SUCCESSION PLANNING IN ACADEMIC LIBRARIES 1 Succession Planning In Academic Libraries: A Reconsideration William H. Weare, Jr. Texas A&M University Libraries Author Note William H. Weare, Jr., Evans Library, Texas A&M University Libraries. Correspondence concerning this paper should be addressed to William H. Weare, Jr., Texas A&M University Libraries, 5000 TAMU, College Station, TX 77843. Contact: [email protected] William H. Weare Jr. (2015), Succession Planning in Academic Libraries: A Reconsideration, in Samantha Schmehl Hines , Marcy Simons (ed.) Library Staffing for the Future (Advances in Library Administration and Organization, Volume 34) Emerald Group Publishing Limited, pp.313 - 361 SUCCESSION PLANNING IN ACADEMIC LIBRARIES 2 Abstract Purpose: It has been widely projected in the library literature that a substantial number of librarians will retire in the near future leaving significant gaps in the workforce, especially in library leadership. Many of those concerned with organizational development in libraries have promoted succession planning as an essential tool for addressing this much-anticipated wave of retirements. The purpose of this paper is to argue that succession planning is the wrong approach for academic libraries. Design/methodology/approach: This paper provides a review of the library literature on succession planning, as well as studies analyzing position announcements in librarianship which provide evidence as to the extent to which academic librarianship has changed in recent years. Findings: In a review of the library literature the author found no sound explanation of why succession planning is an appropriate method for filling anticipated vacancies and no substantive evidence that succession planning programs in libraries are successful. Practical implications: Rather than fill anticipated vacancies with librarians prepared to fill specific positions by means of a succession planning program, the author recommends that academic library leaders should focus on the continual evaluation of current library needs and future library goals, and treat each vacancy as an opportunity to create a new position that will best satisfy the strategic goals of the library. Originality/value: In contrast to the nearly universal support for succession planning found in the library literature, this paper offers a different point of view. Keywords: Succession planning, succession management, succession planning and management, workforce development, workforce planning, retirement. William H. Weare Jr. (2015), Succession Planning in Academic Libraries: A Reconsideration, in Samantha Schmehl Hines , Marcy Simons (ed.) Library Staffing for the Future (Advances in Library Administration and Organization, Volume 34) Emerald Group Publishing Limited, pp.313 - 361 SUCCESSION PLANNING IN ACADEMIC LIBRARIES 3 Succession Planning In Academic Libraries: A Reconsideration It has been widely projected in the library literature that a substantial number of librarians will retire in the near future leaving significant gaps in the workforce. Many of those concerned with organizational development in libraries have promoted succession planning as an essential tool for addressing this much-anticipated wave of retirements. Succession planning has also been promoted as a solution for a corresponding expected shortage of qualified librarians capable of moving into leadership roles— especially in academic libraries. Those who have been promoting succession planning in libraries do not seem to have agreed upon a definition for the term. In the library literature there has been little effort to differentiate among succession planning and a host of related concepts: succession management, strategic human resource management, workforce development, workforce planning, manpower planning, replacement planning, talent management, and human capital management. What initially seems appealing about the concept of succession planning—having a plan in place should leadership positions become vacant as a result of resignation, retirement, termination, or untimely death— becomes less appealing when it becomes apparent how broadly advocates of succession planning would apply the concept. A review of the library literature reveals a range of meanings for succession planning from the fairly specific, a process of ensuring that qualified persons are available to assume key leadership positions should they become vacant, to a much broader process which would include any position in the organization deemed to be of some significance. For the purposes of this discussion, succession planning can be defined as a systematic effort to identify and develop particular individuals to assume key leadership and management positions as part of a larger plan to ensure organizational continuity. More simply, it is an attempt to have “the right leaders in the right place at the right time” (Sloan, 2007, p. 776). William H. Weare Jr. (2015), Succession Planning in Academic Libraries: A Reconsideration, in Samantha Schmehl Hines , Marcy Simons (ed.) Library Staffing for the Future (Advances in Library Administration and Organization, Volume 34) Emerald Group Publishing Limited, pp.313 - 361 SUCCESSION PLANNING IN ACADEMIC LIBRARIES 4 Some may associate the term succession with nobility, hereditary monarchy, or royal succession (Who is going to inherit the throne? How is the order of succession to be determined?) Perhaps others may think about the application of succession planning to business. In corporations, large and small, succession planning is a process generally used to identify, train, and prepare select employees to