PRESENT

Empowering Diversity in Libraries: A Collaborative Blueprint for Change

An Innovative Approach to Enhancing Diversity and Inclusion within Library Workforces

Team Six addressed a crucial challenge within the library community: fostering an inclusive environment that actively supports and increases full-time, permanent positions for underrepresented staff. Their solution emphasizes the power of collaboration both within and between institutions to create a workforce where diversity is not just welcomed but empowered.

The team’s updated problem statement focused on devising strategies to assist library recruiters and staff in transforming the library workforce to be more inclusive of underrepresented groups, thereby fostering a sense of empowerment among these staff members. Recognizing the complexities of this challenge, Team Six presented a prototype that utilizes collaboration as a key mechanism for achieving these goals.

How might we help library recruiters and staff transform the workforce to support an increase in full time, permanent underrepresented staff that feel empowered in the workplace.

Within Institutions: The team proposed the creation of identity-based employee resource groups and staff working groups with feedback loops. These initiatives aim to provide safe spaces for underrepresented staff to share their experiences and contribute to creating a culture of care and inclusiveness within the library. Additionally, the introduction of a DEI (Diversity, Equity, and Inclusion) self-assessment audit, as practiced by Millie’s institution, offers a structured approach for libraries to evaluate and improve their DEI efforts.

To ensure these initiatives are sustainable, Team Six underscored the importance of identifying long-term funding sources. This is particularly crucial for transitioning short-term or unpaid roles into full-time, permanent positions that are attractive to BIPOC (Black, Indigenous, and People of Color) staff, thereby promoting a more diverse library workforce.

Between Institutions: Expanding on the concept of collaboration, Team Six suggested leveraging identity-based interest groups within national organizations and engaging with professionals in compatible fields outside their own institutions. This broader network of collaboration could facilitate the sharing of resources, ideas, and best practices, thereby enhancing the collective capability of libraries to support diversity and inclusion. Additionally, the team advocated for cross-institutional audits and grant-funded projects as means to share resources and expertise on a larger scale.

Team Six’s presentation highlighted the essential role of collaboration in driving meaningful change within the library workforce. By encouraging both internal and external partnerships, libraries can create more inclusive environments that not only attract but also empower underrepresented staff. This approach not only benefits individual institutions but also strengthens the library profession as a whole, making it more reflective of the diverse communities it serves.

In summary, this proposes a collaborative, thoughtful, and actionable blueprint to tackle one of the library sector’s most pressing challenges. Their approach serves as a testament to the power of collective effort in fostering a more diverse, inclusive, and empowered library workforce.

Team 6 Members

Thanks to these project team members for their collaboration with DATALIS and their contributions towards innovating professional development.

• Synatra Smith
• Millie Fullmer
• Stephanie Kern

Evaluate This Project

Please review the story and answer the five questions based on your knowledge, experience, and perspective. Your feedback will help us to innovate professional education that impacts recruitment, growth, and retention.

Implementation Roadmap

Phase 1: Internal Initiatives

1. Establish Identity-Based Employee Resource Groups (ERGs)
   • Action: Create ERGs to provide safe spaces for underrepresented staff to share experiences and offer mutual support.
   • Steps:
     • Survey staff to identify interest in various identity-based groups.
     • Appoint facilitators and define the mission and goals for each ERG.
     • Schedule regular meetings and allocate resources to support ERG activities.
2. Form Staff Working Groups with Feedback Loops
   • Action: Develop working groups focused on diversity, equity, and inclusion (DEI) initiatives, ensuring continuous feedback mechanisms.
   • Steps:
     • Identify key areas needing attention through staff consultations.
     • Establish working groups with diverse representation.
     • Implement regular feedback sessions to assess progress and gather input.
3. Conduct DEI Self-Assessment Audits
   • Action: Implement structured audits to evaluate current DEI efforts and identify areas for improvement.
   • Steps:
     • Select or develop a DEI audit tool suitable for the institution.
     • Engage all staff levels in the assessment process.
     • Analyze results and develop action plans to address identified gaps.
4. Secure Long-Term Funding for Positions
   • Action: Identify and secure funding to transition short-term or unpaid roles into full-time, permanent positions attractive to underrepresented groups.
   • Steps:
     • Assess current staffing and identify roles suitable for transition.
     • Explore internal budget reallocations and external funding opportunities, such as grants.
     • Develop proposals and business cases to secure necessary funding.

