I have really enjoyed the rounds of "tech-nos" that have gone around numerous library blogs. It is always good to be honest about abilities. In contrast, I remember a discussion many months ago talking about a technology competency list for librarians.
This brought out a thought. On one hand, we are talking about our gaps in knowledge, and in the other, we are punishing each other for those gaps. Both of these conversations discuss technology gaps and technology needs. If we don't understand that our abilities are far in advance of our users, we may not realize that the technology applications (in the name of convenience) that we provide may be creating more barriers.
If I don't realize the gap between my ability and the ability of the public, it will result in having services that are too advanced for the average person. If I don't realize the gap between myself and staff, it can be even worse.
I was listening to LISTen Podcast this week and heard a very interesting piece about the average person in the United States and their interaction with technology. The host (Stephen) was speaking with Don Reisinger of the Digital Home Blog. Even as tech savvy as he is, when asked how many people are using applications like Facebook or Myspace, he said less than 10%. Furthermore, he goes on to say that the average John Q. Public is not on Facebook. Providing overdue notices or other interactions by libraries via facebook would not be an effective way to communicate with your users. It is easier for someone from the library to make a phone call about that overdue notice than to send an alert via facebook. Furthermore, it is difficult to predict this behavior. What is popular today in social networking won't be popular tomorrow. The key is not necessarily going where these users are, but just making it more convenient to use the existing services the library provides.
This brought up the question, am I making the library more convenient with technology. In some cases yes, the computer reservation system and self-check work well, but constant need for assistance at the public access computers or for the wireless internet is a constant grind. This necessitated training for staff.
I provided a six month training program for library basic training. I mentioned it over here. All of the surveys on technology competencies were the same. People needed to know how to operate the technology at the library. They understood Word the basics of computers, but they were not very interested beyond that. Teaching them how to use the computer reservation system, or to repair the self-check were more interesting.
So, at the brink of implementing a library 2.0 training program, I pulled back. Mostly from an aversion by staff to new technology items. They felt that they were at their limit. We had implemented many technology pieces, from self-check, to computer reservation, and wireless internet. We trained them on how to use all of it. (AND they remembered it because they have to do it as part of their jobs. ) However, too much technology can result in just as much work as having no technology. Furthermore, reliance on technology in place of people can result in catastrophe. If the technology breaks often, it is ineffective. As a result, we held off a bit on any technology push, even the advertisement of overdrive, so that staff could feel more comfortable moving forward. If staff aren't prepared for the technology that currently exists in libraries, they won't be able to handle new stuff thrown at them. For that matter, neither will our users.
The "Tech-no" conversation was a good conversation because it demonstrated our shortfalls. Many librarians would view themselves in this way, even though their general competencies are still well above the average person. We need to remember that and we also need to capitalize on the feeling we get when we run into our own technology gaps. If we remember all the times where we were stuck on something because we fell into our gaps when helping a patron, we will make that person more comfortable and more able to learn something new.
I can't follow directions very well. I even have trouble with the IKEA instructions and those don't even have words! I turned this learning gap into a strength because I now write instructions so that even I could understand it. That means that each step is very clearly defined, demonstrates indications that you are still on the right course, and what you should see when you are finished. When I worked reference, my guides were very detailed. When I try to describe how I did something, it is detailed to the point of painful. We should always remember our gaps and when we help people. Remember what it feels like to be stumped, and proceed as if we are helping ourselves. That's why these conversations are so important to me.
Showing posts with label training. Show all posts
Showing posts with label training. Show all posts
Tuesday, March 04, 2008
Thursday, August 30, 2007
Training Opportunities for Staff
Communication takes time
Some standard techniques to keep staff informed are what some people call "management by walking around", talking to staff regularly, having input meetings, and providing constant updates via email or other notes so that staff are aware of what is going on at all times. Especially in times of rapid change or during major projects, staff information and input is critical.
Making training available
After taking the TechAtlas assessment, it said that I should provide training opportunities in a central location and in a way it is easily accessible. Sounds simple.
