Camp Day 2
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Day 2 of the Instruction Camp at Russell Library focused on analyzing current professional practices and recommending skills for academic library staff. The agenda included surveys, office trivia, brainstorming, and a tenure preparation crash session. Staff development is important for enhancing the staff experience, improving customer service, and increasing expectations while decreasing anxiety. It provides tools for problem solving creatively and makes staff more valuable. However, staff may expect too much direction and funding can be an issue. Example content includes technical skills, management training, personal performance, and understanding issues like copyright and funding.
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Camp Day 2
- 1. Instruction Camp Day 2 Russell Library 2016
- 2. Welcome to Day 2! Russell Library Today’s Objectives • Participates will analyze current professional practices at the Russell Library. • Participates will recommend a list of skills and competencies for staff of academic libraries.
- 3. Welcome to Day 2! Russell Library Today’s Agenda • Survey & Snacks • Office Trivia & Introduction • Reflection Handout • Brainstorming • Assessment Survey • Tenure Prep – Crash Session
- 4. #1 In what year was the original section of the library constructed? Russell Library Office Trivia
- 5. #2 If all the employees in the library were listed alphabetically by first name, who would be last on the list? Russell Library Office Trivia
- 6. #3 How many “studios” are on the second floor? Russell Library Office Trivia
- 7. #4 In what year was the library’s first addition added? Russell Library Office Trivia
- 8. #5 What are the 3 “I” words used to describe the library on our homepage? Russell Library Office Trivia
- 9. #6 What is the name of Georgia College’s online repository for institutional records ? Russell Library Office Trivia
- 10. #7 In what year did Georgia College suffer the loss of its main building due to a horrible fire? Russell Library Office Trivia
- 11. #8 How many chairs are in the Research Center? Russell Library Office Trivia
- 12. #9 How many library members have graduated from Georgia College? Russell Library Office Trivia
- 13. #10 What is the twitter handle for Instruction & Research? Russell Library Office Trivia
- 14. #11 What was the name of the journalist who lobbied to establish a publicly funded college for women that would be named “Georgia Normal & Industrial College”? Russell Library Office Trivia
- 15. #12 In what year did Flannery O’Connor enter as a freshman? Russell Library Office Trivia
- 16. #13 How many public computers are upfront next to the Circulation Desk? Russell Library Office Trivia
- 17. #14 What is the name of the map collection displayed outside special collections? Russell Library Office Trivia
- 18. #15 What is the color of the columns in CARS? Russell Library Office Trivia
- 19. #16 How many movie posters are displayed by the DVDs? Russell Library Office Trivia
- 20. #17 What fictional character greets students in the learning center? Russell Library Office Trivia
- 21. Staff Development “Staff development is a broad term used to describe the job- related continuing education of employees in an organization. “ Other terms: professional development, in-service training, career development etc. “It takes many forms: attending formal classes, workshops or conferences; in-service training, one-on-one coaching, site visits, participation on a staff or association task force or committee, etc.” From: http://www.ala.org/tools/atoz/staff-development
- 22. Staff Development “The transformation of libraries in the services offered and the perspective of its patrons, can only continue to progress if the staff of those libraries are encouraged to continue learning and working together.” From: http://www.ala.org/tools/atoz/staff-development Sub-Topics: • Certifications/Licensure • Competencies • Conferences, Workshops, Meetings • Continuing Education • Diversity in the Workplace • Mentoring • On the Job Training • Recruitment and Retention
- 23. Staff development, “is the system of providing opportunities for employees within an organization to reach their full potential (though improving skills & competency) and become of greater value to the organization” (Heery & Noon, 2008)
- 24. Why Library Staff Development? The long-term view of library staff development: http://crln.acrl.org/content/67/10/612.full.pdf Enhances the new staff experience Can Improve external & internal customer service
- 25. Why Library Staff Development? The long-term view of library staff development: http://crln.acrl.org/content/67/10/612.full.pdf Increases expectations/decre ases anxiety Improves group communication skills
- 26. Why Library Staff Development? The long-term view of library staff development: http://crln.acrl.org/content/67/10/612.full.pdf Gives tools for tackling problems creatively. Makes library staff valuable to the campus
- 27. Why Library Staff Development? The long-term view of library staff development: http://crln.acrl.org/content/67/10/612.full.pdf Invigorates the need for personal improvement. Instills confidence throughout the organization.
