Managing top performing staff. #21: 2012
●18% of the CEOs said finding sustainable funding for their company was their number one issue.
●25% had their eye on the bottom line and were concerned about profit margins.
But, the top concern of the majority of tech CEO’s (26%) was finding and managing top performing employees, those who drive innovation and keep the company moving forward.
At first look, finding and hiring top performing staff is a supply and demand issue. Are we attracting innovative, leading edge students into library science? If so, who is hiring them? Are they being attracted to library service or being recruited into corporate Canada? Are we willing to look outside the box and accommodate the high performing employee who may not fit into the traditional “library box?”
The high performer is a rare employee. They are the staffer with the new ideas, the early adapter, the questioner, the risk taker. This bold and innovative approach often makes library management apprehensive. The high performer comes along when opportunity knocks, not on your schedule, so the library needs to be flexible, to adapt, and to accommodate when the opportunity arrives. They may require specific resources, a different work schedule or environment, and likely a lot of their supervisor’s time to keep focused. Recruiting a high performing employee takes patience to find them, skill to assess their abilities, and the will to hire and fit them into your library’s culture.
Is it worth it?
For the library that wants to be on the leading edge, to explore unique services, and to test new combinations, the answer is “absolutely.” The time it takes to recruit and supervise a high performing employee is totally worth the effort. It’s worth it for the library and especially for the customers we serve.
Kitty Pope #21 July 2012