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1.
ABSTRACT

Public libraries today are gingerly stepping into the emerging philosophy among successful businesses around the world: customer experience. Libraries are hiring staff with “customer experience” in their title, others are curious and want to learn more. Most of the resources currently available to libraries hoping to get started take a corporate approach particularly as it impacts financial success. The bottom line is that all of us are in the customer experience business, whether we know it or not. It goes to the heart of everything we do – how staff interact with the public and each other, the value libraries provide to a community, even the cleanliness of the restrooms. Additionally, many of those companies that library users experience in their daily lives – health care, insurance, retail – have already jumped on the customer experience bandwagon, overall raising the public’s expectation of what they should experience in libraries. How and where to start? How does a library build a road map to develop a customer experience philosophy and culture, which staff will embrace and support? When building a new library how do you design that building using a customer experience lens? Columbus Metropolitan Library has spent the last 5 years mapping out a customer experience practice, which includes staff training, journey mapping, customer insights, customer engagement training, and library design.  相似文献   

2.
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   

3.
《期刊图书馆员》2013,64(3-4):403-406
Abstract

Planning for the next millennium focuses on the acquisition of electronic formats and resource sharing with local libraries to extend access to information and remote electronic resources. How will we decide what our users need and whether they will use electronic resources as well as they currently use paper resources? Using a variety of computer resources, surveys, and circulation statistics, we determine what journals are essential for faculty needs in teaching, research and continuing education, and how we can best utilize combinations of electronic and print resources to position the medical library to move into the future without sacrificing the past. What role will the medical publisher play in this scenario and what are some likely trends in the medical publishing industry as the millennium approaches?.  相似文献   

4.
ABSTRACT

Are librarians doing all they can to ensure that customer services are delivered with the customer in mind? Librarians are great at helping, but we sometimes need help with identifying customers, defining their needs, developing services, and reviewing the processes behind the services. Fourth Generation Management provides new insight for librarians as we compete with customers, our patrons, to offer new services at an ever-increasing rate. Libraries need to improve customer services in order to remain a vital part of their community.  相似文献   

5.
《The Reference Librarian》2013,54(75-76):45-54
Summary

Difficult patrons have been considered primarily from the perspective of the problem behaviours they present in libraries. Many have attempted to define the problem patron and to provide advice and develop guidelines for frontline public service staff. To understand the difficult patron in academic libraries we need to answer three questions-How well do we know our patrons? Do we unwittingly create difficult patrons through our failure to appreciate their needs? Do we regard patrons as difficult because the way they use libraries and conduct their information research does not match our idea of how it should be done? The answers to these questions suggest that we need to reconceptualize both our patrons and the services we provide. Library staff need to see difficult patrons not as problems but as challenges to the service ideas and standards we hold. A paradigm shift is necessary if we are to reconstruct our beliefs about our patrons, their information seeking behaviours, and the services we provide to meet their needs. Some strategies for developing the skills of library staff to work effectively with difficult patrons are presented.  相似文献   

6.
《The Reference Librarian》2013,54(95-96):81-98
Abstract

As digital and chat reference services become established as another way to do business, many libraries juggle the delivery of consortial and local virtual reference services. Balancing services without overtaxing staff and resources presents a number of challenges. How, for example, do libraries staff more than one chat reference service in addition to traditional services? Or more critically, how are subject specialists used to their greatest advantage in a multi-type library service? This article explores the benefits and issues of offering service at the statewide and local level based on OSU's experience and describes how OSU responded to these issues.  相似文献   

7.
ABSTRACT

Leaders have tremendous influence not only in their organizations but for the profession and within the communities they serve. Librarianship has strong core values that are the foundation of our services but librarians also create an environment that supports diversity of opinions. How does a library leader balance social justice while serving the broad needs of a community? Is there an inherent conflict between personal perspectives and the encompassing multiple viewpoints? Library leaders may face difficult decisions in determining social justice issues within their libraries considering personal beliefs, institutional responsibilities, and community impacts. Every library leader has opportunities to address social justice issues within libraries and in so doing, will advance community goals of inclusiveness of all members.  相似文献   