Phase 2: External Collaborations

1. Engage with Identity-Based Interest Groups in National Organizations
   • Action: Collaborate with national organizations’ interest groups to share resources and best practices.
   • Steps:
     • Identify relevant national organizations and their interest groups.
     • Establish communication channels and participate in joint initiatives.
     • Share experiences and resources to promote DEI across institutions.
2. Collaborate with Professionals in Compatible Fields
   • Action: Engage with professionals outside the library sector to gain diverse perspectives and strategies.
   • Steps:
     • Identify fields with compatible DEI goals and challenges.
     • Initiate cross-sector dialogues and partnerships.
     • Implement joint projects or workshops to exchange knowledge.
3. Conduct Cross-Institutional Audits and Pursue Grant-Funded Projects
   • Action: Partner with other institutions for DEI audits and collaborative projects funded by grants.
   • Steps:
     • Identify potential partner institutions committed to DEI.
     • Design and conduct joint audits to assess collective DEI efforts.
     • Apply for grants to fund collaborative DEI initiatives.

Phase 3: Evaluation and Continuous Improvement

1. Monitor and Evaluate Initiatives
   • Action: Regularly assess the effectiveness of both internal and external initiatives.
   • Steps:
     • Develop metrics to measure progress in DEI efforts.
     • Collect data through surveys, feedback sessions, and performance indicators.
     • Analyze data to identify successes and areas needing improvement.
2. Foster a Culture of Continuous Improvement
   • Action: Encourage ongoing learning and adaptation to enhance DEI efforts.
   • Steps:
     • Provide training and development opportunities focused on DEI.
     • Celebrate achievements and recognize contributions to DEI initiatives.
     • Update policies and practices based on evaluation findings and emerging best practices.

Summary

To implement Team 6’s collaborative blueprint for enhancing diversity and inclusion in library workforces, institutions should initiate internal efforts such as establishing identity-based employee resource groups, forming DEI-focused working groups with feedback mechanisms, conducting self-assessment audits, and securing long-term funding to convert temporary roles into permanent positions. Externally, libraries are encouraged to collaborate with national organizations’ interest groups, engage with professionals in related fields, and undertake cross-institutional audits and grant-funded projects. Continuous monitoring and fostering a culture of improvement are essential to ensure the sustainability and effectiveness of these initiatives.

Charting Personal Growth: Innovating Professional Development in Library Science

A Vision for a Tailored Learning Journey Within the LIS Sector

Team Three addressed the need for continuous professional development within the Library and Information Science (LIS) sector, focusing on cultivating professional satisfaction and supporting organizational health. They tackled the critical question: How might library workers at all career stages define, develop, and iterate their own learning journeys to enhance professional fulfillment and contribute to the vitality of their organizations?

How might we help library workers at all levels of career growth define, develop and iterate their own learning journey to cultivate professional satisfaction and support organizational health.

Their innovative approach emphasized the diversity of development needs across different career levels within the LIS field. By conceptualizing professional growth as an interconnected series of gears—each representing different stages of a library worker’s career—they highlighted the dynamic nature of skill development and organizational influence.

At the heart of their solution is the notion that professional development should be adaptive and reflective of an individual’s career stage. For early-career professionals, development opportunities should be broad, introducing a wide range of skills and knowledge areas. As professionals advance to mid-career stages, the focus narrows, targeting specialized skills that deepen their expertise. Senior-level professionals, meanwhile, concentrate on highly specific areas of development that not only further their own growth but also significantly impact their organizations.

The team identified an existing platform, Skilltype, as a tool that aligns with their vision. This platform helps individuals and administrators identify skill gaps and construct personalized learning journeys, addressing the exact challenge Team Three aimed to solve. Though the team did not develop a new prototype, their exploration of Skill Type and the conceptual framework they presented offer valuable insights into creating more personalized, effective professional development paths in the LIS sector.

