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Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
Mapping, Managing and Improving Staff performance in Access Services
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Mapping, Managing and Improving Staff performance in Access Services

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Presentation for the 2010 Access Services Conference in Atlanta, GA

Presentation for the 2010 Access Services Conference in Atlanta, GA

Published in: Education
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  • Without a plan, you’ll be training your folks piecemeal only as needs become so transparent that you’re already behind the ball on service provision.
    So: what technologies do you need your staff to be proficient in?
    Have you prioritized them so staff are aware of what they should focus on?
    How are you keeping these requirements up to date? Job descriptions & performance reviews? Annual unit goal planning?
    Needs to be codified, or staff may find that your expectations are unclear and will fail to perform at desired levels
  • Without any sort of evaluation, you’ll have no idea if the training and tech knowledge has stuck.
    WHAT do you want them to be able to use?
    WHY do you want them to be able to use it?
    WHERE & HOW do you expect them to apply this knowledge?
    HOW will they be held accountable?
  • Two causes: lack of knowledge or lack of execution.
    Deficiencies in knowledge are cured by training.
    Deficiencies in execution are approached differently:
    1. Clarify expectations: can they explain what is expected?
    2. Remove obstacles: resources to do the work are available.
    3. Provide feedback: regular, accurate and timely.
    4. Arrange appropriate consequences.
  • In my last POW, we conducted three service point mergers into Access Services. Currently, UTC is a beta partner with OCLC for implementing their WMS cloud-based library management system, we are completely revamping our ILL workflow due to Increase of 110.56% in lending requests between FY09 and FY10, increase of 113.98% in borrowing requests filled between FY09 and FY10, and an increase of 228.35% in lending requests filled between FY09 and FY10. Staff involved in testing, workflow development, training on new systems and clients, on planning committees, etc
  • Transcript

    • 1. Mapping, Managing, and Improving Staff Performance in Access Services Colleen S. Harris Head, Access Services University of Tennessee at Chattanooga
    • 2. YOU, THE MANAGER http://icanhascheezburger.com/2010/08/24/funny-pictures-crazy-i-was-crazy/
    • 3. EXPECTATIONS http://www.flickr.com/photos/passiveaggressive/4773512458/sizes/z/in/photostrea m http://icanhascheezburger.com/2010/11/02/funny-pictures-middle-management- cat/
    • 4. got mission? got vision?
    • 5. WHAT DOES EXCELLENT CUSTOMER SERVICE LOOK LIKE? AND…CAN YOU MEASURE IT? Remember: measurables! o Error rate in response to patron communication o Satisfaction surveys o Compliments vs Complaints (and the trouble with this) o Service desk demeanor o Claims returned rate o Note: What’s in the annual evaluation? Is it useful? o Base measures on actual work & department needs
    • 6. Are Your Staff Properly Armed?
    • 7. CREATING OPPORTUNITIES FOR LEARNING A MANAGER’S JOB IS TO LOCATE RESOURCES! o RETREATS o CLASSES o UNI, IT, 3RD PARTY o PEER-TO-PEER TRAINING o SOFTWARE o CROSS-DEPARTMENT o INVITED SPEAKERS
    • 8. Prepping for performance The initial conversation – Job Description – Most successful – Needs improvement
    • 9. Services Communication Evaluation & Appraisals MEASURES • WHAT YOU WANT • WHAT YOU GET METHODS • STRUCTURED • INFORMAL
    • 10. Planning & Evaluation I: The, Um, Planning
    • 11. Planning & Evaluation II: Measurements & Markers Cecily demonstrates her superior webcam abilities for her colleagues
    • 12. Performance Problems: The Two Types of Stumbling Blocks Lack of Knowledge Lack of Execution
    • 13. Punishment Does Not Work (Or, Give Keanu Back His Cupcake)
    • 14. Performance Improvement Discussions  Know your organization’s process  Serious and planned discussion  Specific goals  Structured Why Change is Needed Gaining Agreement Positive Expectation of Change http://rickjafo.posterous.com/the-squirrels-wise-up
    • 15. Real Library Examples • Merging Service Points • ILS/e-reserves migration • Updates to staff clients • Changing ILL workflows • Website redesign • Tech lending expansions • New software installs • Social networking presence • Student assignments • Professional Networking • The Cloud • Patron Outreach • Experimenting (QR codes)
    • 16. Thank You! Colleen S. Harris colleen-harris@utc.edu http://guardienne.blogspot.com http://icanhascheezburger.com/2007/10/31/11197/

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