Professional & Staff Development 图书馆员专业发展 Barbara J. Ford 傅尔德 Mortenson Center for International Library Programs 摩藤森中心 Dr. ShuYong Jiang 蒋树勇 Asian Library亚洲图书馆 10.2011 ●图书馆员职业资格制度的演进、要素、实施、对事业的促进及存在的问题。 ●馆长的任职资格，对馆长的基本要求。

Definition定义 Continuing Professional Development (CPD)—A definition持续专业发展的定义 According to Huckle (2001): [. . .] there are many definitions of CPD. However, they all have certain common themes; namely that CPD is a systematic ongoing process by which we can broaden and deepen our skills in addition to updating them.关于持续专业发展的定义很多，但相同之处在于这些定义都认为持续专业发展是个系统的持续的过程。通过这个过程，我们可以在更新的同时扩展的加深我们的技能。

Definition定义 CPD-- the maintenance and enhancement of the knowledge, expertise and competence of professionals throughout their careers according to a plan formulated with regard to the needs of the professional, the employer, the professions and society (Jones and Robinson, 1997).在整个职业过程中，按职业，雇主，专业人士和社会各方面的需要制定的计划来维持和增强专业人才的知识，专长和竞争能力。

Work place learning 就职场所的学习 Work place learning is an emerging style of CPD where the workplace is supportive of learning. 就职场所的学习是持续 性 职业发展的新兴方 式。就职场所支持职 工的学习。 Sacchanand （ 2000 ）定义工作场所学习的方法，过程和 活动，其中雇员在工作场所的学习，从基本技能，以高 技术和管理的做法是立即适用于工人 工作岗位，职责和作用;学习可正规，非正规的，附带的，或 体验，强调自我导向学习。结果应该是 发展员工知识，技能，价值观，态度和行为有关 工作场所的环境。工作场所学习的关键因素是一个重要 元素的个人和职业发展的员工。这是主要的 通过何种手段，他们改善他们的工作，它是一个重要的战略组成部分实现 组织的宗旨和目标，从而增强竞争力的直接 优势。 Sacchan and (2000) defines workplace learning as the means, processes, and activities by which employees learn in the workplace, from basic skills to high technology and management practices that are immediately applicable to workers’ jobs, duties and roles; the learning can be formal, non-formal, incidental, or experiential, with an emphasis on self-directed learning. Outcomes should be the development of employee knowledge, skills, values, attitudes, and actions in relation to the workplace environment. Workplace learning is the key factor and an essential element in the personal and professional development of employees. It is the major means by which they improve their work; and it is a key strategic element in achieving organisational objectives and goals, leading directly to enhanced competitive advantage.

Guidelines准则 IFLA Continuing Professional Development and Workplace Learning Quality Guidelines http://www.ifla.org/en/publications/cpdwl-quality-guidelines-project Library Director sets tone and culture for library Library Director Responsibilities (McCook (2004) Introduction to Public Librarianship, p. 141) Works closely with the library board to realize the public library mission, develop long-range plans, and implement policies for the library’s operations. The director works at the nexus of community and staff. Directors handle numerous responsibilities: Lead the planning cycles Organize human resources Represent the library in the community Oversee financial operations Interact with local, state, and national entities Develop the library’s fiscal base through development and fundraising Manage facilities and technology Plan, design, and evaluate services Public Library Director Knowledge and Skills (Sager (Sep/Oct 2001). Evolving Virtues: Public Library Administrative Skills. Public Libraries, P. 268-272) People Skills Vision Marketing ability Communication Collaborative Skills Technical Skills Customer Service Problem-Solving Ability Risk-Taking Self-Renewal Organizational culture and management principles Public library structures often hierarchical Challenge – dealing with people and enabling them to do their best work Managing people How choose staff – recruitment, hiring and retention How evaluate staff Disciplining and rewarding employees Recruitment, hiring, and retention Professional, paraprofessional, clerical, specialized Professional – ALA-accredited masters Paraprofessionals – training at community colleges Job announcement Description of job based on job analysis and needs of library Qualifications needed to do job Other information such as salary, benefits, etc. Job advertised Applicants reviewed by search committee Interviews conducted with 3-4 applicants Successful candidate chosen Performance management Personnel evaluations Occurs formally once a year Criteria tied to goals Outcome often influences salary Discipline of employees Progressive – leave without pay to dismissal Informal discussion Oral warning Written warning Investigation Possible dismissal Recognizing good performance and eliminating poor performance Identify problem by determining gap between actual performance and desired performance