This isn't an easy task. A library that is open seven days a week and extremely busy requires constant attention. Staff members do not always have the time to check their email or go to a website to check for information. I was able to get their workstations upgraded to Windows XP (brand new Dells). This took longer than expected. It was frustrating that I was able to upgrade all of the library public access computers a year ago and then see the old clunkers library staff had to use. It was impossible before now to have them look at a google calendar of events or look online at anything that required flash or java. Now they can. Now they can check the training opportunities available on Webjunction, AGTS, Amigos, and Arizona State Library Archives and Public Library Records events. The next problem was obvious, how will they check each website to see what programs are available. A time crunch factor.
Combining it all together
RSS Feeds are a wonderful thing. Calendars that can be downloaded and imported are even better. Amigos had RSS and email for its newest programs, and the state library provides updates to classes, as well as webjunction. It is just hard to keep track of everything. To make one clean interface, I took all the program dates and times and put them in a google calendar so that everyone could see the programs all at once. Then I provided a link to the training website of origin. I set up a blog that will send reminders of training out. The google calendar sends a reminder to the staff gmail account, which is then filtered to post to the intranet blog. Staff then can sign up to get updates via email through feedburner on the website since that is what they are most comfortable right now.
I took it even further by printing out the calendars from now until December, with the Agendas printed alongside. The hope is that staff will see the training and know that they can just write their name on programs that they are interested in, and I would sign them up and take care of the details. They were informed of the following:
They can take whatever training they wanted
It would be considered work time (paid to go)
Training would be paid for
They can take time away from the desk to do this
I would set everything up so that they would just need to show up (for instance, an online class)
Getting Ready
We plan to have staff training starting in mid-September to train library staff on deficiencies found during the techatlas survey. Once everyone is comfortable, new duties will be assigned according to interest. If things really go well, then we will being learning 2.0 starting in January. I already have people signed up. The staff are very dedicated to their jobs. There was reluctance to sign up because of this. Many of them did not want to fall behind on their work, but after much encouragement, I have half of the staff signed up. I am very exciting that this is working. It took about a week to track down all the times and put them in the calendar. It is well worth it.
Our site
Arizona State Library Archives and Public Records Events
http://www.lib.az.us/eventreg/
AGTS
http://agts.org/
Amigos Library Services
http://www.amigos.org/?q=node/57
Webjunction
http://az.webjunction.org/
Subscribe in a reader
Some standard techniques to keep staff informed are what some people call "management by walking around", talking to staff regularly, having input meetings, and providing constant updates via email or other notes so that staff are aware of what is going on at all times. Especially in times of rapid change or during major projects, staff information and input is critical.
Making training available
After taking the TechAtlas assessment, it said that I should provide training opportunities in a central location and in a way it is easily accessible. Sounds simple.
This isn't an easy task. A library that is open seven days a week and extremely busy requires constant attention. Staff members do not always have the time to check their email or go to a website to check for information. I was able to get their workstations upgraded to Windows XP (brand new Dells). This took longer than expected. It was frustrating that I was able to upgrade all of the library public access computers a year ago and then see the old clunkers library staff had to use. It was impossible before now to have them look at a google calendar of events or look online at anything that required flash or java. Now they can. Now they can check the training opportunities available on Webjunction, AGTS, Amigos, and Arizona State Library Archives and Public Library Records events. The next problem was obvious, how will they check each website to see what programs are available. A time crunch factor.
Combining it all together
RSS Feeds are a wonderful thing. Calendars that can be downloaded and imported are even better. Amigos had RSS and email for its newest programs, and the state library provides updates to classes, as well as webjunction. It is just hard to keep track of everything. To make one clean interface, I took all the program dates and times and put them in a google calendar so that everyone could see the programs all at once. Then I provided a link to the training website of origin. I set up a blog that will send reminders of training out. The google calendar sends a reminder to the staff gmail account, which is then filtered to post to the intranet blog. Staff then can sign up to get updates via email through feedburner on the website since that is what they are most comfortable right now.
I took it even further by printing out the calendars from now until December, with the Agendas printed alongside. The hope is that staff will see the training and know that they can just write their name on programs that they are interested in, and I would sign them up and take care of the details. They were informed of the following:
They can take whatever training they wanted
It would be considered work time (paid to go)
Training would be paid for
They can take time away from the desk to do this
I would set everything up so that they would just need to show up (for instance, an online class)
Getting Ready
We plan to have staff training starting in mid-September to train library staff on deficiencies found during the techatlas survey. Once everyone is comfortable, new duties will be assigned according to interest. If things really go well, then we will being learning 2.0 starting in January. I already have people signed up. The staff are very dedicated to their jobs. There was reluctance to sign up because of this. Many of them did not want to fall behind on their work, but after much encouragement, I have half of the staff signed up. I am very exciting that this is working. It took about a week to track down all the times and put them in the calendar. It is well worth it.
