By Elizabeth Connor

An essential source for librarians of all roles, the case reviews in An advent to employees improvement in educational Libraries show the need and cost of integrating the library's project assertion and strategic plan with daring methods to employees orientation, education, mentoring, and improvement.

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M. The Circulation Supervisor continued to cover the Sunday daytime shift. The back-up Circulation staff covered the Monday day shift and the closing shift on Fridays. Each back-up staff member was given the same two hours to cover the Circulation Desk each week. Students were only used to cover the Circulation Desk in the event of lunches, meetings, or unexpected days off. 1 The level of service at the Circulation Desk was also raised, as a regular staff provides more knowledgeable service. The amount of fill-in time was reduced from the aforementioned 30–40 hours down to 10 hours.

The First Library Techno Day The Head of Public Services was selected to organize the Library Techno Day. In early October, he distributed an e-mail message to all library staff soliciting their ideas for specific technology topics of interest, as well as sessions they might want to lead or to which they might contribute. Soon, several responses helped set the tone for the workshop. One responder remarked that it would sure be great fun if some of the sessions were futuristic and imaginative.

These early changes were defined as “low hanging fruit” by the University Librarian, meaning that the changes were obviously and immediately needed and they involved virtually no extensions by the staff out of their zones of comfort. By year three of the ten-year plan, the University Librarian was getting a great deal of pushback from the staff for the middle phases of change. His plans for revolutionary library services and increased community contact 24 Shawn R. Fields with librarians were being stalled by the difficult and negative attitudes and behaviors of a portion of the professional and non-exempt staff.

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