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DistrictLibrary
Patron Communication Process
Best Team Ever!
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Best Team Ever!
Christina Heady, Erin Kerby, Tyson Koenig,Aravindh Baskaran, Emily Luke
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Client Organization
The District Library is a public library serving the communitiesof -, -, and - in Michigan.
Library Mission: Striving to educate, enrich and
empower our community.
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Project Scope
Initial Scope:
Examine and strengthen the patron concern* process(how staff members communicate with patrons about problems).
Modified Scope:
Examine and strengthen the internal communication process as
it relates to communication with patrons.
*Patron concern = any question/concern/problem that a patron brings to a staff member.
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Data collection
1. We conducted 8 Staff Interviews
2. We looked at Library Environment and Artifacts
3. We interpreted data and created an affinity wall
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*Indicates staff we
interviewed
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How the Library Excels
Patron-centered focus Familial work environment
Open to trainings and technology
*FROM CONSOLIDATED CULTURALMODEL
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Major Findings
1. Everyone has a different perception of the problem
1. No formal processes for internal communication
1. Lack of structure in communicating with patrons
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Finding 1:Everyone has a different perception of the problem
Evidence
Staff members voiced varying opinions of the patron concern process:
"I feel bad you guys are trying to fix something that isnt broken.
Its a general communication problem, not a patron concern problem.
Why is this Problematic?
Without a unified understanding of the process and the problem, it will bedifficult to get everyone on board with widespread workplace changes.
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Recommendations
Short-Term
Bi-monthly team building exercises or group activities
Staff training should be more holistic to instill confidence
Long-Term
Incentivize staff cooperation and collaboration
Create flexible work stations and shadow times
Finding 1:Everyone has a different perception of the problem
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Benefits
Staff will share problems and opinions more openly
Staff will grow as a unified team working in a collaborative officeenvironment
Finding 1:Everyone has a different perception of the problem
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Finding 2:No formal processes for internal communication
Evidence
1. Staff expressed different modes/methods of communication.
Face-to-face interaction is better because emails dont convey tone.
Most people dont use the phone. IM is preferred.
2. Staff say that organizational changes have lead to communication problems.
Why is this Problematic?
Staff members dont know where to turn when they have problems.
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Recommendations
Short-Term
Email subject line classification system
A communication tree designating who to go to with problems
Long-Term
Clarify and formalize the clerk liaison roles
Require everyone at desks to be on internal message system
Finding 2:No formal processes for internal communication
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Benefits
Staff will feel in the loop about what goes on day or night at the library
Staff will be able to help one another better and more regularly
Finding 2:No formal processes for internal communication
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Finding 3:Lack of structure in communicating with patrons
Evidence
1. Staff dont always know what to do when a patron has a problem.
People have very different schedules, so some patron concerns are not passedon and just get lost.
2. Internal communication issues lead to lack of coordination re: patron probs
Why is this Problematic?
Without standards around communication with patrons, the library cannotdo its best job of serving the public.
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Recommendations
Short-Term
Standardize recording patron problems in patron records
As patrons check out, pass them a short customer service survey
Long-Term
Transparency: Post patron concerns and SSLDL responses on website
Introduce a patron concern reference guide on Wiki
Finding 3:Lack of structure in communicating with patrons
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Benefits
Staff will be able to address typical patron issues efficiently
The library will run more smoothly and staff will feel less overwhelmed
Finding 3:Lack of structure in communicating with patrons
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Questions??
Thank You!
BEST TEAM EVER!BEST TEAM EVER!