Our site
This is the address of the calendar:
http://www.google.com/calendar/embed?src=cglibstaff%40gmail.com
Arizona State Library Archives and Public Records Events
http://www.lib.az.us/eventreg/
AGTS
http://agts.org/
Amigos Library Services
http://www.amigos.org/?q=node/57
Webjunction
http://az.webjunction.org/
Subscribe in a reader
Friday, September 15, 2006
Fix-it Fridays: Technology Training or providing more for patrons than you do for staff
This Fix-it Friday will focus on meeting the needs of your patrons, but failing to do so for your staff.
As I have mentioned in previous posts, the library is going through major transformations in providing technology for our patrons. We are making attempts to bridge the digital divide and knowledge gap so that our community produces a competitive workforce and informed citizenry. We will more than double the amount of public access computers at our library and provide all the latest software to meet user needs. If you go to any public library in Arizona now, libraries that have received Gates Grants have all these new sleek black computers, lots of RAM, they can do almost anything. It is fantastic! What strikes me as funny is that we are trying so hard to make sure our patrons are trained to use computers and then providing them with the latest technology, but we are forgetting about doing the same for our staff members. The realization hit when you stand back and look at all these beautiful new machines, and then turn around and see these old white clunky dinosaurs with TV type monitors. You have a back to back comparison of the latest technology versus the 1990s technology. Yikes!
The problem with computers for staff is that we have to rely on the city’s schedule. They will replace all of the computers on a three year cycle. Cities and libraries don’t have the advantage of a Gates Grant or applying for any grant that just covers administrative overhead or basic infrastructure. No one wants to fund a grant like that, just the same as not many people would vote for a bond to renovate their own city hall building. The funding agency should be able to cover its own internal matters. So as a library, we forced to sit back and wait for our city IT to move its own infrastructure into the 20th century when the citizens its serves are moving at the speed of light. I guess that is good and self-less, but it doesn’t feel good for those who work for the city and don’t get the same attention.
We are doing the same thing with training opportunities. We have this great line-up of classes and programs for the public. It teaches them information on financial literacy, information literacy, and all sorts of literacy type stuff, but we are not doing the same things for our staff. We have technology classes twice a week to teach basic computers, internet, email, and even e-bay, but we are doing the same things for our own staff. Granted, they have this basic knowledge. When they first came on board, we taught them how to use our Integrated Library System, we taught them how to use the internet and the basics of a computer, so these same classes are not needed. However, we still need to teach and re-train basic computer and catalog concepts. What we really need to do is transform our staff into computer techie people so that they can trouble-shoot and assist our patrons more readily. The problem with this is that only I and one other person really have those technology skills to teach. We need to teach our staff how install and un-install programs, how to troubleshoot simple computer and internet problems, we need to teach them basic IT things so that they can provide some sort of triage before calling in the cavalry (IT). The problem is that I have to squeeze time to make this a priority. I need to sit down and write a manual and teach it. We are in the process of forming our technology plan and I am writing the manual, but all these concepts will take forever to teach all of them.
How will I ever find the time to teach them especially when we are so thinly staffed most of the time? All of the technology manual concepts will be forever changing. That was one of the reasons we stopped teaching our computer maintenance class, it is too complicated and takes too much time to keep up on the concepts that are needed to help ourselves and our public. The only training opportunities are over an hours drive away and we can’t afford to send everyone to the training. Usually, it is not even library specific. I am looking into using several techniques to help our staff become naturally inquisitive about technology. One of the problems is that they don’t want to touch anything on the computer. It is too intimidating. I need to break the habit and get them to learn concepts on their own. My plan is to develop a library technology manual, some of it will be developed with the help of Webjunction and some from our Library Technology Plan Consultant that was funded by a Library Services and Technology Act from the Arizona State Library Archives and Public Records. (I try not to use acronyms) I also plan to use some Library 2.0 training concepts. I am using a modified 43 Things concept I found from the Information Outlook, February edition called 23 Things. I am planning on creating incentives for staff to learn on their own. Just don’t want them to get spoiled and then not want to do anything unless they get a cookie. That is always a tough line to walk. I hope the plan works, it seems like it is working over at Public Library of Charlotte & Mecklenburg County County (PLCMC). I will keep my fingers crossed.
