Organizational Development - Implemenation
The following twelve proposals arise from the many
suggestions that staff had for actions that would improve our work
environment. Cabinet approved eleven of these proposals in October 2001
and is discussing the best way to proceed on the twelfth.
- Communication - the second Job Stress/Job Satisfaction Survey
Communication is and should be a two-way street. In 1999 the Library
developed a survey to ask staff their opinions of the workplace. This
survey was intended to be a "check up" and to be repeated every two years.
The staff was surveyed for the second time in
October 2001, and summary results
became available in January.
- Communication - Making meetings more effective
Begin with Roundtable. Invite Roundtable participants to evaluate a) how
well Roundtable works for their own needs, and b) how well Roundtable
works as a link in the Library's communication chain. This process would
involve: an email survey to Roundtable, followed by several short
Roundtable discussions in consecutive meetings to hear the group's
responses and ideas about how to make Roundtable more effective.
Follow-up with a Roundtable discussion about how this same process might
be used in their own units.
Roundtable responded to the survey and discussed
results at the RT meeting of May 9, 2002. Outcome: RT recommended creation
of a Roundtable agenda committee. Agenda begins July 1, 2002.
- Communication - Staff forums on how to improve the mechanics of
Hold one or more facilitated discussions, including anyone interested, to
understand better how email, CU NEWS, Early Birds and Town Hall meetings
are used now as methods of communication; to identify specific problems
that people have with these; and to identify practices we could adopt
which would make these more useful to staff.
- Communication and Collegiality - Civility in the workplace
Staff report that they experience bad treatment at the hand of their
Library colleagues. Hold one or more facilitated discussions (with
neutral, trained facilitators) about what style of interactions our
community desires and what behavior we find unacceptable. Use this
Campus Ombudsperson Margo Wesley led two
discussions of library staff on "Civility and Email" (Jan and Feb 2002.)
In followup discussion with OrgDev,Libray staff formulated "email
tips" for the Library.
- draft "rules of etiquette" that apply to one-on-one interactions (whether email or face-to-face) as well "ground rules" for group meetings.
- Identify skills that staff might need both to say "hold it" or to express strongly held opinions without breaching our standards of civility and offer training in these skills.
- Collegiality - Celebrate staff strengths and differences
Follow three parallel tracks to showcase how our individual talents, work
styles and intellectual preferences strengthen and enrich our environment,
and to discuss how to take advantage of our differences rather than
letting them become obstacles.
Inette Dishler, Campus Employee Development and
Training, facilitated the Whole Brain Model workshop on May 9, 2002, for
thirty-seven Library employees.
- offer and introduction to the campus' broad definition of diversity
and the Whole Brain Model workshop to any interested staff.
Discussions begun with Edith Ng and Carla
Trujillo on possible future collaborations between the Library, EVCP Paul
Gray, and other campus units to produce Interactive Theater events for
- prepare and present a "Diversity Theater" for the Library like one
offered by the Department of Engineering (that got rave reviews from
staff, faculty and campus HR personnel)
- host a "cultural fair" showcasing Library staff interests and talents
(writers, painters, scultors, cooks, musicians, etc.) so that we learn
more about the talents and interests we practice outside the workplace
that enrich the workplace. This might be one event or a series of events
depending on the level of volunteer interest.
- Excellence & Creativity - Strategic Planning
Staff have expressed the desire to have alignment between library-wide
goals, unit-based goals and individual performance evaluations. OrgDev
believes that the Library now has a strategic planning process
characterized by each AUL/Director setting goals for their reporting
lines, with some library-wide objectives being identified during the
annual budget process. We suggest that better communication of this
existing structure and content would be helpful. To begin this process:
AUL Iannuzzi hosts a Morrison Room meeting for
all DMCS staff, describing work completed and planned for reorganization
of services in Doe and Moffitt Libraries. (June 24, 2002)
- UL Leonard describes to staff the top priorities being pursued for
2001/2002 as reflected in this year's budget appropriations
- Each AUL and Director hold a 1-hour discussion session for anyone
interested in which they describe their strategic goals for 2000/2001.
- Excellence - Honor the Library
Identify the UCB Library's birthday, and use this day each year to
highlight what is good about libraries; what we offer to society; how we
are changing to meet new needs; to emphasize where we are going and where
we have been. This could be part of an Early Bird, a library-wide party,
an email forum, etc.
Draft charge for a Library Birthday Work Group
under consideration by Cabinet, Spring 2002
- Professional Growth & Development - Mentoring and new employee
Interviews held with Library groups working now
on job-specific mentoring programs (e.g., circulation staff), as well as
interviews with people involved in the Library's New Employee
Orientation Program as given in the 1980's and 90's. Background
- Assist new employees through a new employee orientation and mentoring
program (work with existing Circulation Services sub-group on developing
and implementing a new employee mentoring program; work with LHRD to
revive the NEOPS program)
- Establish a mentoring / skills resource program for continuing
employees. This might mean mentoring by your supervisor; mentoring by
someone other than your supervisor; and/or access to various networks of
people with specialized skills or knowledge.
- Professional Growth & Development - In-house training for
A curriculum of library-sponsored classes for 2000/2001, funding
co-administered by LHRD and OrgDev ($30,000). Note: LHRD developed a curriculum using
half of these funds, which OrgDev is happy to endorse.
- Professional Growth & Development - Training Needs
Following advice from campus Human Resources, and from our consultant
Katherine Mitchell, the Library undertakes this year a training needs
assessment to provide detailed information on the learning needs of
career staff throughout the Library ($31,000). The answers from this
survey will be used jointly by OrgDev and LHRD to establish an
infrastruture of programs and opportunities to assist staff in being
successful in their jobs.
Consultant Liz Elliott began an environment scan
and initial interviews May 2002. She will work with Library staff during
the summer, with results by Fall.
- Recognition - Library "star" program
The Library is somewhat conflicted on whether and how to recognize "star"
performers. Create a program in which staff recognize each other,
directly, with OrgDev tracking and publicizing who is recognized for what.
Establish this so that lots of people at all levels of the organization
have the opportunity to get a star during a year.
The Library Stars Program is designed to allow
staff at all levels of the library to recognize their colleagues. Sixty
stars will be named each year. Program design and process described to
Cabinet on June 27, 2002. Early Bird to launch this program scheduled held
- Excellence & Creativity / Participatory Decision-Making -
Many staff have reported that over time we have reduced staff but have not
reduced expectations about what work needs to be accomplished. In
contrast, we are often trying to launch new initiatives while trying to
keep all continuing initiatives going. To address the costs of this mode
of operation (frustration and lower morale for staff; actual deterioration
of the quality of all services):
- Partner with current campus efforts to develop a methodology for doing
a workload analysis.
- Conduct such an analysis for a trial group within the Library
- Based on results of the trial, expand such an analysis throughout the
Many units within the Library have taken recent actions which directly
support the Library's Statement of Values. See Milestones for a
growing list of improvements within our community.
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