booktown library management training modules 2011-2012 angel durr lauren evans dona gay
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Booktown Library Booktown Library Management Training Management Training
ModulesModules2011-20122011-2012
Angel DurrLauren Evans
Dona Gay
Module 1: Human Resources Mgmt. Module 2: Employment Law Module 3: Recruitment Module 4: Compensation Module 5: Training Module 6: Performance Evaluation
Modules of Modules of Management TrainingManagement Training
"What is Human Resource Management?”
Key Library HR Roles and Efforts
Responsibilities and Details The Planning Process
Module 1: Essentials of Module 1: Essentials of Human Resource Human Resource
ManagementManagement
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
"What is Human "What is Human Resource Resource
Management?”Management?”
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
Very Broad TermVery Broad Term Definition VariesDefinition Varies
Human Resource Human Resource ManagementManagement
recruitment management providing
direction for the people who work in the organization.
Definition of HRM
enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.
Effective HRMEffective HRM
“People don’t change that much. Don’t waste
time trying to put in what was left out. Try to draw out what was left in. That is hard
enough.”
Effective Managers
From: First, break all the rules: what the world's greatest managers do differently, By Marcus Buckingham, Curt Coffman, p. 79, 1992
Does this mean
that managers never help people
improve their inadequate skills,
knowledge, ormethods?
People Don’t People Don’t Change???Change???
No, but they shift their emphasis to human
resource development in areas in which the employee already has talent, knowledge, and skills.
Focus on SkillsFocus on Skills
Personality
Assessments Myers Briggs Complete
Assessment
Who Are You?Who Are You?
Link: http://www.humanmetrics.com/cgi-win/JTypes2.asp
The IncompetentThe Incompetent The BullyThe Bully The CrookThe Crook The Know it AllThe Know it All The Dodger The Dodger The Walking Policy The Walking Policy
ManualManual
What is a “Bad Boss?”
From: Bad Bosses and How Not To Be One. Abbasi, Hollman, & Hayes, 2008
IntegrityIntegrity Remove FearRemove Fear Fight for Fight for
EmployeesEmployees TrustTrust
The Good BossThe Good Boss
Your responsibility!Your responsibility! Your reflectionYour reflection Set a good exampleSet a good example
Responsibilities and Responsibilities and DetailsDetails
Carefully PlannedCarefully Planned
EqualityEquality
The Planning The Planning ProcessProcess
Acknowledging Legal Issues
Ensuring Compliance
Key Pieces of Legislation
Module 2: Employment Module 2: Employment Law Law
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
Many Legal IssuesMany Legal Issues Be KnowledgeableBe Knowledgeable Protect YourselfProtect Yourself Mbd123@booktown.orgMbd123@booktown.org
Acknowledging Legal Acknowledging Legal IssuesIssues
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
Ensuring Ensuring ComplianceCompliance
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
• Ensure Ensure Adequate Adequate TrainingTraining
• Maintain Up Maintain Up To Date To Date HandbooksHandbooks
• Set a good Set a good exampleexample
Key Pieces of Key Pieces of LegislationLegislation
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
• ADAADA• Civil Rights Act of Civil Rights Act of
19641964• Employment Employment
EligibilityEligibility• EEOCEEOC• FLSAFLSA• FMLAFMLA• Sexual HarassmentSexual Harassment• RetaliationRetaliation
A “Happy” A “Happy”
PlacePlace The Golden The Golden
RuleRule Be a Fair Be a Fair
JudgeJudge
Ideal Work Ideal Work EnvironmentEnvironment
Any Questions?
StaffingFinding Qualified Employees
Module 3: Effective Module 3: Effective Recruitment and Selection Recruitment and Selection
TechniquesTechniques
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
StaffingStaffing
Descriptive job posting
Completion of official library application and preliminary tests
Interview
Include in the description:
Skill Requirements Education Requirements Primary Duties Job Classification Salary Information
Descriptive Job Posting
From: (Montgomery County, 2011)
Official library application Preliminary Testing
Clerical Typing Physical Drug
Library Application and Preliminary Testing
From: (Montgomery County, 2011)
Finding Finding Qualified Qualified
EmployeesEmployees
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
Interview Prepare Good questions Tour library Reflect and
Offer
Look over applicant’s
information Create a few unique
questions to ask each individual
Schedule interview at a time where no interruptions will occur
Prepare
From: (Hill & Ingala, 2002)
Follow standard questions to base a
comparison between applicants Ask questions about past successes Ask situational questions
Good Questions
From: (Lewis, 2000)
Tell me your strengths and weaknesses What are some of your successes in your last
job? Why are you interested in this job? Tell me a situation in which … Are you a team player? Give me examples that
show this aspect? Why should I hire you?