The approach acknowledges the evolving nature of the LIS field and the external factors that influence it. By advocating for a system that supports personal agency in professional development, they propose a method that not only fills existing skill gaps but also anticipates and adapts to the industry’s future needs.

This proposal is a call to action for LIS professionals and organizations to embrace a more customized, strategic approach to professional development. By doing so, the LIS field can ensure its workforce remains agile, satisfied, and well-equipped to navigate the challenges and opportunities of the information age.

Team 3 Members

Thanks to these project team members for their collaboration with DATALIS and their contributions towards innovating professional development.

• Scott McClellan
• Amy Pham
• Kiley Jolicoeur

Evaluate This Project

Please review the story and answer the five questions based on your knowledge, experience, and perspective. Your feedback will help us to innovate professional education that impacts recruitment, growth, and retention.

Implementation Roadmap

Phase 1: Assessment & Planning

1. Identify Organizational Needs
   • Conduct a survey or interviews with LIS professionals to assess current skill gaps, career aspirations, and professional development needs.
   • Analyze existing training programs and learning opportunities to identify gaps and areas for improvement.
2. Define Learning Competencies & Career Pathways
   • Establish a framework for key competencies required at different career stages (entry-level, mid-career, leadership).
   • Align competencies with emerging industry trends and institutional needs.
3. Select a Learning Platform
   • Evaluate platforms such as Skilltype for personalized skill assessments and learning pathway recommendations.
   • Ensure the platform integrates well with existing institutional learning management systems (LMS) if applicable.

---

Phase 2: Pilot Program Development

4. Develop Personalized Learning Plans
   • Create modular learning paths based on career levels and identified skill gaps.
   • Provide flexible, self-paced options that include a mix of online courses, workshops, peer learning, and mentorship programs.
5. Launch a Pilot with a Small Cohort
   • Select a diverse group of LIS professionals to participate in an initial pilot program.
   • Offer guidance on how to use the learning platform effectively and tailor their learning journeys.
   • Establish metrics for evaluation, such as engagement rates, knowledge retention, and career advancement outcomes.

---

Phase 3: Scaling & Integration

6. Collect & Analyze Feedback
   • Gather insights from pilot participants about the effectiveness of personalized learning paths.
   • Assess data on skill improvement and professional growth.
7. Iterate & Expand the Program
   • Make necessary adjustments based on feedback and success metrics.
   • Expand the learning framework to a larger audience within the organization or profession-wide.
8. Embed the Program into Organizational Culture
   • Encourage ongoing learning through incentives like professional certifications, career advancement opportunities, and recognition programs.
   • Foster a culture of continuous improvement by regularly updating skill assessments and learning pathways.

---

Phase 4: Advocacy & Community Engagement

9. Promote the Success of the Initiative
   • Share case studies and testimonials to highlight the impact on professional growth and institutional success.
   • Encourage LIS professionals to advocate for similar adaptive learning initiatives in other institutions.
10. Create a Network for Knowledge Sharing

• Establish an online community where professionals can share experiences, challenges, and best practices.
• Organize periodic workshops or conferences focused on evolving professional development trends in LIS.

---

Summary of the Roadmap

To implement adaptive learning journeys in LIS, institutions should begin by assessing current skill gaps and defining career-stage-specific competencies. A pilot program using platforms like Skilltype can offer personalized learning paths tailored to individual needs. By collecting feedback and iterating on the program, it can be expanded and embedded into institutional culture. Long-term success relies on fostering a culture of continuous learning, incentivizing professional development, and engaging the broader LIS community in knowledge-sharing and advocacy efforts.

Revitalizing Library and Information Science: A Collaborative Approach to Attraction and Advocacy

How a New Perspective on Hiring Can Transform LIS Professionals’ Approach to Advocacy and Attraction

In a recent collaborative effort, a team of Library and Information Science (LIS) professionals tackled a critical issue facing their field: the challenge of making the LIS profession more appealing and demonstrating the global importance of information science. This initiative aimed to address the broader question of how LIS professionals and students can effectively advocate for their field and their skills, emphasizing their significance worldwide. The team’s deliberations led to a refined problem statement focusing on enhancing the field’s attractiveness.

How might we help make the library science field more attractive.

