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Concierge Model for Librarians
Concierge Model for Librarians
Concierge Model for Librarians
Concierge Model for Librarians
Concierge Model for Librarians
Concierge Model for Librarians
Concierge Model for Librarians
Concierge Model for Librarians
Concierge Model for Librarians
Concierge Model for Librarians
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Concierge Model for Librarians

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  • 1. Concierge  Model  refers  to  a  service  perspec3ve  and  set  of  training  experiences  for  all  public  service  staff  across  SULAIR  modeled  a?er  the  services  provided  by  a  Concierge.  The  ul3mate  goal  of  the  model,  and  the  program  we  are  kicking  off  today,  is  to  maximize  scholars’  (esp’ly  Stanford  scholars)  knowledge  of  and  effec3ve  use  of  the  resources  &  services  we  offer.  The  general  idea  is  that  we  will  all  become  more  concierge-­‐like  in  our  interac3ons  with  scholars  –  able  to  seamlessly  pull  together  an  array  of  resources  to  address  their  research  &  teaching  needs   1  
  • 2. A  big  part  of  what  the  concierge  model  intends  to  address  is  the  fact  that  SULAIR  is  nothing  like  a  tradi3onal  library.    WE  are  a  huge,  complex,  diverse  organiza3on  that  includes  units,  func3ons  and  services  s3ll  not  found  in  many  libraries.  Our  strengths  span  tradi3onal  library  collec3ons  and  services,  emerging  digital  library  resources  and  tools,  publishing  services,  academic  technology  support,  and  all  this  across  disciplines.  Challenge  this  strength  creates  is  that  Faculty  &  students  don’t  know  the  depth  and  breadth  of  what  and  who  we  are  (s3ll  stuck  w/  outdated  no3on  of  library/librarian).    We  have  a  bit  of  an  image  problem  –  which  is  also  an  outreach  &  educa3onal  opportunity.     2  
  • 3. Even  when  they  do  have  a  sense  of  the  services  we  might  have  to  offer  –  they  o?en  don’t  know  which  part  of  the  org  to  approach  for  help  &  some3me  we  aren’t  sure  exactly  what  services  are  provided  by  which  part  of  SULAIR  and/or  Stanford.    Org  chart  not  much  help.     3  
  • 4. Our  current  library  homepage  likewise  tries  to  address  this  (more  on  this  later),  but  not  very  effec3ve  tools  for  that.     4  
  • 5. Even  when  they  do  discover  the  range  of  services  we  can  offer,  naviga3ng  to  them  can  some3mes  make  the  scholar  can  feel  a  bit  like  they  have  been  sent  on  an  adventure  led  by  Billy  from  family  circus.  Fully  addressing  any  one  scholars’  research  needs  may  require  interven3on  by  several  members  of  our  staff,  across  different  parts  of  the  organiza3on  –  but  being  sent  to  find  each  of  them  can  be  disorien3ng  and  frustra3ng  for  our  scholars.  So,  our  challenge  is  to  find  a  way  to  inform  scholars  of  the  full  range  of  advanced  resources/services  available,  and  providing  access  to  those  resources  and  services  in  a  direct  and  efficient  way     5  
  • 6. Enter  the  Concierge  Model.    The  term  Concierge  originally  referred  to  the  “keeper  of  the  keys”–  the  person  who  had  access  to  all  the  rooms  in  a  Medieval  castle.    Like  the  concierge  of  old,  the  SULAIR  concierge  has  the  key  to  the  resources  needed  by  our  scholars.    Modern  concierge  is  usually  at  a  fine  hotel,  acts  as  an  ambassador  for  the  hotel,  but  also  the  city.  A  good  concierge  handles  a  full  range  of  guest  requests  –  dinner,  opera  3ckets,  arrangements  for  an  emergency  haircut,  just  about  whatever  the  guest  needs.    A  great  concierge  knows  their  city  extremely  well,  and  has  a    extensive  set  of  well-­‐cul3vated  contacts.  But  –  doesn’t  just  give  the  guest  the  phone  number  for  the  restaurant,  the  website  for  ordering  3ckets  and  the  address  of  a  hair  salon.  The  concierge  acts  as  the  single  point  of  contact  to  set  up  all  these  things  for  the  guest.    We  want  to  move  towards  that  model  of  service  for  our  scholars  –  but  with  some  modifica3ons.     6  
  • 7. A  pure  concierge  model  is  not  exactly  the  right  fit  for  our  organiza3on  and  our  mission.    SULAIR  concierges  will  also  be  coaches  –  con3nuing  our  emphasis  on  using  encounters  with  scholars  and  students  as  teaching  opportuni3es.    We  also  want  to  incorporate  an  evangelical  mission  into  our  concierge  model  –  such  that  all  of  us  create  opportuni3es  to  preach  the  good  news  of  SULAIRs  research  support  services  and  scholarly  resources.    So,  it’s  really  a  “Concierge  +”  model.     7  
  • 8. To  summarize,  elements  of  the  SULAIR  Concierge+  Model  are:   •  An  actude  focused  on  excep3onal  customer  service  (concierge  rarely  says   No—finds  a  way  to  say  no  by  saying  yes)   •  A  commitment  to  providing  scholars  with  a  reliable,  knowledgeable  point   of  contact  who  acts  as  a  “champion”  naviga3ng  our  organiza3on  with  and/ or  for  them,  instead  of  sending  them  on  a  convoluted  path  to  the  six   different  departments  or  people  who  might  help  them.   •  Doing  that  requires  that  all  of  us  who  work  with  scholars  need  need  to   maintain  a  strong  familiarity  with  the  full  range  of  resources  and  services   avail  in  the  organiza3on   •  As  we  work  through  some  exercises  and  case  studies  today,  we  may  come   up  with  addi3onal  features  to  be  part  of  the  Concierge+  Model   8  
  • 9. How  will  we  get  there  –  what’s  the  plan?   •  Today  is  a  start  –  talking  about  and  refine  the  Concierge  model,  modeling   customer  service  interac3ons,  and  applying  concierge  model  to  some  use   cases   •  Managers/Leaders  (you  all)  are  being  enlisted  star3ng  today  to  Promulgate   a  Concierge  actude  towards  public  service  across  the  organiza3on   •  We  are  commicng  to  providing  training  over  the  next  year  that  empowers   public  services  staff:   •  to  respond  to  faculty/student  needs  w/  full  range  of  org  resources/ services  w/o  sending  patrons  to  mul3ple  points  of  contact   •  to  coach  scholars  in  use  of  full  range  of  SULAIR  services/resources   (as  appropriate)     •  Con3nued  emphasis  on  outreach  and  evangelizing  at  every  opportunity,   every  encounter  with  faculty,  on  behalf  of  full  range  of  SULAIR  services/ resources   •  Again  –  today  and  throughout  the  year,  addi3onal  ideas  are  likely  to   emerge  from  you  all  about  how  we  might  implement  the  Concierge  Model.     9  
  • 10. 10  

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