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Staff Development Program Policy

The Program

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.

Definition

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 acting.

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..

Goals

  1. Provide opportunities to expand library skills and knowledge in order to enhance job performance.
  2. 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.
  3. Provide training that promotes faculty and staff versatility in a work environment that is responsive to changing technology.
  4. Help foster an harmonious and supportive work environment throughout the Library.
  5. 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.

Scope

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, etc.

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, electricians, etc.).
  • 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.

Responsibility

Library Administration, the Staff Development Coordinator, department heads, supervisors, and individual staff members share responsibility for the implementation and success of the faculty-staff development program.

The Library Administration' responsibilities are to:

  1. Create and foster an environment that promotes training and supports the improvement organizational effectiveness and individual skills.
  2. Review and allocate funding and resources to support staff training and development activities, in-house and out-of-the-library.
  3. Provide positive recognition for those participating in staff development and training activities.

Library department or division heads and supervisors are responsible for:

  1. Training faculty and staff to meet their job responsibilities.
  2. 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.
  3. Interpretation of staff and career development policies.
  4. Promoting training that fosters personnel and long-range development
  5. 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 training need.

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:

  1. Identifying faculty-staff developmental interests via formal and informal surveying methods. This may include surveys and group meetings.
  2. Scheduling programs; posting scheduled dates on the Netscape Calendar; posting sign-up sheets.
  3. Working with supervisors and department heads to identify which programs are appropriate for which departments or individuals.
  4. Developing and implementing a program evaluation form.
  5. Compiling results of attendance sheets and evaluation forms.
  6. Reporting results as requested and/or required.
  7. Review and update the Library Staff Development Plan as needed.

All library faculty and staff members have the responsibility for

  1. Monitoring their growth and development.
  2. Expressing their individual training needs to supervisors or department heads.
  3. Alerting supervisors to specific training and/or development opportunities
  4. Taking advantage of the opportunities offered.
  5. Sharing and exploring issues in librarianship with colleagues.
  6. Making recommendations to the Faculty-Staff Development Coordinator about training needs and programs desired.

Participation

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.

Rev. 10/01

Irvine Sullivan Ingram Library, UWG
1601 Maple St - Carrollton, GA 30118-2000
Library Information - (678) 839-6350
Reference Desk - (678) 839-6495
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http://oldlibrary.westga.edu/~library/depts/isdiv/StaffDev.shtml
Last Modified: 22 January 2003