fill key leadership roles within the company, such as chief executive officer, chief operating officer, or chief information officer. When there is turnover at the executive level in large organizations, succession planning can be part of a broader strategy to provide continuity, ease executive transitions, and perpetuate the organization. Succession planning has been a concern of human resources professionals in the for-profit sector for decades, appearing in the business literature in the 1960s (Blakesley, 2011, p.1). Ostrowski (1968) observed, “with the growth of the large, publicly owned corporation, management succession has become a major corporate concern, and properly so, since it is critical to the survival and continuity of a business enterprise” (p. 10). Having been championed in the business literature for several decades, succession planning has lately been an increasingly popular topic in the library literature. As baby boomers retire, the ratio of new appointments to long-time employees is expected to tip toward newcomers. Concerns regarding succession in libraries have increasingly occupied the attention of library management and human resource professionals. Some have advocated that this coming “crisis in library leadership” necessitates that libraries adopt succession planning to fill anticipated openings in library leadership. The author of this paper contends that succession planning is the wrong approach for addressing concerns about the expected retirement of large numbers of librarians. The author will argue that, although succession planning may be a sound approach for some for-profit corporations, it is not a prudent approach for academic libraries. A review of the library literature suggests that the rationale for applying William H. Weare Jr. (2015), Succession Planning in Academic Libraries: A Reconsideration, in Samantha Schmehl Hines , Marcy Simons (ed.) Library Staffing for the Future (Advances in Library Administration and Organization, Volume 34) Emerald Group Publishing Limited, pp.313 - 361 SUCCESSION PLANNING IN ACADEMIC LIBRARIES 5 succession planning to academic libraries advocated by proponents is questionable. Further, the literature offers no sound explanation of why succession planning is an appropriate method for filling anticipated vacancies and no substantive evidence that succession planning programs in libraries are successful. Most importantly—although succession planning may appear to be a credible, even forward-thinking concept— libraries implementing a succession planning program risk perpetuating an obsolete organizational structures. Specifically, in this paper the author will argue that (1) succession planning is not the best solution for addressing concerns about an expected shortage of librarians, and (2) succession planning may not be the right solution for addressing concerns as to where the next generation of academic library leaders is to come from. The author will address the ways in which succession planning has been broadly and variously defined as well as provide background information on both the expected wave of retirements and the corresponding idea that there is a lack of suitably prepared candidates. The author will argue that succession planning is the wrong approach for academic libraries, citing in particular the many studies published in the library literature which analyze position announcements. The body of articles describing changes in position announcements, a common method for exploring trends in library work, provides ample evidence as to the extent to which academic librarianship has changed in recent decades, and offers a thought-provoking counterpoint to those in the field who advocate for the use of succession planning in academic libraries. The author will also acknowledge several scenarios in which the implementation of a succession planning program might be useful. The author will make four recommendations for staffing academic libraries for the future. First, those in leadership positions should continue to mentor and guide those who possess leadership potential—even though those librarians may ultimately serve elsewhere. Second, library leaders should continually assess the climate in and out of William H. Weare Jr. (2015), Succession Planning in Academic Libraries: A Reconsideration, in Samantha Schmehl Hines , Marcy Simons (ed.) Library Staffing for the Future (Advances in Library Administration and Organization, Volume 34) Emerald Group Publishing Limited, pp.313 - 361 SUCCESSION PLANNING IN ACADEMIC LIBRARIES 6 the library to identify current and future needs. Third, as librarianship is changing rapidly, potential vacancies should be evaluated in order to determine where in the library the new position is most needed; rather than fill existing and anticipated vacancies as they occur, each new vacancy should be looked upon as an opportunity to create a new position that will best satisfy the strategic goals of the library. Fourth, when possible, these newly created positions should be filled with qualified candidates recruited from outside of the organization. Key leadership positions in particular should be filled by external candidates who possesses the knowledge, skills, abilities and other characteristics required to fill that new role, and who will bring a fresh point of view or perspective to the organization. Although this paper will focus on academic librarianship, the assumptions made by the author—as well as the conclusions drawn— may well apply to other types of libraries. Defining Succession Planning Succession planning has been defined broadly and variously throughout the