As I have mentioned in previous posts, the library is going through major transformations in providing technology for our patrons. We are making attempts to bridge the digital divide and knowledge gap so that our community produces a competitive workforce and informed citizenry. We will more than double the amount of public access computers at our library and provide all the latest software to meet user needs. If you go to any public library in Arizona now, libraries that have received Gates Grants have all these new sleek black computers, lots of RAM, they can do almost anything. It is fantastic! What strikes me as funny is that we are trying so hard to make sure our patrons are trained to use computers and then providing them with the latest technology, but we are forgetting about doing the same for our staff members. The realization hit when you stand back and look at all these beautiful new machines, and then turn around and see these old white clunky dinosaurs with TV type monitors. You have a back to back comparison of the latest technology versus the 1990s technology. Yikes!
The problem with computers for staff is that we have to rely on the city’s schedule. They will replace all of the computers on a three year cycle. Cities and libraries don’t have the advantage of a Gates Grant or applying for any grant that just covers administrative overhead or basic infrastructure. No one wants to fund a grant like that, just the same as not many people would vote for a bond to renovate their own city hall building. The funding agency should be able to cover its own internal matters. So as a library, we forced to sit back and wait for our city IT to move its own infrastructure into the 20th century when the citizens its serves are moving at the speed of light. I guess that is good and self-less, but it doesn’t feel good for those who work for the city and don’t get the same attention.
We are doing the same thing with training opportunities. We have this great line-up of classes and programs for the public. It teaches them information on financial literacy, information literacy, and all sorts of literacy type stuff, but we are not doing the same things for our staff. We have technology classes twice a week to teach basic computers, internet, email, and even e-bay, but we are doing the same things for our own staff. Granted, they have this basic knowledge. When they first came on board, we taught them how to use our Integrated Library System, we taught them how to use the internet and the basics of a computer, so these same classes are not needed. However, we still need to teach and re-train basic computer and catalog concepts. What we really need to do is transform our staff into computer techie people so that they can trouble-shoot and assist our patrons more readily. The problem with this is that only I and one other person really have those technology skills to teach. We need to teach our staff how install and un-install programs, how to troubleshoot simple computer and internet problems, we need to teach them basic IT things so that they can provide some sort of triage before calling in the cavalry (IT). The problem is that I have to squeeze time to make this a priority. I need to sit down and write a manual and teach it. We are in the process of forming our technology plan and I am writing the manual, but all these concepts will take forever to teach all of them.
How will I ever find the time to teach them especially when we are so thinly staffed most of the time? All of the technology manual concepts will be forever changing. That was one of the reasons we stopped teaching our computer maintenance class, it is too complicated and takes too much time to keep up on the concepts that are needed to help ourselves and our public. The only training opportunities are over an hours drive away and we can’t afford to send everyone to the training. Usually, it is not even library specific. I am looking into using several techniques to help our staff become naturally inquisitive about technology. One of the problems is that they don’t want to touch anything on the computer. It is too intimidating. I need to break the habit and get them to learn concepts on their own. My plan is to develop a library technology manual, some of it will be developed with the help of Webjunction and some from our Library Technology Plan Consultant that was funded by a Library Services and Technology Act from the Arizona State Library Archives and Public Records. (I try not to use acronyms) I also plan to use some Library 2.0 training concepts. I am using a modified 43 Things concept I found from the Information Outlook, February edition called 23 Things. I am planning on creating incentives for staff to learn on their own. Just don’t want them to get spoiled and then not want to do anything unless they get a cookie. That is always a tough line to walk. I hope the plan works, it seems like it is working over at Public Library of Charlotte & Mecklenburg County County (PLCMC). I will keep my fingers crossed.
Saturday, September 02, 2006
Successful Saturdays: Hiring First Rate People or Excellence is a Moving Target
Today's Successful Saturday will focus on hiring good librarians and how what is defined as good changes.
