Mary Carmen Chimato (NCSU Libraries)
Theoretical and actual merging are completely different.
NCSU: 24/5 library
Access Services: circulation, reserves, media, offsite, security, stacks, ILL
50% turnover since 2007
There were 6 service desks within Access Services at NCSU, each with own staff and supervisor.
Are circ and reserves too different to mingle? How much interaction happens now before the merge?
Making the merger work:
- new management structure: not as many supervisors needed. Jobs were restructured. Created day/second shift-weekend/overnight supervisor positions. Staff reported to the supervisor on duty (change in culture)
- new scheduling system: all staff would be required to work some hours at the desk. This effort therefore required some cross training.
- cross training among staff: done over the summer when all staff were together. All staff required to do all the jobs within the merged unit.
- revamped manuals and moved to the web: staff were informed of the start page and the reference points to various processes. Procedures include videos
- physical and virtual merged spaces (food helps!)
- reserve processing time has been dramatically reduced because everyone processes reserves.
- less silos: no longer an "us vs them" mentality as staff now feel a part of a unified unit.
- better communication now exists. With fewer supervisors, they meet regularly and also with associate and department head. There are monthly department meetings with all present. Volunteer from other unit will staff the desk fro the hour during the meeting.
- Staff are more willing and open to change.
- Scheduling and procedures help with accountability. Everyone knows their role and expectations were clearly set in performance management process. Vision of the department includes providing excellent customer service.
- Accurate, performance-based evaluations are important. These should be a true reflection of what's going on.
- Assess skills of the staff. Not everyone can can do everything, so tailor tasks to skills.
- Hire for success: look for customer service, library, technology experience.
- Prep for change. Be sure "ducks are in a row" before you even suggest the changes
- Don't underestimate the impact of effect of history: "we've always done it this way" or "we tried this before" is not a valid reason not to try something. "Five years ago..." was a long time. Staff should be prepared to give specific information about what the successes or failures were.
- Allow managers to manage and lead: empower the staff to do their jobs and do it effectively.
- Take risks and have an open mind: NCSU did "trust-falls" and other team building exercises.
- Failure is not necessarily bad.
Department now lending technology and media devices.
Summer 2009 budget cuts led to the closure of the media/microform center and the integration of other staff in the unit. Because the personnel management issues had already been addressed, the remaining staff members were less concerned about people "slacking off" without sanction.
New library to be built and will have a welcome desk at which ALL staff will be required to work.
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