8.
ABSTRACT

Not a day appears to go by without breaking news of some Artificial Intelligence (AI) advance that seemingly has the potential to transform our lives. As recordkeeping professionals, we can very well ask, ‘What about us?’ Where is the AI or automation to help us with our classification, appraisal and disposal work? If we are to meet the challenges of managing records in the digital age, such technology – together with appropriate skills and knowledge – will be necessary. How can AI automate our digital recordkeeping and archive work? In this article, the authors provide a snapshot of the practice of AI in Australian recordkeeping. What is the reality versus the hype of such technology, and what is actually being done now? In answering these questions, they first provide a brief introduction into AI techniques and their characteristics in relation to recordkeeping work. They then introduce four case studies from Australian archival and government institutions that have embarked on AI initiatives. In each case, they provide an overview of the project in terms of requirements, activities to date, outcomes and futures. The article concludes with a discussion of the lessons learnt, issues and implications of AI in the archive.  相似文献   

9.
Abstract

An interview with former library director Maxine Bleiweis explores leadership, staffing, and operations from the perspective of interpersonal connection. How can real conversation – asking questions, listening, and remembering – lead to a stronger staff engagement, innovative programing, and community investment in the library? How can directors find the best candidates for their staff and then assemble energized, complementary teams? How can libraries find support from their local business communities? Bleiweis, winner of Charles Robinson Award for Innovative Leadership from the Public Library Association, is now a consultant who encourages libraries across the country to tap into their community networks to explore bold new directions.  相似文献   

10.
ABSTRACT

This article will describe how merging service points in an academic library is an opportunity to improve customer service and utilize staffing resources more efficiently. Combining service points provides libraries with the ability to create a more positive library experience for patrons by minimizing the ping-pong effect for assistance. The Access Services Department at the University of North Texas Libraries was charged with management of the circulation and reference services offered at the service desk. Streamlined planning and modernized management of the desk and its impact on customer service in a changing library environment will be discussed.  相似文献   

11.
ABSTRACT

Libraries are considered safe spaces to explore different topics facilitating the sharing of knowledge so it would appear that colle giality and civility are cornerstones of our service. But within our organizations, collegiality is not always stressed as an important value within the workplace. Civility and collegiality are important for libraries as they are the foundation of our public services and support diversity of ideas and open communication within the workplace. Collegiality standards are set by the leaders and managers within an organization and this column will explore the need for civility standards to successfully achieve library goals.

Column Editor’s NoteLeadership skills are essential to creating libraries that are effective and relevant to their communities. While some individuals seem to possess inherent leadership capabilities, it is possible to develop and strengthen skills to effectively lead a department, unit, or organization. This column explores ways for librarians and library workers to improve their knowledge and abilities as they lead their units, libraries, communities, and the library profession. Interested authors are invited to submit articles for this column to the editor at maggie4@clemson.edu.  相似文献   

12.
《图书馆管理杂志》2013,53(1-2):217-226
Abstract

A virtual reference service is likely to attract both on-campus and off-campus students and providing one service for all users can extend the hours of availability to all students. The needs of these two student populations may differ and off-campus users may present some specific challenges to the reference staff. While some libraries do have a specified distance education librarian, it is unlikely at many institutions that there will be reference staff dedicated only to answering questions from off-campus students. Reference services for off-campus students do present special issues about which general reference staff may not be aware. With awareness of these challenges and proper training, an existing virtual reference service can be extended (or improved) to help off-campus students, or a new chat service can be developed with the objective to assist all user groups with equal success.  相似文献   

13.
《The Reference Librarian》2013,54(69-70):313-326
Summary

Ideally, when clients come in to the library, reference staff should be able to focus on their information needs and not be distracted by the disability. Questions like “How will he get into the building?”, “How can she use the catalogue?” and others, become important because they indicate barriers to the use of the library by persons with disabilities. If these are not addressed on an organizational level, they affect the individual with the disability, the service provider, i.e., the reference librarian, and the quality of the service provided.  相似文献   

