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8/9/2019 Technology Training to Libraries- InFO TECH.02
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TECHNOLOGYTRAININGTO LIBRARIES
SARAH HOUGHTON-JAN
THE TECH SET 06
By: Hechelle SJ. Dela Cruz
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Introduction: Technology TrainingBasics
Planning Implementation
Marketing
Best Practices Measures o Success
Contents
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INTRODUCTION:TECHNOLOGYTRAINING BASICS
The Beneits o Technology Training Technology Training !our "i#rary $eeds Typical Technology Topics %reas o &uture 'ro(th )nscheduled *ersus Scheduled Training Technology+s ,ole in !our "i#rary
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THE BENEFITS OF TECHNOLOGYTRAINING
-.hy should I in*est sta time and #udgetmoney on technology training/ 1"i#rary managers
-.hy (on+t our managers pro*ide thetechnology training (e need/ 1 "i#rarysta
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The li#rary should pro*ide the #est possi#le
customer ser*ice to its patrons2 "i#rary users ha*e #een eagerly (aiting or
li#raries to pro*ide e3cellent technology ser*ices2
% (ell4training sta can ser*e the li#rary money#y perorming ser*ices at a higher le*el oproiciency2
%ll managers like to sa*e money and time5 #ut
gi*ing the sta the kno(ledge to pro*ide the #estcustomer assistance is (hat is most important2
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Technology is al(ays changing and isthereore one o those more diicult -skillgroups to deine and train2
By oering consistent opportunities ortechnology training5 employees eel that they
%re a part o a culture o learning in the(orkplace2
Creating an institutional culture (here
learning and applying ne( skills areencouraged can help to o#tain5 and retain5 thesta that (ill thri*e2
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- I you+re not helpingthem learn5 you+re
helping them lea*eMassis5 7008:9;2
I; or training dollarsspent2
= positi*e
To measure the ,>I or the li#rary+s e3isting orproposed training programs5 used the ollo(ingsimpliied approach2
?? The ,>I or any type o training is the same:Training ROI = the Customers Value
Perception Cost of Investment.
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There is no real right (ay to calculate
,>I5 #ut try to ollo( these i*e steps tokeep it simple:
82 Calculate the dollar cost o training2
72 @ecide (hat #eneits you (ish tomeasure2
A2 ,ecord statistics or the #eneits #eoreand ater training this is crucial;2
92 Calculate the dollar *alue o the #eneits2
2 @etermine the cost #eneit ratio2
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The Cost of Investment
Can #e determined Duite easily2
4Count these actor (hen determining the costo technology training:
Trainer consultant salaries or payments Trainee salaries or time in training and tra*el
costs time
Course administrati*e cost schedulingreplacement sta5 registration;
Course marketing costs marketing time andmaterials 1 lyers5 e4mails5 etc2;
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Course de*elopmental cost in time
and materials Training materials handouts5 copying5
oice supplies or trainees;
&acilities costs rentals5 po(er5 lights 5etc2;
EDuipment costs e2g25 %
eDuipments5 sot(are5 ser*ershosting;
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FOR EXAMLE:
"et us consider a one4hour online classon Microsot .ord or ten employees5 allli#rary assistants2 The training cost
comes to F85G0200 or salaries or theten sta (hile they are a(ay rom theirregular duties; and F70200 oradministration time spent on registrationand scheduling replacement sta;2
Total F 75000200
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The Cons!me"#s $%&!e e"'e(t)on
Is ininitely more diicult to determine2
Measuring the impact on li#rary consumer isnot as simple as measuring increased
sales num#ers or proits24 The ollo(ing categories can #e used to
measure the Customer+s alue Perception5#ut the dollar *alues assigned to each (ill
necessarily #e more su#ecti*e as there aree( hard and ast num#ers to measuresomething like customer satisaction:
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Sta producti*ity:
The time reDuired to complete *arious tasks5 Duality andimpact o output also consider the sel lie o the skilland ho( oten it is completed;
Sta sel4suiciency:
%#ility to complete tasks (ithout additional on4the4spotassistance rom other sta mem#ers
Sta satisaction:
Impro*ed o# satisaction5 #etter communication5organiJational commitment5 and team(ork
Customer producti*ity:
Time reDuired to complete *arious task5 Duality and impacto output
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Customer sel4suiciency:
%#ility to complete tasks (ithout assistance rom sta
Customer satisaction:E3periential satisaction ratings rom sur*eys or sampling
Market share:
Customer use o li#rary resources e2g25 cardregistrations5 .e# site use5 sot(are use5 holdsplace 5 etc2;
@o(ntime:
Hours o eDuipment do(ntime due to i3a#le ailures
Employee retention:
@ierence in turno*er rates attri#uta#le to trainingopportunities
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E*%m(&e:
Sta producti*ity or ten trainees has an increase *alue oF85000200 or aster task completion o*er the ne3t year2Sta sel4suiciency has an increase *alue o F002002Customer producti*ity as our sta in turn train customers;
has a *alue o FA50002002 Customer sel4suiciency hasan increase *alue o F85002002 @o(ntime or this sot(areis reduced or a *alue o F750002002
Total FG5000200
The ,>I o this class or the ollo(ing year is *ery realistic
9:8 FG5000200 #eneit K F75000200 cost; &or e*ery F8200 spent on this training5 (e ha*e gained
F9200 in increase output through our sta and customers2
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+hen "ev)e,)n- (otent)%& 'ost%n. /ene0ts to me%s!"e1
Be sure to limit the num#er o points to stay as realisticand simple as possi#le2
)se your li#rary+s organiJation goals and missionstatements to guide (hat those measura#le #eneits (ill
#e2 Stick to conser*ati*e num#ers instead o inlating statistics
into surrealistic e3ercises in utility that no one #elie*es2
There are5 o course 5 many more training costs or #eneits
that may (ork or your li#rary2 These list should at least pro*ide a starting point or
determining a Duantiia#le #eneit o pro*iding technologytraining to your sta2
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%nother reason to pro*ide technology trainingto your sta is to relie*e (hat LSarah
Houghton4an+ call your -tech pack mules2 These are the sta in positions o all kinds;
(ho ha*e kept pace (ith technologicalchanges in the (orkplace and as a resultend up as the go4to4olks or any and alltechnology Duestions and tasks2
These employees are not compensated or
their e3tra (orkN they don+t get a reduction intheir regular (ork duties or picking up thetechie (ork o others2
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These are the *ery sta that the li#rary
so desperately needs to keep in order topro*ide good customer ser*ice2
By oering technology training5 the
li#rary sho(s the -tech pack mules thattechnology training is important to theli#rary5 and the rest o the sta aretrained up to par so that they can handlemore and more situations on their o(n2
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Most o all5 ha*ing sta mem#ers (ho are notadeDuately trained in technology trying tosupport li#rary users is like ha*ing a card #oardegg carton holding up an S)2
>ur li#rary ser*ices are so inter(o*en (ithtechnology that a lack o skill in this areaeDuates to a systematic (eakness that can#ring the (hole structure crashing to the
ground2 "et+s #uild up that structure5 that support5 and
those skills2
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TECHNOLOGY TRAINING YOURLIBRARY NEEDS
rganiJation #y Position5 @epartment5"ocation
I the skills list has dierent sections #asedon sta position5 department5 or location5then organiJing the skills #y position may #ethe easiest (ay to pre*ent that inormation2
I the li#rary (riting skills list or a smallli#rary5 or there are one or more smallli#raries in li#rary system5 keep in mind that
in small li#raries (here there are only oneor t(o people (orking at once5 sta matterdoesn+t matter as much2
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%ccording to Charlene Mc'uire 700;5r Duestions rom the employee
!ou can do this in a ta#le ormat5 an outline5 anarrati*e paragraph5 a grid5 or a checklist2
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Ho, to C"e%te % S4)&&s L)st
Create a Taskorce
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The taskorce:
Should schedule regular ace4to4acemeetings #i(eeklymonthly; #ut also #ea*aila#le to communicate electronically
*ia e4mail or instant messaging2 May also (ish to consider setting up a
(iki5 discussion #oard5 or #log to oster
communication a#out the proect and topreser*e the process as it occurs2
