By Elizabeth Connor
An integral source for librarians of all roles, the case stories in An advent to employees improvement in educational Libraries reveal the need and price of integrating the library's undertaking assertion and strategic plan with daring techniques to employees orientation, education, mentoring, and improvement.
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10 The students were also given more consistent and comprehensive training. A department-wide training class was held for the SLAs at the beginning of the fall semester, which is the time of the largest influx of new employees. The meetings provided the opportunity for mass training for the Circulation basics, as well the opportunity to form bonds with fellow workers and staff members. The rest of the SLA training was conducted by the Circulation Assistants, who train, test, and retest students in all of the different areas of their jobs.
1 All patrons should be made to feel that each member of the library staff is a personal friend, and that the staff is genuinely interested in satisfying their needs. The most obvious way to build patron–staff relationships is to provide consistent staffing. Instead of having desk coverage consisting of randomly rotating shifts involving many non-Circulation staffers, the schedule was changed to provide consistency for all parties involved. Circulation staff members were given desks directly behind the Circulation Desk, instead of the backroom out of public view.
4 Knowles also 44 James M. Newsome and Carol P. 7, 8 Generational Differences The second issue, generational differences, has been a feature of library literature for about ten years. The research on generational differences between the “boomers” and successor generations, and the demographic shifts that will affect libraries in the future provides interesting reading. 9 Rachel Singer Gordon regularly contributes to a column titled NextGen in Library Journal. 10 Gordon encourages libraries, in their own self-interest, to recognize the importance of this generation to their future.