- 28. Pros and Cons ConsPros “It is important to note, that staff development, is not simply a training program for adopting technology innovations; rather, a robust program includes both soft and hard skills to help advance the organization’s employees. “ Enables staff to more actively participate in the changing library environment Allows employees to feel comfortable enough to change. Improves overall morale, which ultimately strengthens the organization and encourages growth. Staff may expect the program to direct & monitor all their learning & professional development. They may expect formal training to be offered for every job-related task rather than jumping in and learning on their own. Staff pushback, lack of funding etc. Staff Development : A Practical Guide (4th Edition)
- 29. Example of Program Content Enhance technical skills / retrain • Use of new hardware & software • New data-entry procedures • Writing grant proposals • Digitization techniques Management • Planning & conducting meetings • Job redesign • Decision making • Diversity • Training new employees • Coaching skills Personal Performance • Time management • Writing (professional literature) • Effective presentation skills • Communication skills • Project Management • Customer Service Understanding of current issues • Copyright & intellectual property • Author rights • Library Funding • Scholarly communication • Preserving digital objects Staff Development : A Practical Guide (4th Edition)
- 30. References Russell Library 2016 1. Stewart, Andrea, Washington-Hoagland, Carlette, and Zsulya, Carol. Staff Development : A Practical Guide (4th Edition). Chicago, IL, USA: American Library Association, 2014. ProQuest ebrary. Web. 15 June 2016. 2. Jennerich, Elaine Z. "The long-term view of library staff development: The positive effects on a large organization." C&RL News, 67, no.10 (November 2006). 3. ALA: American Library Association, Staff Development Page http://www.ala.org/tools/atoz/staff-development
- 31. Thank You! Instruction & Research: Russell Library
Editor's Notes
- A vibrant, interesting, and informative new staff orientation sets the stage. It conveys to new employees how welcome they are and that they are expected to take advantage of training and development opportunities as part of their jobs. As each group of new employees is integrated into the organization, the climate for learning and selfimprove ment is enhanced. As for the University of Washington Libraries Because all new staff and all student employees who work with patrons are required to attend customer service training, everyone understands the service philosophy and expectations of the orga nization. Our customer service ratings are very high on our triennial surveys of faculty and students.
- Staff members come to expect train ing, especially when it comes to technology. The anxiety previously created by learning new technologies or new skills is mitigated by knowing that training will be provided or that it is important to ask for training when one needs it. Over time, staff members learn and use important skills to enable them to com municate well in groups, whether it be work groups, committees, task forces, etc. Such skills include: managing meetings more ef fectively, getting active participation from all members, and being a productive contribu tor. “Are we on the road to Abilene?” you might hear a staff member ask in a meeting when it is apparent that there is mismanaged agreement.1
- By offering training and development in a variety of ways, by enabling staff members to take continuing education classes freely, and by making opportunities easily obtain able, an environment is created in which staff members believe themselves to be valuable to the organization. Consequently, they want to share their opinions, knowledge, and skills. What academic administrator wouldn’t want a chair/member of a search committee, a task force, a building construc tion team, or other group to be wellversed in how to enable or participate in moving a group forward, suggest proven techniques for doing so, and meet the deadlines? Li brarians and classified/professional staff are valued members of faculty committees, search committees, university presidential task forces/committees, and a myriad coor dinating teams and partnership groups.
- Staff members no longer feel that they must solve their own personal puzzles themselves. “How do I build trust in my team?” “How do I deal with a difficult colleague?” “I’m feeling bored and restless in this job.” “I’ve never chaired a commit tee before. Where do I start?” They feel the library has provided assistance or referred them to appropriate resources to help answer such questions. Washington saw: the staff of the undergraduate library knew it had the skills to put together a retreat. A small group developed outcomes, agenda, and appropriate activities. Wonderful, amusing lifesize drawings of the “freshman of the future,” fully wired and wireless, of course, emerged and helped to inform their discussion of service needs. Ten years ago, we may very well have hired a consultant to assist the group.