14.
Abstract

Shifts in the media landscape and user behavior mean that changes are made rapidly today. Taking a proactive stance on changes, new solutions and service design is therefore central to libraries of the 21st century. The development pushes the need for sharing knowledge about change management in libraries. This article details the experiences of the library system of Copenhagen, Denmark as a case study for change and change management. How did the libraries effect change? What was the process for determining the necessary changes and implementing them? This article distills the experiences of Copenhagen Libraries into seven recommendations for all practitioners of change management in public libraries.  相似文献   

15.
Abstract

As library service providers for distance learners, we are constantly searching for ways to assist them in their use of library resources. Virtual (real-time chat) reference is yet another tool to utilize in reaching these students. While virtual reference has been around for several years and many libraries offer such services, as a medium-sized institution, Emporia State University took some time to move into providing such a service on a formal basis. Several issues, including staffing and funding, delayed entrance into this arena. It was not until a collaborative academic reference venture among several academic libraries in the state was proposed that the ESU library was able to offer this service. Advantages and disadvantages of the collaboration will be discussed, as well as lessons learned that can be applied to any collaborative project.  相似文献   

16.
Libraries have to compete with a barrage of online resources for patrons’ attention and with other campus departments for scarce funding and resources. In this competitive environment, customer service is one of the best strategies librarians can employ. Satisfied patrons will continue to use our services, thereby providing support for libraries’ budget requests. Even though librarians understand the importance of customer service, we do not always succeed in putting it into practice. Drawing on experiences from teaching a reference course, the author reviews examples of poor service and offers some ideas and guidelines for improving service on the front lines.  相似文献   

17.
ABSTRACT

The interest to improve library services is worldwide. Standards, various kinds of assessments and customer surveys are used as tools. To be more successful in their business libraries should pay more attention to the customer experience and use qualitative methods in evaluating services. Library Ranking Europe (LRE) is a pilot project which looks at public libraries from a customer perspective. The method is mystery shopping, anonymous visits to libraries. The aim is to create a ranking system that stimulates benchmarking. The ranking system consists of different factors – categories and subcategories – which reflect library services. In the evaluation, every category is scored. The LRE scale generates a ranking system that categorizes libraries according to the scores from one to six stars, from Poor to Exceptional. The system will be developed further but after five years of testing, we find that LRE offers a relatively easy way to compare public libraries in different European countries. It even makes it possible to evaluate and compare libraries in big cities and small villages. The ultimate goal of this method is to enhance quality development.  相似文献   

18.
《The Reference Librarian》2013,54(75-76):205-216
Summary

Dealing with difficult patrons can be stressful. However, if we look at business literature and practice, we can learn much about how to deal with these difficulties. This paper focuses specifically on customer complaints. The business world regards complaints as valuable opportunities to improve customer service and satisfaction. Libraries should provide channels for their patrons to make complaints, follow up on those complaints, and train staff to deal with user dissatisfaction. Otherwise, our users may decide the library is not valuable to them, and we could lose valuable support.  相似文献   

19.
《The Reference Librarian》2013,54(65):161-176
Summary

The awareness of Web sources in reference service has risen in recent years as many reference librarians have become more Internet-minded. During the reference process, we often ask ourselves: can this question be answered by using the Web?

The use of Web sources is expanding the amount of available reference information, enhancing individual libraries' collections, and, hence, providing better user service. There are many benefits in using the Web sources in reference service. There are also some drawbacks. Some useful Web sources are reviewed.

The Web, when used properly, provides reference librarians with a valuable resource option to help improve their services in an effective manner.  相似文献   

20.
《The Reference Librarian》2013,54(74):103-120
Summary

As electronic reference services become routine in many libraries, it is time to systematically examine how they are being implemented and used. Unfortunately, few libraries have rigorously examined their electronic reference services. We still know very little about who uses electronic reference services or why. We also do not know how satisfied our users are with the new services we are providing. This article provides an overview of the chief methodologies available for conducting assessments of electronic services (e.g., surveys, usability studies, observation, etc.). Existing criteria for evaluating reference services are discussed with suggestions for how they can be applied or adapted to the online service environment.  相似文献   

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