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1.
ABSTRACT

This article discusses a public service review and redesign that resulted in a blended service desk combining reference and circulation functions, staffed by nonlibrarians. The redesign implements a number of organizational structures that encourage service excellence, as found in the business literature and in examples of nonlibrary organizations that excel in customer service. The article identifies key organizational structures that have been shown to support or hinder good service and discusses the process of implementing these structures in practice and the results of an assessment process designed around determining success.  相似文献   

2.
ABSTRACT

This article will describe how a revolution in customer service provision beginning in 2002 has led to an evolution of library services. When the reference and circulation desks were merged to create a single service point, responsibilities were broadened, core competencies were developed, and staff members were cross trained. In 2005, an analysis of staffing and work patterns demonstrated a need to build upon the original model to better utilize staff and ensure coverage of the desk. Reference librarians were moved to “on call” status, technical services staff were added to the schedule, and core competencies and procedures were refined.  相似文献   

3.
ABSTRACT

This article describes the planning process and implementation of a single service point at Yale University's Sterling Memorial Library. While much recent scholarship on single service points (SSPs) has focused on the virtues or hazards of eliminating reference desks in libraries nationwide, this essay explores the ways in which single service points can improve the patron experience by bringing together circulation, information services, and library privileges. It begins with an overview of the process at Sterling, including the library renovation that enabled our transition. After laying out the planning, training, and implementation phases of the single service point, the essay presents the major issues with which SSPs must contend (staff expertise, integration within the library, and designing a space to suit both staff and patrons) and considers the potential of such service points to improve library services.  相似文献   

4.
《The Reference Librarian》2013,54(75-76):163-172
Summary

Emerging technologies continue to offer librarians new opportunities to improve user services. Comment and query links on some library web pages are absorbing a significant share of the customer service workload previously handled by traditional reference desks. Fa miliar types of patron problems of course continue to crop up at the “vir tual reference desk.” New and different aspects of patron problems also appear. Originating with the experiences of a research university li brary's web group in dealing with incoming user messages, this study examines the challenges as well as advantages of dealing with “problem patron” phenomena in a virtual environment.  相似文献   

5.
《Journal Of Access Services》2013,10(3-4):107-117
ABSTRACT

This paper focuses on how an academic library managed changes in services and space to meet customer needs for streamlined services, increasing efficiency for students, faculty and staff in finding, analyzing, sharing, and producing knowledge. The Ohio State University's John A. Prior Health Sciences Library (PHSL) has merged its circulation and reference desks into one service point, added technology-based services, updated software and hardware on public workstations, and placed more emphasis on a variety of educational offerings. These changes save customers' time and effort by minimizing the need to obtain assistance at multiple service points. This paper provides a review of resulting improvements and customers' use of services and spaces.  相似文献   

6.
《The Reference Librarian》2013,54(59):139-146
Summary

New reference desk staffing configurations are required as reference service evolves from locating in-library resources to using and teaching the use of electronic resources. The tangible and intangible benefits achieved by scheduling technical services staff to assist at the reference desk are discussed. Intangible benefits include improved library service due to technical services staff expertise, and greater flexibility for reference desk staffing. The reference staff can also learn more about the automated library system and current processing initiatives from their technical services colleagues. Technical services staff benefits from seeing the results of their work in a public services setting and experiencing the satisfaction of helping users locate needed information. A stronger sense of library service is instilled in the “back room.” Technical services staff will also enjoy more challenge, opportunity, and variety in their work. Some tangible benefits realized at the University of Minnesota's Bio-Medical Library, which are directly related to the scheduling of technical services staff at the reference desk, are also briefly described.  相似文献   

7.
《The Reference Librarian》2013,54(73):281-292
Abstract

Many library directors and administrators spend a significant portion of their time attempting to market the library and its services. Getting patrons into the library and keeping their business is an integral part of the day-to-day management of the library. This mission, however, is not always effectively passed on to the front lines to the one group of people who face the patrons on a daily basis -the reference librarians.

This article will show how the library's service points can be used as marketing tools; outline what librarians and public service staff should know about their library; and discuss ways in which reference service librarians can help further the library's marketing and public relations goals.  相似文献   

8.
《The Reference Librarian》2013,54(79-80):201-213
Summary

Increased student use of the Internet and declining reference desk statistics are factors encouraging academic reference librarians to look for new ways to reach patrons. Web-based customer contact center software gives librarians the tools to provide interactive, 24/7 reference service to Internet users. This article describes how the library at California State Polytechnic University, Pomona developed its live/web reference service. We discuss the factors that encouraged us to launch the service, the challenges that we encountered along the way, and examples of our experiences to date.  相似文献   

9.
ABSTRACT

The intent of this research study is to analyze and evaluate the transition to a self-service customer service model with the Baltimore County Public Library (BCPL). The study uses customer satisfaction surveys with questions specifically aimed at the various self-service service points BCPL offers to its customers. The methodology also includes several interviews with managers and directors to gain more in-depth information about how the transition affected the whole library system, its policies and procedures, and staffing. The results of this study are intended to demonstrate the effectiveness of using a self-service model in a public library.  相似文献   

10.
ABSTRACT

As academic institutions continue to renovate and remodel existing libraries to include colocated services, it is important to understand how this new environment requires the redefining of traditional library roles and responsibilities. This case study examines how Delaware County Community College redefined reference and research service by transitioning to a triage reference model. This includes how information desk staff and student workers at a single service point determine when to refer users to librarians and how this model has evolved based on specific situations and experiences.  相似文献   