The ultimate question of any librarian fresh out of school is what do libraries look for when they are hiring. There is no right answer to this question and unfortunately many good librarians don't get hired because they are just not the right fit for the organization. As an administrator, sometimes you wish you could hire two or three people from the list, but alas there are only so many jobs. One time I was very lucky and I could hire two people at once and they both turned out to be a great boon for the library. I have also had openings where I could not believe we could not find one good candidate. Since I began as manager at my library, the pool of candidates have gone from anemic to a horn of plenty. I can open almost any job and I know that I will get many good applications. The close proximity of a great library school also helps, but even the paraprofessional staff pool is very diverse and talented. It can be very difficult to choose when you have several people that can do what you need them to. That is where the situation of the library plays a factor in the final decision.
The situation of the library can be the greatest determinant as to whether you will be hired. If the library is under transition, they may be looking for more experience, if the library has had the same administration for some time, they will just be looking for someone who can do the job in the description the best. I have been in both situations where at one point I needed someone who knew what they were doing since I didn't, and at other times I could hire the smile and train the skills. The latter is what I would usually prefer since it is easy to train skills, but it is very difficult to train good customer service. Even the delivery of a reference question can determine whether the patron had a good interaction or a bad one. I have witnessed the exact same question answered by two difference people and the delivery from the person with good customer service skills, particularly when bad news is delivered, it the critical difference. If you cannot find the answer or need to refer a patron, good customer service tells the patron that you did all you could and they appreciate that. Treating a patron less so tells the patron I don't have time for you, don't bother me. You can send this staff member to customer service training again and again makes no difference, they just can't change their personality. So if you are a manager and you can handle it, you should try to hire staff with better customer service skills than training.
Before I became manager, I was on the hiring committee for our new youth librarian. Our manager was leaving the position while we were in the midst of our ILS conversion. We also had an extremely high turnover rate with librarians and some general staff. Considering that situation, we would most likely hire someone with experience. We did not really get many great applications, and of those almost no experience. We ended up hiring someone without their Masters in Library Science because she had experience as a youth librarian, the only one of the bunch. Considering the library was about to be put into a tailspin with no manager and what would eventually become a year of having really no one at the helm, choosing someone with experience that could sustain existing programs was the best choice. After the mess that was at the library with the ILS transformation, having no one in the leadership position for a year, she left for a different library in the same county. She left for less money too.
Back to square one, only this time I was the Manager. I had to hire two positions within a six month period. I had to hire someone for my former position and then the youth librarian resigned a few months later as I mentioned. I ended up hiring two fresh recruits almost straight out of library school. Both had no experience as librarians at a public library. After some time at the library, I felt that I could hire two librarians that were fresh out of school with fresh ideas. Our first year with no manager left the library in limbo with no direction, the second year resulted in having to hire two new librarians where we already had a hire turnover rate. A lot was riding on these two librarians since we had to completely change the course of the library and move it from the 1980s into 2005 and neither had any experience.
What they brought was ingenuity, passion, and drive to their jobs and the library. They were dedicated to making their library the best it could be. Our adult librarian came on board in the midst of our strategic plan right in the middle of our winter visitor season, our busiest. The youth librarian came on board about one week before Summer Reading was to begin. This is the worst time a youth librarian can come on board because they have to hit the ground running. Both librarians changed the way we did programming and ordered materials for the library. They were both good customer service people and they immediately made great relationships with our patrons. The most often compliment that was mentioned to me was the great selection and the great programs both put on. Both of their collections were flying off the shelves. Their great programming and collection development led to a doubling in participation in programming and a 20% increase in circulation.
We are getting a large influx of patrons from bigger cities with bigger library districts. Normally, these patrons would expect lesser service since we are a smaller system. Surprisingly, it is not the case. Patrons are noticing that they can get the same level of service from bigger cities because we have great employees who know what they are doing. One great compliment came from a patron, she had come from one of the best systems in the state and mentioned how it is great that she can find such a great selection for her children and that she can always find a great read at the library. She specifically mentioned both librarians as doing a great job at selecting materials and helping her with her questions.
It didn't come from years of experience, but creativity, drive and passion for the job. That more than makes up for experience.