library literature. In an effort to define succession planning and differentiate it from a number of related concepts, the author consulted standard works in the literature of human resources, including reference works and standard texts. In the library literature, a variety of definitions of succession planning have been offered (as well as varying definitions of related terms such as workforce planning) by Bridgland (1999), McCarthy (2005), Noon (2004), Whitmell (2002, 2005b), and others. Formulating a critical response to succession planning in libraries has proven to be a challenging endeavor—not because of the excellence of the concept, nor because of the strength of the argument of others—but for the reason that succession planning is a problematic construct. During the process of researching, reading, and writing about succession planning in libraries, the author found it challenging to address a concept that has been so broadly and variously defined. Schrader (2005), noted “the concept of succession planning, as commonly employed in the corporate world and as used William H. Weare Jr. (2015), Succession Planning in Academic Libraries: A Reconsideration, in Samantha Schmehl Hines , Marcy Simons (ed.) Library Staffing for the Future (Advances in Library Administration and Organization, Volume 34) Emerald Group Publishing Limited, pp.313 - 361 SUCCESSION PLANNING IN ACADEMIC LIBRARIES 7 increasingly in the library and information studies literature, does not have a generally agreed upon meaning” (p. 36). Noon (2004), wrote that “succession planning can mean several things in several different contexts” (p. 5). Whitmell (2005a), having noted that succession planning and staff planning “mean different things to different people” (pp. 119-120), explained that “for older workers, succession planning involves finding people to replace them. For younger workers, succession and staff planning are a means of moving upward” (p. 120). I Furthermore, there are a host of terms in the business literature— succession management, strategic human resource management, workforce development, workforce planning, manpower planning, replacement planning, talent management, and human capital management (a few of which have migrated to the library literature)—that describe concepts that are similar to succession planning, but do not quite describe the same concept. There has been significant overlap in the literature as to how these terms have been used. An examination of business reference sources, as well as human resources and management texts was helpful in an attempt to clarify the definition of succession management and related terms. William J. Rothwell, author of Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within (2010) the most comprehensive text on succession planning, has described succession planning and management as “any effort designed to ensure the continued effective performance of an organization, division, department, or workgroup by providing for the development, replacement, and strategic application of key people over time” (p. 6). More succinctly he wrote that, “succession planning is a process of developing talent to meet the needs of the organization now and in the future” (p. 371). Rothwell (2010) also found that there are divergent understandings of succession planning. Referring to the more traditional definition of succession planning, he noted that “to some people, succession planning and management refers to top-of-the- organization-chart planning and development only. In short, the focus is only on William H. Weare Jr. (2015), Succession Planning in Academic Libraries: A Reconsideration, in Samantha Schmehl Hines , Marcy Simons (ed.) Library Staffing for the Future (Advances in Library Administration and Organization, Volume 34) Emerald Group Publishing Limited, pp.313 - 361 SUCCESSION PLANNING IN ACADEMIC LIBRARIES 8 preparing people to assume top-level leadership positions.” However, Rothwell also suggested that the focus of effective succession planning could be more widely applied; “succession planning and management refers more broadly to planning for the right number and right type of people to meet the organization’s needs over time” (p. 13). Some of those who have written articles in the library literature advocating for the implementation of succession planning programs also noted the shift from a more traditional, limited definition of succession planning to one that included more than those holding administrative or leadership appointments. For example, in an article describing the benefits of a competency-based succession planning system, Nardoni (1997) observed, “once a narrowly focused program that covered only a small percentage of senior executives and a limited numbers of key positions, the succession planning process has gone global in most organizations” (p. 60). The process now covers all or most employees, rather than just executive. Bridgland (1999) described a succession planning program as “a deliberate and systematic effort by an organization to ensure leadership in key positions and encourage individual advancement” (p. 21). Despite having presented that fairly narrow definition, she generally used succession planning as an umbrella term, suggesting that an effective succession planning program would extend to all levels, encompassing “more than a mere replacement of key positions or people” (p. 21). This broad description would be a more apt definition for workforce planning, rather than succession planning. Noon (2004) offered an explicit definition: “succession planning is a formal and structured process designed to ensure that we