Initiative Review Group XVI Progress Report April 30, 2001
Create a staff development and in-house training program for library faculty and staff.
Members:
Karen Myers, Libby Lusby, Kareen Turner, Shamima Mondal, Elaine Contant, Janell Prater, Necia Parker-Gibson, Lynaire Hartsell; Liaison: Alberta Bailey
In preparation for this progress report, the group analyzed its comments report, discussed the reporting guidelines, briefly investigated the library's current programs, and outlined issues into topic areas.
Our next assignments will be to investigate other library training and development models by searching the library literature, consulting with related initiative review groups as needed, and expanding this brief progress report.
1. Briefly describe the background, present setting/structure which applies to the initiative
The current training and development programs are inconsistent. Faculty and staff training development duties are usually assigned to department heads and supervisors, respectively. Department support for staff is at the discretion of the department head or supervisor; development programs are not consistently supported.
The present setting and structure include the following:
* Training Programs
- Library Student Training Program
(Orientation and training sessions; Student Assistant Manual)
- University Libraries home page information (esp. Self-directed electronic Guides & How Tos) - Appointed Library employment checklist (Dean's Office, 4/01)
- Manuals and documentation on the departmental level only
- Information and training sessions offered by the Automation Dept. when needed
- Job training within departments (hands-on and self-directed)
- Cross Training involving a few departments
* Development Programs
- Employee liaison: Staff Concerns Council and Faculty Concerns Committee
- Various library committees in place to support library goals and mission
- Conferences and meetings that support library goals and mission
- Human Resources sessions in-house sponsored by the SCC
- Human Resources sessions on campus
- Faculty brown bag luncheon when scheduled (with staff attendance approved by dept. head)
- Departmental receptions
- Minimal morale building activities (ex. expansion celebration; holiday party; student appreciation day)
IRG #16 Progress Report
April 30, 2001
Page -2-
2. Develop an inclusive list (in ranked order of importance) of issues that must be addressed/considered for that initiative, consulting non-group personnel as appropriate
Categories are of the same weight; issues within a category are ranked.
. Employee development and human resources issues
Communication, cooperation, and interaction (among departments)
Continuing education
. consistent and objective policy
. support and encouragement (department heads, supervisors, administration)
Challenging opportunities
Learning new skills
Consistent policies and procedures
Resume building
Employee orientation
. employee handbook and information packet
. introduction and tours
. library organization overview
. receptions
. guidelines for department heads/supervisors
. schedules (InfoLinks modules; committees, etc.)
Mentor/Advising Programs
. job
. human resources
. services
. procedures
Activities
. yearly "state of the union" library report with celebration/get-together
. colloquia series
. open house
Incentives
. recognition/awards other than the university employee banquet
. rewards
. Employee training issues
Technology training program
. electronic resources
. electronic software products
Consulting teams
. software applications
. hardware maintenance/troubleshooting
Training specifications outlined for each job
Information dissemination
. "tech tips"
. schedules
. updates
. Advertising and Promotion
Library as a positive place of employment
Fringe benefits of working in the library
Promotion through in-house, campus, community, and state
IRG #16 Progress Report
April 30, 2001
Page -3-
3. Briefly describe how the initiative fits into the long-term goals and/or fulfills the mission
of the University Libraries.
Quality staff development and training programs will be a strong foundation for the University and its mission and for a better world. If we do not have a first rate staff in place for our public, we are placing the library's goals and mission in jeopardy. Attraction and retention of trained employees are essential for a respectful, cooperative, and harmonious workplace.
4. Indicate other initiatives that should be considered in connection to, coordinated with, or that may overlap the initiative.
IRG #1 User needs are impacted by staff training or lack of staff training.
IRG #2 We investigated existing library programs and found them wanting.
IRG #3 Training programs go hand-in-hand with realignment of positions.
IRG #14 Information resource for staff orientation and development.
IRG #18 Faculty and staff scholarship is closely aligned with staff development programs.
5. Note any initiatives or considerations that are lacking from those delineated thus far which may be essential to the planning and redefining process.
Study programs of employee incentives on campus and consider mirroring them.
Study international communications/relations relative to library cooperation that fulfills user needs.
Study the feasibility of outreach to expand cooperation between the library and other colleges on campus.
6. Recommend names of individuals who are essential (i.e., add to, delete from, or leave intact the list of the IRG) to the Initiative Planning Team that works on developing and implementing the initiative in the subsequent phase
In addition to the current team, include supervisors and department heads to encourage ownership of and contributions to subsequent programs.
7. Recommend, based on best educated guess, the amount of time that will be required to effectively develop the plan for implementing the initiative.
We will develop a time frame that will outline the components of staff training and development.
8. Recommend the priority level to be assigned to this initiative in the three-to-five year planning phase.
The priority level for this initiative is critical. The library can not wait any longer for an effective training and development program to be part of the library's goals and mission.