Good Questions Examples
From: (Lewis, 2000)
At the conclusion of the interview, give the
candidate a tour Encourages more questions Allows for better understanding of job functions
Tour Library
From: (Hill & Ingala, 2002)
Reflect and Offer
Key Aspects of Compensation
Developing Pay Structures Pay Increases
Module 4: Basics of Module 4: Basics of CompensationCompensation
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
Key Aspects of Key Aspects of
CompensationCompensation Salary Benefits: Medical, Dental, Life, etc.
Retirement
From: (Montgomery County, 2011)
Range is posted on the job description Based on person’s qualifications
Salary
From: (Montgomery County, 2011)
Medical Dental Vision Life Disability Sick Leave Vacation Leave Personal Leave
Medical and Optional Benefits
From: (Montgomery County, 2011)
All employees will
receive retirement benefits starting on the first day of employment
Retirement
From: (Montgomery County, 2011)
Developing Pay Developing Pay StructuresStructures
All employees will be paid bi-weekly on Fridays
Employees of the same title will receive similar pay
Pay range will be discussed with the Commissioner's Court
From: (Montgomery County, 2011)
Pay IncreasesPay Increases
Promotion 6 months work Budgetary allowances
From: (Montgomery County, 2011)
Any Questions?
Employee Orientation
“Orientation does not take place in a single day” (Camille & Wu,
2010)
1. Pre-arrival
2. First day activities
3. First week activities
4. First month activities
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
Objectives of Orientation
1. Create a welcoming environment
2. Help employee learn library history, culture, and goals.
3. Understand the role of their department
4. Provide information about their specific duties
5. Explain policies, procedures and benefits.
6. Help new employees adjust to their jobs.
7. Increase employee satisfaction and retention.
(Camille & Wu, 2010)
1. Create a welcoming
environmentPre-arrival activities
Order keys Clean desk Prepare paperwork Set up email and telephone Obtain office supplies Alert staff of coming arrival. Arrange to greet new
employee with orientation packet in hand.
2. Help employee learn library history,
culture, and goals.
1st day activities
Tour of the library
and a
Visit to human resources.
1st Day Activities
3. Understand the role of their department
4. Provide information about
specific duties
5. Explain policies, procedures and benefits
“Accentuate the positive”
6. Help new employees
adjust to their jobs.7. Increase employee
satisfaction and retention. (Camille & Wu, 2010)
Ongoing Orientation
11stst week and 1 week and 1stst month activities month activities
Training and Training and DevelopmentDevelopment
Types of Training:1.Formal 2.Informal3.Employer-provided4.Qualifying5.Skill improvement(Massis, 2004)
Tips for teaching adultsTips for teaching adults
1. Engage the students2. Motivate 3. Recognize learning
styles4. Structure opportunities5. Encourage participation6. Offer prompt feedback7. Listen to opinions8. Teach the use of
technology(Pinkston, 2009)
The Laws of LearningThe Laws of Learning1. Law of Readiness. 1. Law of Readiness. 2. Law of simplicity2. Law of simplicity
3. Law of involvement3. Law of involvement(Pinkston, 2009)(Pinkston, 2009)
Is Training Successful?Is Training Successful?
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
Any Questions?
Performance Appraisal The Appraisal Process Appraisal Methods Disciplinary Action
Module 6: Ensuring Module 6: Ensuring Quality PerformanceQuality Performance
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
Performance Performance
AppraisalAppraisal
“Evaluation is
critical.”Robert E. Kaehr
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
Perspectives
Employer Perspective• “Documentation of performance
appraisal and feedback may be needed for legal defense;
• Appraisal provides a rational basis for constructing a bonus or merit system
•Appraisal dimensions and standards can clarify performance expectations;
• Providing individual feedback is part of a performance management process;
• Despite the traditional individual focus, appraisal criteria can measure teamwork.”