Guidelines准则 IFLA Continuing Professional Development and Workplace Learning Quality Guidelines --cont. 基本原则– 持续职业教育和在职学习的责任由个人，用人机构，专业协会，和图书馆/资讯科技教育计划 共同承担。 最佳实践– 定期的培训需要评估；广泛的正规和非正规的学习机会；用于专业发 展的预算至少为0.5至1.0 ％； 10 ％的工作时间应当用于教育 活动和非正规学习项目 Responsibility for development shared by individuals, employing institutions, professional associations, and library/information science education programs Best practice – regular learning needs assessment, broad range of formal and informal learning opportunities, minimum of 0.5 to 1.0% of institutional budget for staff development, 10% of work hours for educational activities and informal learning projects. Handout of Chinese version of the excerpt

Access Access Core Values核心价值 ALA Core Values of Librarianship美图协图书馆的核心价值http://www.ala.org/ala/aboutala/offices/oif/statementspols/corevaluesstatement/corevalues.cfm Access 获取 Confidentiality /Privacy 隐私权 Democracy 民主 Diversity 多元 Education & Lifelong Learning教育与终身学习 Intellectual Freedom 知识自由 Preservation 保存 The Public Good 公众利益 Professionalism 职业理念 Service 服务 Social Responsibility 社会责任 The foundation of modern librarianship rests on an essential set of core values that define, inform, and guide our professional practice. These values reflect the history and ongoing development of the profession and have been advanced, expanded, and refined by numerous policy statements of the American Library Association. Among these are: 现代图书馆事业的基础建立在一些重要的核心价值上。这些价值用来界定，明喻和指导我们的专业实践。这些价值观念反映了图书馆职业的历史和持续发展，并已推进，扩大和完善了美国图书馆协会许多政策的陈述。

Library Directors馆长的职责 Library Director sets tone and culture for library 图书馆馆长为图书馆 设定基调并培养馆内 的文化

Library Directors馆长的职责 Library Director Responsibilities 图书馆馆长的责任：(McCook (2004) Introduction to Public Librarianship, p. 141) 与图书馆委员会紧密合作，以实现公共图书馆的使命，发展长期规划，并执行图书馆的业务的各项政策。 加强社区和工作人员之间的联系 Lead the planning cycles引领规划周期 Organize human resources 组织人力资源 Represent the library in the community 在社区为图书馆代言人 Oversee financial operations 监管经济营运 Works closely with the library board to realize the public library mission, develop long-range plans, and implement policies for the library’s operations. The director works at the nexus of community and staff. 。 Directors handle numerous responsibilities:

Library Directors馆长的职责 Library Director Responsibilities—cont. Interact with local, state, and national entities与地方，国家和国家实体互动 Develop the library’s fiscal base through development and fundraising通过发展和筹款开发图书馆的财政基础 Manage facilities and technology管理设施和技术 Plan, design, and evaluate services规划，设计和评估服务

Library Directors馆长的职责 Public Library Director Knowledge and Skills公共图书馆馆长具备的知识和技能 (Sager (Sep/Oct 2001). Evolving Virtues: Public Library Administrative Skills. Public Libraries, P. 268-272) People Skills 人事技巧 Vision 远见卓识 Marketing ability 营销能力 Communication 沟通方法 Collaborative Skills 协作技能

Library Directors馆长的职责 Public Library Director Knowledge and Skills –cont. Technical Skills技术技能 Customer Service客户服务 Problem-Solving Ability解决问题能力 Risk-Taking承担风险 Self-Renewal自我更新

Managing people Managing people 人员管理 How choose staff – recruitment, hiring and retention如何选择馆员-- 招聘，雇用和留住专业人才 How evaluate staff—如何评估馆内职工 Disciplining and rewarding employees 奖惩分明

Managing people Recruitment, hiring, and retention 专业人才管理 Professional, paraprofessional, clerical, specialized专业馆员，非专业馆员，文职人员，专门人才 Professional 专业馆员– ALA-accredited masters美国图协认证的硕士学位 Paraprofessionals 非专业馆员– training at community colleges受过社区大专教育的人员

Performance management 工作绩效管理 Personnel evaluations人才评价 Occurs formally once a year每年一次 Criteria tied to goals标准与目标 Outcome often influences salary结果与工资挂钩

Performance management 工作绩效管理 Personnel evaluations 人才评价 Discipline of employees执行职工纪律 Progressive – leave without pay to dismissal 渐进式—带薪留职察看到解雇 Informal discussion非正式讨论 Oral warning口头警告 Written warning书面警告 Investigation调查 Possible dismissal解雇的可能

Performance management 工作绩效管理 Personnel evaluations 人才评价 Recognizing good performance and eliminating poor performance奖励良好的业绩和消除不良业绩 找出所确定的实际业绩和预期业绩之间的问题和差距 确定原因（执行不当或缺乏知识） 如果积极的变化，即使鼓励，不然，进行改进表现的讨论 如果仍不奏效，提出一系列警告 带新停职查看 Identify problem by determining gap between actual performance and desired performance Determine Cause (problem with execution or knowledge) If positive change, provide recognition, if not then performance improvement discussion If this doesn’t work, then series of reminders Then decision making leave (with pay)

