NATIONAL LIBRARY FOR HEALTH

SKILLS FOR SUCCESS: THE HEALTH LIBRARY STAFF DEVELOPMENT FRAMEWORK

Contents

Why is a Development Framework needed?

Who are the beneficiaries of this Framework?

What is the Development Framework?

How will the development activity be delivered?

How will its impact be monitored?

  1. Why is a Development Framework needed?
  2. Agenda for Change (AfC) and the Knowledge and Skills Framework (KSF) are founded on the principles of good people management – how people like to be treated at work and how organisations can enable individuals and teams to work effectively. The overall goal is to facilitate the development of staff so they better meet the needs of service users and the public. AfC and the KSF apply to all staff in the NHS with the exception of doctors, dentists and some board level staff, for whom other arrangements are in place. The National Library for Health would like to ensure that library staff are helped to participate in and benefit from the opportunities which these changes offer.

1.2The Knowledge and Skills Framework will require a rigorous approach to personal development planning, and will need significant input, leadership and professional advice if its aims are to be realised for a relatively small group such as library staff. The growing emphasis on revalidation of individual library professionals and accreditation of services adds to this need.

1.3The developing national agenda1 is creating new demands on, and expectations of, library services and networks. It is clear that services will need to change both in the nature of the service to be provided; the range of users who will need access and the skills that will be required of staff in the planning, provision and management of those services.

1.4Within existing resource levels, it is likely that a key element in increasing capacity to undertake a wider range of work across the library networks lies in developing staff at all levels so that work can be delegated down the line and staff time released to focus on strategic and developmental issues.

1.5In order to achieve the above, library and information services need to continue to attract, recruit and retain high quality staff at all levels. Creation of flexible career pathways that are underpinned by a development framework will be crucial to promoting healthcare library services as a rewarding career option.

1.6Faced with these drivers for change, this seems the opportune moment to build on the work to date on training provision and set this in the context of a comprehensive development framework that can:

  • link the changing needs of the service to the knowledge and skills required of the staff;
  • translate the NSF for Library services into the skills and knowledge required for its effective delivery
  • target staff development at each level so that all staff can be confident that they are able to make an effective contribution on a continuing basis;
  • offer development opportunities that equip staff to progress their careers either within library services or in other areas.

These aims must include both professional skills and wider “transferable” skills and capabilities. It will be essential therefore that the development work builds on and includes work already done on training and development, and that the framework remains flexible and dynamic.

  1. Who are the beneficiaries of this Framework?

2.1The Development Framework is intended to support all those staff involved in providing library services to health care staff and students. This encompasses both professionally qualified and paraprofessional staff; those working in specialist roles (e.g trainers) and those leading the development of library services at Strategic Health Authority and national levels.

2.2The Framework has particular relevance for staff working in NHS libraries, but it is hoped that it will also add value for colleagues employed in higher education institutions which provide services to NHS staff and students, in health-related independent and voluntary sector libraries and in staff working in the public library sector who provide health information to their local communities.

2.3NHS managers with responsibility for library services (particularly those with no background in library services) will be able to draw on the Development Framework as an aid to appraisal and personal development planning with senior library staff and be confident that development needs and options for meeting them, are being identified.

2.4Library staff are a very small group within the NHS (typically 2-4 staff in a Trust) –about 2,000 employees across England. Whilst not superseding the responsibility of the individual employer for the development of their local library staff, Human Resources specialists responsible for the implementation of the Knowledge and Skills Framework will be reassured that the specialist needs of this group are being supported at the national level.

