Staff Development Program Policy
The mission of Ingram Library is to provide access to information and materials to support the teaching and
research needs of UWG faculty, staff, and students. Because the success of this enterprise rests ultimately
on the effectiveness of the faculty and staff, it is important that each member have the skills, knowledge,
and commitment necessary to provide appropriate levels of service. Faculty and staff training and
development activities are, therefore, an essential component of this mission.
Flexibility, perspective and broad knowledge are valued assets in library work. Library faculty may further
their library education and training through a variety of activities such as in-house training,
self-directed learning, and attendance at professional meetings, workshops, and seminars, and academic
courses from universities, colleges, and technical colleges. Ingram Library's Staff Development Program
provides opportunities for individuals to expand their knowledge and experience in the library and
information field. Further, it enables individuals to develop a range of skills within, and in a broader
perspective of, their area of work. The purpose is the creation of a more versatile faculty and staff
better able to meet the changing needs of the Library and University Communities.
Staff development is a continual process used to guide and encourage staff members to develop their
skills, capabilities, knowledge and attitudes in order to mutually benefit both the organization and the
individual. Staff development expands concepts and general techniques, encouraging staff to take new
approaches and risks in reaching solutions. It provides confidence in reassessing patterns of thinking and
On-the-job training is one way that both new and seasoned library employees can enhance existing skills to
remain current in job-related programs, processes and procedures, exchange ideas, and network with fellow
professionals. The ultimate goal is improvement in organizational effectiveness and the quality of library
service through improved performance. On-the-job training imparts the knowledge to perform effectively,
teaches skills that translate knowledge into action, and provides the ability and the confidence needed to
get the job done. The term "development" in this context includes technical training and other job-related
programs and topics.
The Library and its employees, both staff and faculty, share responsibility for the development
of its staff members' capabilities through the provision of orientation, in-service training, opportunities
for participation in professional associations, and encouragement of community involvement. Within policy
and budget constraints, the Library provides paid release time, schedule adjustments and reimbursement for
job-related workshops, conferences, and other training opportunities, available in-house or elsewhere,
subject to supervisory approval..
Provide opportunities to expand library skills and knowledge in order to enhance job performance.
- Provide greater organizational effectiveness through increased awareness among Library faculty and
staff of the interrelationships and functions of the various activities and services of the Library.
- Provide training that promotes faculty and staff versatility in a work environment that is
responsive to changing technology.
- Help foster an harmonious and supportive work environment throughout the Library.
- Provide opportunities that enable library faculty and staff to improve skills not necessarily
related to their present positions in an effort to aid in preparing for advancement.
The Library's faculty- staff development program includes opportunities for development through
participation in the following activities:
In-house training sessions and workshops covering a broad range of topics and skills designed to
improve job performance.
- Courses, including but not limited to university courses, pre-conferences, institutes, and
continuing education courses.
- Committee and task force work offering opportunities to broaden experience, as well as contributing
to library programs.
- Other opportunities made available by related groups and organizations, such as Solinet, OIIT, GLA,
In-house Development Activities
Scheduled faculty- staff development activities are presented in a variety of formats including:
lectures, tours, group activities, films, handouts, demonstrations, professional travel reports (by internet
posting and/or in-person), interactive sessions, printed materials, power point presentations, web tutorials
and poster sessions.
Presenters may include: The Staff Development Coordinator, other Ingram Library faculty and staff,
and guest speakers. Guest speakers may include faculty, staff, administrators or program coordinators from
on- and off-campus.
Topics for in-house sessions may include:
- Technical training.
- Use of new resources.
- Customer service including difficult patrons and patrons with special needs.
- Library trends and issues at the state, system, regional and national levels.
- Review of other important policies and procedures as identified by the library
- Library Organizations review.
- Emergency procedures including evacuation of the library, location and use
of fire extinguishers, operation of the weather radio, location of tornado
safety area, who is in charge and who is to be called in case of electrical
blackout or lack of heating or cooling for an extended period of time.
- Identification of all student workers to all library employees.
- Identification of any/all university employees who work in the library on a
regular basis to all library employees. (cleaning staff, maintenance, security,
- Team building.
In addition to attendance at scheduled programs, faculty-staff members may need to have the opportunity to
use time away from their desks/jobs to practice using new equipment, technologies, programs, etc. This
practice time is considered a part of the Library's Faculty-Staff Development Program. The computers in the
library classroom or training room may be used for this practice work, subject to availability and approval
by the employee's supervisor.
Library Administration, the Staff Development Coordinator, department heads, supervisors, and
individual staff members share responsibility for the implementation and success of the faculty-staff
The Library Administration' responsibilities are to:
Create and foster an environment that promotes training and supports the improvement organizational
effectiveness and individual skills.
- Review and allocate funding and resources to support staff training and development activities,
in-house and out-of-the-library.
- Provide positive recognition for those participating in staff development and training activities.
Library department or division heads and supervisors are responsible for:
- Training faculty and staff to meet their job responsibilities.
- Offering encouragement and support for participation in staff development and continuing education
activities that support the individual's, the department's and the library's goals.
- Interpretation of staff and career development policies.
- Promoting training that fosters personnel and long-range development
- Directing each employee to develop training and development goals each
year. Progress in meeting those goals is a part of each employee's annual evaluation. A discrepancy
between an individual's expected performance and their actual performance should be looked at as a possible
It is expected that Library administrators, department heads, and supervisors should identify factors that
impact effectiveness and efficiency and anticipate changes within the library or within a department that
may be facilitated by a staff development/training session.
The Faculty-staff Development Coordinator is responsible for:
- Identifying faculty-staff developmental interests via formal and informal surveying methods. This
may include surveys and group meetings.
- Scheduling programs; posting scheduled dates on the Netscape Calendar; posting sign-up sheets.
- Working with supervisors and department heads to identify which programs are appropriate for which
departments or individuals.
- Developing and implementing a program evaluation form.
- Compiling results of attendance sheets and evaluation forms.
- Reporting results as requested and/or required.
- Review and update the Library Staff Development Plan as needed.
All library faculty and staff members have the responsibility for
- Monitoring their growth and development.
- Expressing their individual training needs to supervisors or department heads.
- Alerting supervisors to specific training and/or development opportunities
- Taking advantage of the opportunities offered.
- Sharing and exploring issues in librarianship with colleagues.
- Making recommendations to the Faculty-Staff Development Coordinator about training needs and
All faculty and staff are provided with opportunities, and are encouraged,
so long as departmental needs can be met, to participate in faculty and staff development activities.
Within reason, each faculty-staff member may expect to have his/her schedule adjusted in order to
participate in training and development programs.
Attendance at in-house training and development programs is recognized as part of any employee's
annual continuing education or ongoing training requirement.
It is optimally recommended that each employee participate in staff development and/or training
activities a minimum of 10 contact hours annually.