11.
ABSTRACT

Despite a general decline in recent years in academic libraries’ reference desk statistics, research indicates that library users continue to have complex research questions but are largely unaware that librarians are waiting and ready to assist them. The challenge for librarians is to connect with users at their point of need. At Bowling Green State University, we are making a move in this direction with proactive (pop-up) chat widgets embedded within our library Web pages, catalog, and databases. Since implementation, the number of chat reference questions received has more than doubled, helping us reach additional users from on-and off-campus.  相似文献   

12.
ABSTRACT

In the summer of 2010, to provide a “one-stop shop” service point to Woodruff Library patrons, the Circulation, Reference, and Learning Commons (LC) desks merged into the unified Library Service Desk (LSD) under Access Services. Last year, due to organizational changes in the library and IT, and anticipated support needs of the new LC spaces and technologies, Student Digital Life opened a separate LC Technical Support desk. The lessons of the year of the two desks, funding considerations, and the persistent goal to streamline the experience of our patrons resulted in transitioning the functions of the LC desk to LSD, thus evolving it to new organizational and operational levels.  相似文献   

13.
ABSTRACT

A sharp decline in the number of reference queries prompted the library administration at Indiana State University to begin a project to combine the circulation, reference, and IT desks to reduce staffing at a new consolidated service point. All faculty and staff in the reference/instruction and circulation units participated in the project. The new arrangement and subsequent removal of librarians from routine desk duties have expanded instructional opportunities, consistent with the university's goals. Project participants plan further assessments to better determine the impacts of the new service arrangements.  相似文献   

14.
On the Fly BI     
Abstract

Today's reference librarians are constantly faced with the challenge of orienting users to the complex, ever changing world of the electronic library. A well-structured library instruction program is one important approach to the overall goal of educating users. But library instruction sessions cannot and do not reach all students. Studies indicate that students are most receptive to learning research techniques at the point of need, which most often occurs at the reference desk. Although many reference librarians are committed to “teaching students to fish,” they are frequently faced with students whose research needs require in-depth lessons that exceed the time available for most reference desk transactions. This paper offers a way to close the gap by providing a set of techniques and strategies, utilizing behaviors and props, which can be used in those short, one-on-one instruction-based situations.  相似文献   

15.
ABSTRACT

Public and academic libraries continue to have a vital role in providing reference services. As more and more information is only available in electronic form, reference librarians need to reaffirm their core values. Some of the changes happening in reference include smaller reference collections, the disposition of printed reference books, and the increased use of electronic tools. Other topics include different service models for the reference desk, the changing nature of reference questions, and changes in staffing at the reference desk. Finally, the authors speculate about the future of reference services.  相似文献   

16.
ABSTRACT

This article discusses the National Information Standards Organization's new standard, NISO Z39.7-2004, which includes the reporting of the usage of library-generated Web pages and e-mail, live chat, and instant messaging reference queries. The integration of statistics on these new methods of providing service with traditional library statistics provides a more accurate picture of library services and demonstrates how libraries have expanded types of patron contacts in the digital age. This article also discusses the statistical reporting of individual reference queries handled away from the reference desk (e.g., in individual librarians' offices).  相似文献   

17.
Summary

Good Reference desk scheduling is a challenging responsibility which requires the scheduler to possess competent interpersonal communication skills, a strong sense of impartiality in the decision-making process, the ability to manage conflict, and a high level of dedication. Even though desk scheduling is an indispensable element in the smooth functioning of most Reference operations, there is little to be found in library literature which addresses this topic, and even less about the human elements present in desk scheduling. This paper will focus on the philosophical issues and human elements involved in Reference desk scheduling. It will include insight in the institutionalization of scheduling policy and procedures, the relationship between the scheduler and the schedulee, and the management of conflicts which will inevitably occur.  相似文献   

18.
The University of Baltimore Library was recently renovated. Part of the design in the newly renovated space was having one single service point, that we call the Information Desk. This desk serves as the public facing portal for what was previously three public facing service points to services by three separate departments, Academic Success, Access Services and Reference & Instruction.

This article describes in depth how our Information Desk Leadership Team encouraged and used our library student employees’ expertise and knowledge in the formation of policy and procedure manual, training documents, reference tools and resume lines for use at a single service point.  相似文献   


19.
Abstract

In spring 2006, 404 medium-sized academic libraries participated in a survey to determine their reference-staffing practices. A medium-sized academic library is one affiliated with a bachelor's degree granting institution where the FTE enrollment is 3,000-9,999. Libraries reported their type of service model, number of questions asked, number of staff, variety of service points, types of staff utilized, hours and other factors used to make staffing decisions.

What are the staffing practices in reference departments at medium-sized academic libraries? How many reference and non-reference librarians are scheduled to work at reference service points? How many questions are typically asked during a week? Are students or support staff utilized? What type of model is most prevalent-one central desk with one librarian, several distributed desks with one or more staff members, a tiered service model or something else? What factors do reference managers consider when determining the hours and types of staff scheduled? These questions, and more, are explored in this report.  相似文献   

20.
Abstract

At Valparaiso University's main library, the Christopher Center for Library and Information Resources (formerly the Moellering Library), student employees are an integral part of day-to-day operations. Students work at the reference desk and must be able to handle reference questions. Since the fall 2000 semester, the Reference Services Librarian has been creating a training program for the student assistants, consisting of an initial training period and a series of quizzes combined with review sessions. Student assistants are also indispensable in Instruction Services. These students are charged with library web site and instruction materials' updates. Methods, lessons learned throughout the process, and quiz questions are used to illustrate the development of the training program. Student performance evaluations and feedback are positive.  相似文献   

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