Recognizing the diverse audience that includes students, existing professionals, and job seekers in the LIS field, the team proposed an innovative solution to this problem. The cornerstone of their strategy involves reevaluating the hiring process within LIS institutions, a concept initiated by one team member at her university, which has shown promising results. The approach centers on a “Search Advocate Program,” where an individual outside the hiring institution plays a pivotal role in the hiring process. This advocate’s primary function is to bring an external lens to the recruitment process, challenging any norms or un-stated assumptions. By challenging these norms, the program aims to uncover the essential skills and competencies truly needed for the job, potentially opening doors to a broader range of candidates.

This team member’s explanation of the program highlights its success in her larger university context, where questioning the “whys” behind job requirements has led to a more inclusive and flexible approach to hiring. This methodology not only makes the positions more accessible to a diverse applicant pool but also helps in aligning job descriptions with the actual needs of the library. The team believes that adopting this mindset and training hiring personnel to apply this questioning approach universally could significantly enhance the appeal of the LIS profession.

Moreover, the team suggests a long-term strategy to support smaller institutions or those without the resources to implement a formal Search Advocate Program. This involves making training materials and expertise available online, allowing these organizations to benefit from the program’s insights and methodologies.

This holistic approach to rethinking LIS hiring practices is a step towards making LIS appealing to a broader group of potential employees. By focusing on what is genuinely needed for a job rather than sticking to traditional, possibly outdated requirements, the LIS profession can open itself up to innovative perspectives and skills, enriching the field and ensuring its relevance in the modern information landscape.

The team’s proposal presents a clear, actionable solution to the challenge of advocating for and enhancing the attractiveness of the Library and Information Science field. Through collaborative effort and a willingness to challenge the status quo, LIS professionals can invigorate their field, ensuring its growth and sustainability in the years to come.

Team 1 Members

Thanks to these project team members for their collaboration with DATALIS and their contributions towards innovating professional development.

• Kate Kargozari
• Laura Kathryn
• Nicole Jones
• Beth FilarWilliams

Evaluate This Project

Please review the story and answer the five questions based on your knowledge, experience, and perspective. Your feedback will help us to innovate professional education that impacts recruitment, growth, and retention.

Implementation Roadmap

To initiate the implementation of this proposal, consider the following steps:

1. Assess Current Hiring Practices: Conduct a thorough review of existing hiring processes within your institution to identify potential biases or outdated requirements that may limit the diversity and appeal of candidates.
2. Develop the Search Advocate Role: Define the responsibilities and qualifications for the search advocate position. This individual should be external to the hiring institution and equipped to question established norms and assumptions during the recruitment process.
3. Pilot the Program: Implement the search advocate role in a limited capacity, such as within a single department or for a specific hiring cycle, to evaluate its effectiveness and gather insights.
4. Create Training Materials: Develop comprehensive training resources for search advocates and hiring personnel. These materials should focus on recognizing and addressing implicit biases, understanding the evolving competencies required in the LIS field, and promoting inclusive hiring practices.
5. Leverage Existing Resources: Utilize available online training materials and expertise to support institutions with limited resources. This approach ensures that smaller organizations can also benefit from the search advocate program without significant financial investment.
6. Evaluate and Iterate: After the pilot phase, assess the outcomes in terms of candidate diversity, hiring efficiency, and overall satisfaction with the process. Use this feedback to refine the program before broader implementation.
7. Promote the Program: Share the success stories and benefits of the search advocate program within the LIS community to encourage wider adoption and to collectively enhance the profession’s appeal.

By systematically implementing these steps, institutions can transform their hiring practices to be more inclusive and aligned with the dynamic needs of the LIS field, thereby attracting a broader and more diverse range of professionals.

Summary

To implement the Search Advocate Program proposed by Team 1 of DATALIS, institutions should first assess current hiring practices to identify biases and outdated requirements. A structured pilot program can introduce external search advocates who challenge norms and broaden the candidate pool. Training materials should support both advocates and hiring personnel in fostering inclusive hiring practices. By leveraging existing resources, evaluating pilot outcomes, and iterating based on feedback, organizations can refine and scale the program. Sharing success stories will further promote adoption, ultimately making LIS careers more accessible and appealing.