A director of a library possesses great opportunities and inventive options when managing or organizing library staff and creating a positive working organizational culture. The wonderful future of it all, when structuring the elements of a library, is in choice and pliability offering specialization, coordination, and the cooperation of everyone involved unique to their own talents and personalities.
In thinking outside the “traditional” business managerial stereotypes, options of openness and flexibility could easily be implemented and made available in the library setting for staff members who are parents, seniors, disabled, students or otherwise. It could mean an alternate work schedule arranged by collaboration with other staff members to benefit working parents and any other employee demographic with special needs. If a library is a haven for diversity, why not implement an organizational structure which offers incentive for staff to function and serve each other, as well as the community, proactively?
To easily accomplish this, focus on the needs of all using simple and clear boundaries and accountabilities. To manage work schedules and coverage for sick days, special event days, doctor appointments, etc., subdividing into smaller work groups, under a departmental director, could stabilize the library environment and create a cohesiveness and camaraderie between workers which may easily spill over into customer service dynamics. Alternative work schedules, compressed work weeks, telecommuting, even job sharing are all potential problem solvers in an employees’ life which could add to the creation of a dedicated staff.
Some staff members may even be willing to take less of a salary for the working convenience of specific nonmonetary benefits such as that of a day care center within the library setting. Aren’t children a main targeted segment of a library? Aren’t there reading programs, puppet shows and special engagements going on weekly? Why would a few children of library staff organized and overseen in one of the community access rooms or an underutilized office space be so unthinkable? The parent’s themselves, who are employed by the library, could even cooperate in choosing and employing their own day care worker on sight.
It is probable that the future may entail the complete lack of retirement and medical benefits from an employee package. Offering convenience and flexibility in the social network of the decision-making structure could easily be injected into a compensation packet - especially during cut-backs - as part of a tailored program to meet an employee’s individual needs. When structuring a work setting conducive to creativity and solidarity, this simple option might very easily alter a staff member’s stress level leading to a team culture of loyalty and achievement; fostering opportunities for individuals and the community served.
When creating a library culture enabling the interaction of individual talents, individual interests, individual abilities and personal skills - with human consideration toward diverse individual situations – positive feelings will enhance positive relationships and naturally foster opportunities for greatness; for lending a helping hand; and for making staff members as successful as the library unit itself. Non-monetary employee benefits are one way to accomplish an organizational structure promoting relationships benefiting all, and a library culture reflecting the library’s role and goals within the community.
It is this critical link - a dynamic staff working together toward a primary mission – which will secure and cement the library experience of the future.
Image: themadprofessorandhismonkey.blogspot.com/2009..