The ultimate question of any librarian fresh out of school is what do libraries look for when they are hiring. There is no right answer to this question and unfortunately many good librarians don't get hired because they are just not the right fit for the organization. As an administrator, sometimes you wish you could hire two or three people from the list, but alas there are only so many jobs. One time I was very lucky and I could hire two people at once and they both turned out to be a great boon for the library. I have also had openings where I could not believe we could not find one good candidate. Since I began as manager at my library, the pool of candidates have gone from anemic to a horn of plenty. I can open almost any job and I know that I will get many good applications. The close proximity of a great library school also helps, but even the paraprofessional staff pool is very diverse and talented. It can be very difficult to choose when you have several people that can do what you need them to. That is where the situation of the library plays a factor in the final decision.
The situation of the library can be the greatest determinant as to whether you will be hired. If the library is under transition, they may be looking for more experience, if the library has had the same administration for some time, they will just be looking for someone who can do the job in the description the best. I have been in both situations where at one point I needed someone who knew what they were doing since I didn't, and at other times I could hire the smile and train the skills. The latter is what I would usually prefer since it is easy to train skills, but it is very difficult to train good customer service. Even the delivery of a reference question can determine whether the patron had a good interaction or a bad one. I have witnessed the exact same question answered by two difference people and the delivery from the person with good customer service skills, particularly when bad news is delivered, it the critical difference. If you cannot find the answer or need to refer a patron, good customer service tells the patron that you did all you could and they appreciate that. Treating a patron less so tells the patron I don't have time for you, don't bother me. You can send this staff member to customer service training again and again makes no difference, they just can't change their personality. So if you are a manager and you can handle it, you should try to hire staff with better customer service skills than training.
Before I became manager, I was on the hiring committee for our new youth librarian. Our manager was leaving the position while we were in the midst of our ILS conversion. We also had an extremely high turnover rate with librarians and some general staff. Considering that situation, we would most likely hire someone with experience. We did not really get many great applications, and of those almost no experience. We ended up hiring someone without their Masters in Library Science because she had experience as a youth librarian, the only one of the bunch. Considering the library was about to be put into a tailspin with no manager and what would eventually become a year of having really no one at the helm, choosing someone with experience that could sustain existing programs was the best choice. After the mess that was at the library with the ILS transformation, having no one in the leadership position for a year, she left for a different library in the same county. She left for less money too.
Back to square one, only this time I was the Manager. I had to hire two positions within a six month period. I had to hire someone for my former position and then the youth librarian resigned a few months later as I mentioned. I ended up hiring two fresh recruits almost straight out of library school. Both had no experience as librarians at a public library. After some time at the library, I felt that I could hire two librarians that were fresh out of school with fresh ideas. Our first year with no manager left the library in limbo with no direction, the second year resulted in having to hire two new librarians where we already had a hire turnover rate. A lot was riding on these two librarians since we had to completely change the course of the library and move it from the 1980s into 2005 and neither had any experience.
What they brought was ingenuity, passion, and drive to their jobs and the library. They were dedicated to making their library the best it could be. Our adult librarian came on board in the midst of our strategic plan right in the middle of our winter visitor season, our busiest. The youth librarian came on board about one week before Summer Reading was to begin. This is the worst time a youth librarian can come on board because they have to hit the ground running. Both librarians changed the way we did programming and ordered materials for the library. They were both good customer service people and they immediately made great relationships with our patrons. The most often compliment that was mentioned to me was the great selection and the great programs both put on. Both of their collections were flying off the shelves. Their great programming and collection development led to a doubling in participation in programming and a 20% increase in circulation.
We are getting a large influx of patrons from bigger cities with bigger library districts. Normally, these patrons would expect lesser service since we are a smaller system. Surprisingly, it is not the case. Patrons are noticing that they can get the same level of service from bigger cities because we have great employees who know what they are doing. One great compliment came from a patron, she had come from one of the best systems in the state and mentioned how it is great that she can find such a great selection for her children and that she can always find a great read at the library. She specifically mentioned both librarians as doing a great job at selecting materials and helping her with her questions.
It didn't come from years of experience, but creativity, drive and passion for the job. That more than makes up for experience.
Subscribe to:
Posts (Atom)