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Conduct a "iterature ,e*ie( Taskorce mem#er reDuired to conduct
reading5 should done on (ork time2 Here are some o the things the taskorce
could consider reading:
,e*ie( t(o to i*e technologyskills list rom other li#raries2
,e*ie( one to three general
skills lists rom the rele*ant proessional
organiJations ,e*ie( t(o to i*e articles a#out technology
and skills lists2
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.rite Purpose Statement to 'uide !our .ork .hy are you creating a set o technology skills list/
Brainstorming possi#le elements o a purposestatement and hopeully ending the meeting (ithone in hand2
The purpose statement can guide the planning
process and ser*e as a #eacon documents as thetaskorce mo*es or(ard2
4 can also match up (ith the li#rary+s strategicgoals and o#ecti*es2
4 should #e disseminated to all sta4 along (ith a#rie e3planation o the process and the taskorceacti*ities2
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Set a Timeline
>nce a purpose statement has#een created5 the taskorce
should create a realistic timeline2 The taskorce should set a date
#y (hich is (ishes to accomplish
each o the steps the group plansto complete2
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%ssess "ocal ,eDuirements
&ind out rom administration (hich go*erning andother decision4making #odies may need toappro*e the skills list #eore they are implemented2
@etermine in the early process i the union needs
to ormally appro*e anything you put in place or iperhaps appro*al is only reDuired i the skills listsare tied to pay increase and decrease orpromotionsdemotions2
This is an etremelyimportant step in the process4and not one to #e missed or taken lightly2
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Hold on Sta Brainstorming Session
.hat do sta think is important (ithin the li#rary to
kno(/222 Brainstorming sessions are likely to #ring *ery dierent
list as (ell2
Ho( #rainstorming sessions conducted/
In*ite e*eryone to participate2 Ha*e large markers and large piece o #utcher paper Ha*e plenty o rereshments
Start the session o #y reiterating the purposestatement
"etting sta kno( o the decisions the taskorce hasmade regarding scope o the skills2
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%sk the sta (hat they are looking or in
technology training%ter the session5 transcri#e e*erything
into a (ord processing document5 orspreadsheet5 (hate*er seems to makemore sense gi*en the data you+*egathered2
It should #e discuss these result at a
uture meeting and take them hea*ily intoconsideration during the creation process2
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Sur*ey Sta
< I you are una#le to conduct#rainstorming session5 considercreating anonymous sur*ey or sta2
!ou can used ree online sur*ey toolslike:
Sur*eyMonkey
oomerang
C t T h l $ d P id
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Create a Technology $eeds Pyramid
%aron Schmidt
4concei*ed o an idea o creating a Technology$eeds Pyramid to outline the li#rary+s technologyneeds and goals2
Building the rest o pyramid in decreasing orders onecessity5 culminating in long4term goals or pie4in4the4sky desires or li#rary technology2
.orking (ith such a document can #e e3tremelyhelpul in creating and *isualiJing the li#rary+stechnology plan #ut can ser*e a dual purpose as a
method to determined (hat technologies theli#rary sta need training on in order to meet theli#rary+s o*erall technology goals2
SIMLIFIED TECHNOLOGY NEEDS
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SIMLIFIED TECHNOLOGY NEEDSYRAMID SHO+ING LIBRARY +EB
SER$ICES %)@I> IS)%" C>MME$TI$' S>CI%"
SITE P,ESE$CES
EB>>S %$@ E%)@I>"EE" 7 @%T%B%SESC%HT SE,ICESC%T%">' >E,"%!
B%SIC "IB,%,!.EBSITE >$"I$EC%T%">' "EE"8@%T%B%SES E4M%I"SE,ICES
H t + )t S4)&& L) t
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Ho, to +")te % S4)&&s L)st
.hat (e+re looking or here is a startingpoint5 a oundation4 not perection2
Create ,ough Categories In looking at the skills listed #y the sta5 and
at some o the categories in other li#raries+lists5 (hat categories are emerging as those
the li#rary (ill (ant to include in its o(n lists/
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Think a#out categoriJing the skills intothese possi#le rough categories:
Personal *s2 proessional
By *arious ser*ices area
By de*ice or sot(are in Duestion >r #y goals
>nce you+*e created5 start plugging in the
skills that you ha*e gathered rom all your*arious sources up to this point2