Training Issues Managers Face

1. Training Issues Managers Face Matthew Beacom Yale University Friday, June 22, 2007

2. Training Issues Cloud Skill sets RDA non-Roman scriptsWeb 2.0Web architecture digital libraries new hiresPeople Morale timeretirements RLG->OCLC metadataexpert/novicePCClong term staff Next Gen OPACs google Cataloging courses Work Culture Change Digital Asset Management Systems Vendors NACO Convergences LCSH Productivity

3. Morale • Individual Morale • Good: happy, eager, growing, rate-buster • Bad: miserable, resentful, stuck, deadwood • Institutional Morale • Good: focused, supportive, directed, whole/collegial • Bad: confused, exploitive, aimless, fragmented • Morale is an emotional state (like trust) • It is easy to offend people, so be careful how you manage morale • It is not rocket science, so do the obvious things that others have done

4. Change • Change can be incremental • Easy to adjust to, but it is cumulative • Change can be disruptive • Difficult to adjust to, but it is intermittent • Change can be responded to • We can DENY or RESIST change • We can MANAGE or CONTROL change • We can THRIVE on change

5. People and their skill sets • People are not skill sets, but they need a set of skills • Works well with others • Manages self/follows directions/leads • Solves problems • Is highly literate • Is adept with information technology • Knows another language or two or more

6. People, skills, etc., cont. • More skills in the skill set • Knows subject area • Trained in description • Trained in subject analysis and assignment • Trained in classification • Trained in particular tools

7. Institutions and their Work Cultures • People have their limits: one can’t do everything • People need cohesive work units • Cohesion depends on trust, communication, and productivity

8. Productivity • We train to be more productive as individuals and as working groups • Production is the measure of success • Morale is an indicator of how well or poorly we are doing

9. Thank you Questions?