attract and retain the people and the skills that the organisation needs now and in the future to create a supply of current and future key job successors to optimize the organisations strategic needs and the aspirations of its individuals” (p. 6). It’s worth noting that despite the reference to “key job successors,” this definition is comprehensive in scope as to who is included in the process. Whitmell (2005b), in the introduction to Staff Planning in a Time of Demographic Change, broadly defined William H. Weare Jr. (2015), Succession Planning in Academic Libraries: A Reconsideration, in Samantha Schmehl Hines , Marcy Simons (ed.) Library Staffing for the Future (Advances in Library Administration and Organization, Volume 34) Emerald Group Publishing Limited, pp.313 - 361 SUCCESSION PLANNING IN ACADEMIC LIBRARIES 9 succession planning as “replacing the large number of those anticipated to be retiring and leaving professional and nonprofessional positions in the next few years” (p. v). Staff Planning in a Time of Demographic Change (2005) is a collection of papers from a series of conferences held in Ontario, Canada in 2002 and 2003. The chapter authors identified and discussed the issues related to expected wave of retirements and the need to develop essential skills and competencies for leadership roles in the library and information science profession. In the introduction to the book Succession Planning in the Library: Developing Leaders, Managing Change, Singer and Griffith (2010) explained that their original intention was to focus only on succession planning, and how to design succession planning program (p. vii). However, the authors decided to broaden the topic, and did so significantly. The first three chapters focused on succession planning for all positions below that of library director (workforce planning). Two chapters addressed retention. Only one chapter focused on planning for the succession of a new library director. The explanation of what succession planning includes is further extended as the authors expanded their original intention: “we refer to the process holistically as succession planning and development. We need to plan for succession, and in collaboration with our staff we need to focus on employee development and retention” (p. viii). In the last several years, succession planning has increasingly been thought of as a holistic process—one that involves all positions in the organization, not only anticipated vacancies. Blakesley (2011) observed, “succession planning may increasingly be viewed as just a part of strategic planning processes, as we decide what must be done and what can be given up, and how to reallocate, retrain, and realign the people who remain in our organizations” (p. 2). Galbraith, Smith, and Walker (2012) wrote “succession planning involves more than simply identifying a successor for leadership positions—it is training and developing employees throughout the organization to have the skills, knowledge, and experience to be effective in their William H. Weare Jr. (2015), Succession Planning in Academic Libraries: A Reconsideration, in Samantha Schmehl Hines , Marcy Simons (ed.) Library Staffing for the Future (Advances in Library Administration and Organization, Volume 34) Emerald Group Publishing Limited, pp.313 - 361 SUCCESSION PLANNING IN ACADEMIC LIBRARIES 10 current and future positions” (p. 222). Others have also taken a broad view, recommending training and developing employees throughout the organization. Schachter (2013) suggested that “succession planning is more than just finding people to promote from within—it is about developing capacity and skills among your staff” (p. 30). Similarly, Hall-Ellis and Grealy (2013) wrote “succession planning allows an organization to anticipate new leadership, assess the skills and knowledge of employees, identify individuals who have leadership potential, and provide professional development opportunities, mentoring, and experiences to prepare the library staff for personnel changes” (p. 587). A Multiplicity of Terminology Succession planning has frequently been defined and described in a manner that confuses it with other closely-related concepts. There are many terms in the management and human resources literature used to describe concepts that address workforce continuity. Among the terms readers have to contend with are succession management, strategic human resource management, workforce development, workforce planning, manpower planning, replacement planning, talent management, and human capital management. Some of these terms mean essentially the same thing; others have quite distinct meanings. Unfortunately, there has been a tendency to use them loosely; hence there is considerable confusion about these terms. Hartley (2004) wryly observed “gather any group of HR professionals in a room and you can be sure to have a plethora of additional terms” (p. 20). Fortunately, not all of these terms migrated from the management and human resources literature to the library literature; succession planning, workforce planning, and workforce development are the terms that appear most frequently. Succession planning has emerged as the term most commonly used to describe a planning process intended to ensure that the right people with the right skills are on board to meet the needs of an organization over time. William H. Weare Jr. (2015), Succession Planning in Academic Libraries: A Reconsideration, in Samantha Schmehl Hines , Marcy Simons (ed.) Library Staffing for the Future (Advances in Library Administration and Organization, Volume 34) Emerald Group Publishing Limited, pp.313 - 361