2.5Benefits of the Framework to Trusts and other employers include increasing confidence that their library staff:

  • are supported by line managers who have access to guidance on the skills and competences required by library staff in order to facilitate their development and to meet the wider organisational requirements of Agenda for Change and the Knowledge and Skills Framework
  • have the necessary competences to deliver high quality services on a continuing basis
  • are enabled to contribute effectively to the work of any teams/groups/networks they belong to
  • are enabled to work effectively in their organisations
  • can relate effectively to the needs of all user groups
  • are enabled to progress their career aspirations

2.5The profession as a whole will benefit from the development programme. It will provide a body of experience and expertise which can be shared across the library profession as a whole; it will develop and maintain a cohort of skilled staff who can move into other areas of library work; it will attract high calibre staff at the start of their careers or as a career change later in life.

3.What is the Development Framework?

3.1The Development Framework is an enabling tool. It will be flexible and responsive to changing needs, and be supported by a range of guidance documents. As this guidance becomes available it will be available on the National Library for Health website.

3.2It is expected that the comprehensive Framework will include the following areas:

3.2.1Individual level

  • person specifications per level/role linked to KSF competencies
  • assessment framework to support the appointment process
  • guidance to support Individual/team appraisal
  • guidance to support personal development planning
  • support for recording/accrediting achievement

3.2.2Team level

  • team leader roles and skills
  • team member roles and skills

3.2.3Network level

  • skills needed to operate “competent” library network including the benefits of network-based working
  • skills required to work in multi-professional and multi-agency groups

3.2.4Pan SHA/national level

  • skills needed to operate effectively at the strategic level

3.2.5Career development pathways

  • identification of a skills escalator approach to career progression
  • case studies to demonstrate new roles and ways of working
  • identification of transferable skills to enable working in other health areas e.g. audit, clinical governance, training and development
  • identification of skills held by other health staff to enable transfer into library and information roles

3.2.6Service delivery level

  • translation of service requirements into skills and competencies outlines
  • delivery of training and development in professional and technical skills to ensure staff remain fit for purpose.

4How will the development activity be delivered?

4.1Library Managers should identify a proportion of their resources to support development of their teams. This may be supplemented by limited national funding, although it may still be necessary to make a small charge to participants. Discussion will take place with library managers to identify methods of providing protected “practice” time for staff practising new skills.

4.2Library staff training and development is also the responsibility of local employers. It is expected that library staff will be able to take advantage of training opportunities available within their host organisations. This may include training in areas such as general management skills. It is expected that senior library staff, in particular, will participate in multi-disciplinary development opportunities provided by their employers.

4.3Library Managers should also be aware of development opportunities available via commercial providers.

4.4Each year the National Library for Health intends to develop a programme of activities which will include training in areas of specific relevance to NHS funded libraries e.g. technical skills in searching nationally procured electronic resources. The programme should also include some more general development opportunities when additional benefit is to be gained from working in a uni-disciplinary setting.

4.5A gap often exists between the theoretical knowledge gained from a course and the support subsequently available to help individuals to put the learning into practice. SHA library leads may wish to provide opportunities for staff at all levels to participate in Action Learning Sets or have 1-1 mentoring or coaching, or job shadowing. In addition many staff currently are developing new knowledge and skills through participating in SHA-wide Working Groups.

4.6A range of placements may be offered for those interested in library and information work as a career (15-18 year olds); to library school students who are considering specialising in health library work or to those wishing to have a short “taste” ort working in a different role/environment.

5. How will its impact be monitored?

5.1Development of the Framework will be supported by a the NLH Staff Development Group (SDG). The Group intends to develop a monitoring and evaluation protocol building on work already completed by Sharon Markless. Outcomes from monitoring will be reported to the NLH Co-ordinating Group and the NLH Board to ensure that learning is fed into future planning.

5.2In addition, identification of training and development activity undertaken and its impact on service provision will be a key area for attention at library accreditation visits / NSF Monitoring visits.

March 2007 (Updated June 2008)

References

  1. National Service Framework for Quality Improvement for NHS funded library and information services in England. National Library for health, March 2008. Ver. 1.1

Sponsored by the National Library of Health, building on work developed by London Health Libraries and the Library & Knowledge Development Network

Page 1 of 4