Draft Recommendations of the Work Culture Task Force

Please consider the following draft recommendations, which are presented in a non-ranked order. The task force members ask that Libraries staff inform us:

• How would you rank these recommendations in importance? Which are the most compelling? If it will be helpful to you in preparing your response regarding our recommendations, you may rank each on the following scale:

   Urgently needed----------Important----------Can wait                     
         3-------------------2--------------------1 

• What is missing from the list?
• Do you feel these recommendations and the work culture vision statement are relevant to you?
• Did the task force address the desires/concerns voiced in the VVL Aug. 20th work session?

Your response by January 8, 1999 will be considered a valuable part of the final report of the Work Culture Task Force to LEC.

Email the team:wctf@umail.umd.edu

• A. Establish a standing committee: Library Staff Council
  • construct a shared vision / share governance of Libraries with LEC
  • monitor work culture
  • include Training Coordinator as a continuing member
  • include all types of staff / elected representation
  • develop guidelines for work
  
  
• B. Appoint a representative from the Library to theUM Coordinating Group on Quality of Work Life (QWL), or otherwise ensure Libraries' needs are addressed by the group

  
  

• C. Create Ombuds Officer in Libraries with access to the Dean
  • fairness/equity insurance
  • mediator/investigator
  
  

• D. AcquireVisionQuest® Software to be installed in the Libraries computing theaters -- use to generate/obtain staff input
  • for team decision-making efforts
  • for measuring work culture developments
  
  

• E. Broadcast information from the Libraries component parts as broadly as possible among staff
  • more inclusive definition of who "needs to know"
  • LEC minutes distributed to all staff via email as an exemplary practice
  
  

• F. Develop more Web pages to inform staff
  • cover mission statement, policies, committee work etc.
  • include way for staff to give input on what is there; what is missing, etc.
  • important so staff will know what is important
  • all personnel policies should be on the web, including those policies which pertain to staff of any particular division of the Libraries
  
  

• G. Publish an annual report each year
  • document will serve to clarify the role of the library
  • promote accomplishments internally
  
  

• H. Evaluate Libraries' job exchange program
  • should encourage institutional flexibility
  • a good program encourages a sense of community (the current job exchange program is seen by many as a way to get help doing scut work; not always a good learning experience)
  
  

• I. Act on the recommendations of Libraries' committees or dispense with those items which will not be acted upon
  • require that committees evaluate their own work; or their work be evaluated by others
  • inventory the content and review the committee work of the past 6 years and determine how the recommendations have or have not been addressed.
  • LEC needs to publicly comment on all committees' work
  
  

• J. Ensure that sufficient resources are available to support staff training and development opportunities
  

• K. Develop a systematic career ladder for classified staff (we need to find a way to help staff move up in the organization)
  • non-degreed professional level structure needed ("respect" is often a code word highlighting the estrangement of the librarian / professional and clerical / para-professional)
  
  

• L. Perform a systematic review of jobs and responsibilities
  • examine what work is performed by what level staff
  • find ways to foster more interaction between supervisors and staff members
  • create other cross-divisional teams, such as a team of all staff performing VICTOR holdings work (i.e., staff at Circulation sites, as well as TSD staff) with centralized procedures and training
  
  

• M. Provide leadership training for all staff-- leadership and followership skills, expanding on the ARL "Shared leadership principle"
  

• N. Conduct training in time management, goal setting, clarification of priorities, including PRD writing and evaluation
  

• O. Develop and implement a process for the evaluation of Libraries' management
  • 360-degree evaluations
  • work with the Campus and Library Personnel Offices to develop
  
  

• P. Support flexible work schedules
  • flex-time as broadly defined as possible to support work-life balance; including option for scheduling 4/10-hour days per week
  • backup to service points for staff away on committee work (hire "floaters"?)
  
  

• Q. Appoint an individual to monitor the PRD process in the Libraries
  • to ensure that deadlines are met
  • that staff input is incorporated
  • that problems with goals are resolved
  
  

• R. Ensure that staff at all levels have the hardware/software/network connections, etc. needed to perform their jobs, irrespective of staff member's permanent status, rank, or position in the work hierarchy
  

• S. Encourage/support shared "extracurricular" offerings for staff in workplace (e.g., reading circles, video groups, other interest groups) and, when possible/appropriate, on work-time (e.g., yoga for stress reduction)
  

• T. Conduct Staff assessment of committees such at the Diversity and Goodwill Committees and their impact on work culture