Training and Development 培训和发展 Ongoing to improve staff capabilities for customer service and improved quality service不断提高工作人员为客户服务能力，完善服务质量 Set goals制定目标 Build lifelong continuous learning into job description and jobs把终身持续学习纳入职务说明和工作中 Staff development – individual responsibility, assess own needs工作人员发展—是个人责任，来评估自己的需要 Best practices include formal education, conferences, online course offering, opportunities through colleagues, mentors and collaboration最佳实践包括实行正规教育，参加会议，网上课程提供的学习机会，通过同事，导师和协作火的机会。

ALA-ALP – certification 专业证书计划 The ALA Allied Professional Association is a nonprofit organization that promotes the mutual professional interests of librarians and other library workers. 美图协联盟专业协会 是一个非盈利性组织， 促进专业图书馆和其 他图书馆工作者的共 同利益

ALA-ALP – certification 专业证书计划 The ALA-APA provides services to librarian and other library workers in two primary areas美图协联盟专业协会向图书馆员和其他人员提供两项服务: Certification of individuals in specializations beyond the initial professional degree. 专业学位后的专业证书计划 www.ala-apa.org/certification/certification.html Direct support of comparable worth and pay equity initiatives, and other activities designed to improve the salaries and status of librarians and other library workers支持旨在提高图书馆员地位和报酬的倡导薪酬平等的活动. www.ala-apa.org/salaries/salaries.html

ALA-ALP – certification 专业证书计划 Certified Public Library Administrator (CPLA)公共图书馆行政管理证书 自愿 学位后持续教 育计划 五年时间 得五年更新一次 四门基本课程 三门选修 The Certified Public Library Administrator program is a voluntary post-MLS certification program for public librarians with three years or more of supervisory experience. CPLA certification will enable public librarians to: Further their professional education and development. Move to a higher level of practical professional experience. Improve career opportunities through professional expertise. Demonstrate to colleagues, trustees and board of directors, patrons and the wider information community that the certified person has acquired a nationally and professionally recognized body of knowledge and expertise in public library administration. Improve the quality of library service through the provision of practical knowledge and skills essential to successful library management. Topics covered include: Budget and Finance (core) Organization and Personnel Management (core) Management of Technology (core) Planning and Management of Buildings (core) Service to Diverse Populations Current Issues Marketing Fundraising and Grantsmanship Politics and Networking

ALA-ALP – certification 专业证书计划 Library Support Staff Certification Program (LSSCP) 图书馆辅助人员资格认证计划 http://www.ala-apa.org/lsscp LSSC Program is the first national, voluntary certification program for library support staff. 该计划是第一个 全国范围的图书馆辅助人员的自愿认证计划 Funded by a grant from the Institute of Museum and Library Services and the American Library Association, it will now enter a testing phase in five library organizations across the United States 由联邦博物馆暨图书馆服务机构和美国图书馆协会基金资助，它现在全美国进入五个图书馆组织测试阶段

ALA-ALP – certification 专业证书计划 Topics include in LSSCP计划包括的论题 : Foundations of Library Services (required)图书馆服务基础（必修） Communication and Teamwork (required)沟通方式和团队合作（必修） Technology (required)技术（必修） Access Services接入服务 Adult Readers Advisory Services成人读者咨询服务

ALA-ALP – certification 专业证书计划 Topics include in LSSCP计划包括的论题 : Cataloguing and Classification编目与分类 Collection Management馆藏管理 Reference and Information Services参考咨询与信息服务 Supervision and Management监督和管理 Youth Services青年服务

Public Library cannot be successful without excellent well educated and trained staff. 公共图书馆的成功与否全在拥有训练有素的馆员

相关参考书目 Staff Development: A Practical Guide, 3rd Edition by Elizabeth Fuseler Avery, Terry Dahlin, Deborah A. Carver, ALA Editions 2001 Theodosia S.A. Adanu.  "Continuing professional development (CPD) in state-owned university libraries in Ghana." Library Management  28, no. 6/7 (July 30, 2007): 292-305.  http://www.proquest.com/ (accessed August 5, 2009).

Thank You! 谢谢! Barbara J. Ford 傅尔德 bjford@illinois.edu Director and Distinguished Professor, Mortenson Center for International Library Programs, University of Illinois伊利诺伊大学摩藤森国际图书馆计划中心主任，荣誉教授 bjford@illinois.edu Dr. Shuyong Jiang 蒋树勇博士 Project Director and Associate Professor, Think Globally, Act Globally US-China Librarian Collaboration, University of Illinois Asian Library 伊利诺伊大学图书馆亚洲馆中美图书馆交流合作项目负责人，副教授 shyjiang@illinois.edu