Service Quality Improvement Council

Staffing Issues Group Charge

Background:

Service to library users is provided from a variety of service points within the university library system by many different levels of staff---librarians, managers, clerical and technical staff, security guards and students. Differences in the employment and training of staff contribute to variations and inconsistencies in the service provided. Since human resources are usually the largest component of any library service, and since the service environment is becoming more complex, the importance of an effective employment and training program for public service personnel is increasing. One of the goals of an effective public service training program is to help staff find strategies for adapting to a constantly changing environment. Studies on organizational effectiveness repeatedly show that good staff morale and a supportive work environment contribute positively to the provision of quality service.

Purpose:

The Staffing Issues Group was organized in January 1999 to plan, develop and implement a coordinated human resources program for public service staff that will provide quality service for readers.

Charge:

The Staffing Issues Group will:

a) review the current public service staffing practices within the library system and make recommendations toward creating an agile organization responsive to reader expectations and perceptions.

b) recommend a communication system that will provide support for staff working at public service locations;

c) articulate and coordinate public service competencies across library units;

d) establish performance standards for employees serving in a public service role;

e) make recommendations for improving the employment, training, evaluation, recognition and retention of public service staff that will provide support for managers/administrators in making a cultural change within the organization.

The issues which the Group might discuss and consider include:

a) what levels of staff are currently working at public service points in the library system?

b) what levels of questions should each level of staff be expected to handle? In different locations?

c) what are the appropriate competencies for each level?

d) how are public service staff trained?

e) could training programs be coordinated across units? Are there opportunities for cross training? What are the benefits/disadvantages in cross training programs?

f) how is an excellent public service attitude defined? What is the best way to develop such an attitude in new employees? In long time employees?

g) what criteria/requirements should be incorporated in job descriptions for public service staff?

h) are there standard requirements that should be used in all public service job

descriptions?

i) what performance criteria should be used for evaluating public service staff?

j) how should individual public service staff be evaluated?

k) the service attitude readers should expect from any library staff employee

  [February 8, 1999]