JOB CONTENT % of Key Performance Areas (4 6) time Activities / Objectives / Tasks Results / Outcomes Competencies – spent 1) Resource management: Staff of the 25% Leads and manages directly the activities of 8 All functions relating to the staff are Leadership and able to Client Liaison Services are in specialist section managers and indirectly carried out timeously and in accordance influence others to strive for teams: approximately 80 permanent staff positions with UCT HR policy and relevant excellence in specialist teams and additional student legislation assistants Verbal and written Special Collections and Archives Relevant documentation is correctly communication skills 5 Faculty Liaison Teams Provides strategic direction and coordination completed, signed off and processed including 7 branch libraries of section and activities timeously Interpersonal skills managers’ work Research Commons through effective organizing, planning, Undergraduate Support Services facilitating and assigning responsibilities, Staff members are trained and Ability to make well Access Services (circulation, workloads and special projects equipped to meet agreed informed decisions short-loan, ILL and stock performance standards and management) Manages section performance, objectives Ability to solve problems, managers’ output and delivery aligned with Library and determine relevance and Divisional goals Effective operational coordination of accuracy of information to staff performance and staff find a solution Provides section managers with regular development with regard to feedback about their performance in relation professional competence Ability to determine training to agreed objectives and work-related learning Staff members are highly motivated requirements Reviews and evaluates workflow and reports from section managers to align services and Job descriptions are current and relevant Ability to prioritise and activities with resources manage timelines Personal development plans for all staff Encourages skills development and are in place, reflect appropriate levels of High level of planning and professional development of all staff in training and work-related learning organising skills the Division requirements and are reviewed regularly Ability to establish and Coordinates the staff training skills development Division’s maintain positive relations Division’s workplace and skills development reports for the and learning plan is current and with staff Libraries workplace skills plans implemented Lead change and Ensures job descriptions for all staff in the The successful implementation of the demonstrate Division are current transformation strategies and to change Libraries’ the Division meets the employment Contributes to the recruitment process for equity targets Adaptation of work habits to positions in own Division different conditions Staff working relations are collegial and Takes responsibility for new section manager professional at all times Presentation skills induction and monitors induction for all new with/without aid of
JOB CONTENT Key Performance Areas (4 – 6) % of time spent Activities / Objectives / Tasks Results / Outcomes Competencies 1) Resource management: Staff of the Client Liaison Services are in specialist teams: Special Collections and Archives 5 Faculty Liaison Teams including 7 branch libraries Research Commons Undergraduate Support Services Access Services (circulation, short-loan, ILL and stock management) 25% Leads and manages directly the activities of 8 section managers and indirectly approximately 80 permanent staff positions in specialist teams and additional student assistants Provides strategic direction and coordination of section managers’ work and activities through effective organizing, planning, facilitating and assigning responsibilities, workloads and special projects Manages section managers’ performance, output and delivery aligned with Library and Divisional goals Provides section managers with regular feedback about their performance in relation to agreed objectives Reviews and evaluates workflow and reports from section managers to align services and activities with resources Encourages skills development and professional development of all staff in the Division Coordinates the Division’s staff training and skills development reports for the Libraries workplace skills plans Ensures job descriptions for all staff in the Division are current Contributes to the recruitment process for positions in own Division Takes responsibility for new section manager induction and monitors induction for all new All functions relating to the staff are carried out timeously and in accordance with UCT HR policy and relevant legislation Relevant documentation is correctly completed, signed off and processed timeously Staff members are trained and equipped to meet agreed performance standards and objectives Effective operational coordination of staff performance and staff development with regard to professional competence Staff members are highly motivated Job descriptions are current and relevant Personal development plans for all staff are in place, reflect appropriate levels of training and work-related learning requirements and are reviewed regularly Division’s workplace skills development and learning plan is current and implemented The successful implementation of the Libraries’ transformation strategies and the Division meets the employment equity targets Staff working relations are collegial and professional at all times Leadership and able to influence others to strive for excellence Verbal and written communication skills Interpersonal skills Ability to make well informed decisions Ability to solve problems, determine relevance and accuracy of information to find a solution Ability to determine training and work-related learning requirements Ability to prioritise and manage timelines High level of planning and organising skills Ability to establish and maintain positive relations with staff Lead change and demonstrate to change Adaptation of work habits to different conditions Presentation skills with/without aid of