Mapping, Managing and Improving Staff performance in Access Services
1. Mapping, Managing, and
Improving Staff Performance
in Access Services
Colleen S. Harris
Head, Access Services
University of Tennessee at Chattanooga
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
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
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/
Notes de l'éditeur
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