(Williams, 2001)
Employee Perspective• “Performance feedback is needed
and desired;• Improvement in performance
requires assessment• Performance levels can be
measured and have an impact on outcomes;
• Assessment and recognition of performance levels can motivate improved performance.”
(Williams, 2001)
The Appraisal ProcessThe Appraisal Process
1. Plan2. Develop3. Perform4. Assess5. Review
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
Appraisal MethodsAppraisal Methods
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
“Successful personnel evaluation depends on
the methods and attitudes of the
evaluator. Were the instruments of appraisal valid? Did they evaluate specific performance or
were they generic?(Kaehr, 2009)
1.Behaviorally anchored rating scales. This method focuses on specific behaviors. It utilizes a rating scale and critical incident techniques.2. Graphic rating scales This is the most widely used method. The manager uses a form and checks off the employees level of performance3. Essay Evaluation Managers write about employees strengths and weaknesses. Not quantitative. 4. Performance ranking method This method requires employers to rank employees based on all of the employees performance.5. Critical incident method Employer keeps notes of positive and negative incidents on employees for a set period of time.6. Weighted checklist Employer uses a checklist . Jobs are evaluated and employee weighted on effective and ineffective performance .7. Paired comparison analysis Options are compared against each other and tallied. Option with highest score is preferred.8. Behavioral Observation Scales frequency rating of critical incidents that worker has performed.9. 360 degree performance appraisal a system or process where employees receive confidential, anonymous feedback from co-workers.10.Forced ranking (forced distribution). a method of performance appraisal that ranks employees compared to other employees and distributes them like on a bell curve11. Management By Objectives (MBO) managers and/or employees set objectives and evaluate the performance then reward performance based on results. “MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished (methods)” (Ngo, 2008)
Ngo, D. (2009, October). 11 Performance Appraisal Methods. Retrieved April 28, 2011 from http://www.articlesbase.com/human-resources-articles/11-performance-appraisal-methods-1357743.html
11 Appraisal Methods
Disciplinary ActionDisciplinary Action
From: http://www.learnmore.duke.edu/certificates/hressentials/courses.asp
Abbasi, S. M., Hollman, K. W., & Hayes, R. D. (2008). Bad Bosses and How Not to Be One. Information Management Journal, 42 (1),
52-56.
Buckingham, M., & Coffman, C. (1999). First, break all the rules. New York: Simon & Schuster.
Camille, D., & Wu, A. (2010). Strong Beginnings in Academic Libraries: Employee Orientations as a Start to a Learning Organization. Texas Library Journal, 86(2), 52-54. Retrieved from EBSCOhost.
Essentials of Human Resource Management -- Professional Certificates -- Duke Continuing Studies. (n.d.). Duke Continuing Studies. Retrieved April 14, 2011, from http://www.learnmore.duke.edu/
Hill, K., & Ingala, J. (2002). Recruitment & Retention Report. Nursing Management, 33(4), 20-22. Retrieved April 23, 2011, from EBSCOhost.
Kaehr, R. E. (1990, March). Personnel appraisal, who needs it?. Journal of Academic Librarianship. p. 35. Retrieved from EBSCOhost..
Lewis, B. (2000). To separate the losers from the winners, ask your job applicants an easy question. InfoWorld, 22(22), 69. Retrieved April 23, 2011, from EBSCOhost.
Massis, B. E. (2004). Chapter 1: Preparing the Library for a Staff Training Program. In , Practical Library Trainer (pp. 5-12). Haworth Press, Inc. Retrieved from EBSCOhost.
Montgomery County. (2011). Retrieved April 23, 2011, from http://www.co.montgomery.tx.us/hr/index.shtml
Ngo, D. (2009, October). 11 Performance Appraisal Methods. Retrieved April 28, 2011 from http://www.articlesbase.com/human-resources-articles/11-performance-appraisal-methods-1357743.html
Personality test based on Jung and Briggs Myers typology. (n.d.). HumanMetrics - online relationships, personality and entrepreneur tests, personal solution center. Retrieved April 15, 2011, from http://www.humanmetrics.com/cgi-win/JTypes2.asp
Pinkston, J. (2009). Wanted: A Revolution in Library Continuing Education. Public Library Quarterly, 28(4), 295-311. doi:10.1080/01616840903333774
Works Cited
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