15
14
Objective 1: The German National
Library should be staffed by employ-
ees who have an active interest in the
work offered by the Library and should
help them rise to meet the strategic
challenges.
2014
A personnel development plan is to be de-
veloped and implemented. It is to be supported by
a modern assessment system and is to highlight e. g.
career development opportunities in the German
National Library within the applicable service and
employment laws.
Objective 2: The employees of the Ger-
man National Library should be well
informed about the objectives and
strategies of the institution in general
and about their own feld of responsi-
bility in particular. They should also be
aware of current developments, pro-
ject and work results, actively contrib-
ute their ideas and skills, and take a
proactive approach to their work.
2014
A sustainable long-term external and inter-
nal communication plan including operationalisa-
tion is to be developed and introduced. A frame-
work for providing suitable (two-way) information
and communication channels for all employees is
to be clarifed and specifed.
2016
Innovative internal communication
channels and platforms such as Lunch Talks,
intradepartmental communication processes and
work process visualisation are to be developed and
introduced.
Objective 3: The German National
Library should offer its managers
suitable support.
2014
A cascading target agreement process for
implementing strategic planning and for prioritis-
ing tasks is to be developed and implemented.
2015
Basic management principles are to be
developed and implemented.
The roles and profles of all managers are to be
specifed in greater detail, right down to the level
of section leaders.
Here, managers at all levels are to be ofered ongo-
ing support in the form of appropriate measures
such as mentoring, coaching, peer support and
starter packages for managers.
Objective 4: The German National
Library should remain an attractive
employer.
2014
Employee satisfaction is to be monitored
by means of surveys. These are to be conducted
every three years.
Alongside implementation of the target agreement
process there is to be greater focus/concentration
upon clearly defned, communicated and prior-
itised core tasks aimed at ensuring innovative
fulflment of the legal mandate.
2016
To this end, a future-proof infrastructure
and IT environment is to be implemented which
continues to support the employees by enabling
them to carry out their work in a targeted and
efcient manner.
A human resources plan is to be developed. This
includes staf resource levels, prioritises core tasks,
identifes further tasks not related to the core busi-
ness which still serve the strategic objectives, and,
where applicable, the outsourcing of important yet
non-core tasks.
Strategic Priority 5
German National
Library employees
should identify with
the Library’s objec-
tives.
Both the number and complexity of the German National
Library’s tasks are increasing at a time when resources,
especially staffng resources, are decreasing. At the same
time, Germany is undergoing a period of major demograph-
ic change: employees are getting older and the age of
retirement is rising. This makes it all the more important to
concentrate resources and bundle task areas. The German
National Library is already implementing a large number of
staff development measures: annual performance reviews,
training courses, a range of information provided via the
Intranet, in Lunch Talks and in internal newsletters. The
2011 employee survey provided a snapshot of employee
satisfaction and revealed their high level of commitment
to the institution and its work. In the Library’s centenary
year the staff were given the opportunity to make an active
contribution to strategic development based on the World-
Café method. Adapting to the changes over the coming
years will present challenges to all employees. Principal
among these are the need for the will to change, and for
innovative creativity and fexibility within an open, learning
organisation.