancement by preparing a portfolio that documents this growth for a peer review committee.

A career path for support staff employees at Duke University Library will support the library’s commitment to recruit and retain an outstanding workforce by recognizing that the education and experience of support staff increases the level of their performance. It will also create a more active and proactive staff by asking that all staff members be more fully aware of the nature and extent of their contribution to the library and to the community.

Guiding principles

In planning the Career Path Program outlined below, we have attempted to keep the following fundamental points in mind:

1. Rank adheres to the individual, not to their library position. 2. A rigorous career review gives the promotion weight. 3. The employee must demonstrate commitment to the Strategic Plan. 4. Commitment by the Library to staff training and development. 5. The employee initiates the promotion review process. 6. A system that accounts for the differences between current and future employees. 7. A career path program benefits both the individual and the entire library system.

Program structure

The Task Force recommends that there be two types of progression for library support staff: level and tier.

The current levels for library support staff will be maintained: Library Clerk; Library Assistant; Library Assistant, Senior; Library Associate; and Library Original Cataloger. However, it is our recommendation that that the library administration should assume control over final decisions regarding level advancement. Furthermore, the current library job descriptions for each of the levels must be rewritten.

The Task Force recommends that a tier promotion structure based on the experience and accomplishments of employees should be superimposed on the present classification levels in the library. Staff would move upward through three tiers: developing, accomplished and mastery. They would also be able to move between the job levels mentioned above.

Movement between the tiers would acknowledge a staff member’s professional developments. Staff would apply for movement once they had been in a specific tier for two years. Once staff had moved through all three tiers, they could apply to move up to a higher level. It is possible that this level movement would include a reassessment of a person’s responsibilities and experience so that the person would be able to move within the position that they already occupy. Furthermore, over time a person might move up the career ladder to a beginning level professional position where job duties, experience or related education merit this type of movement.

A peer review committee will make recommendations regarding tier and level advancement to the University Librarian, who will make the final decisions.

During this transition period all current and new staff would enter the program in the developing tier, unless a strong case were made that the employee should enter at a higher tier at the point of initial hire. After the first review an employee could request to be reviewed for a subsequent tier promotion after two years in their current tier. A review could be postponed for one year if desired. It may be necessary to initially slot staff into the program. However, other programs that have done this, such as Librarians Assembly and University of Connecticut, have based their decisions solely on longevity. This may or may not offer the best solution.

The Portfolio

Employees will initiate the process by submitting a letter to the Peer Review Committee with copies to their supervisor and the University Librarian. They will demonstrate their accomplishments through the submission of a portfolio to the Peer Review Committee.

The portfolio will consist of a résumé, a job description, and a self-evaluation of accomplishments and goals achieved since the last review, and a report from the employee’s supervisor. Other items in the portfolio may include, a peer letter, a list of any classes taken, descriptions of committee work, outside professional activities, publications, commendations, letters from internal and external customers, and any other documentation of experience and achievement. The portfolio may also include the annual review or PPS review and should reflect the knowledge, skills and commitment of the employee, as well as outline their work's connection to the library's current strategic plan. It should contain items demonstrating an overview of the breadth and depth of the individual's work, while providing examples of outstanding successes.

Our research into career path programs elsewhere indicated that many of the problems with portfolio development could be overcome by providing support staff with examples of portfolios and access to advice from editors and graphic artists.

The Peer Review Committee

The Peer Review Committee will be composed of five individuals: three support staff members, a member of the Librarians Assembly, and one professional librarian from outside the Perkins Library system.

We recommend that the possibility of creating not one, but two Peer Review Committees be considered, one for Public Services and one for Technical Services. This might allow the staff to initially move through the system more quickly. It would also allow for more accurate decisions to be made by staff who is familiar with the types of job responsibilities specific to each of these areas. At the Annual Support Staff General Meeting, support staff will elect the Peer Review Committee for two-year terms. The support staff representatives sitting as Peer Review Committee members may also serve on the Support Staff Council. The librarians and external members who serve will be requested to serve two-year terms. An appeals process will need to be established.

The Peer Review Committee's recommendation The committee will base its recommendation on a majority opinion. They will then send their decision to the candidate under review. The candidate will confirm whether or not they want to proceed or reapply for promotion after a two-year interval.

If the Peer Review Committee has voted to recommend the candidate for promotion, the recommendation will be sent to the University Librarian. No matter what the committee's recommendation, the University Librarian is responsible for the final decision regarding promotion.

After final decisions have been made and announced, the Peer Review Committee will prepare a summary of the comments it received for each candidate.

A promotion moving staff from the developing to the accomplished tier will result in a salary increase that moves them 1/3 of the way through their pay range. Likewise a promotion moving staff from the accomplished to the mastery tier will move them 2/3 of the way through their pay range.