Coming to an understanding: staff training and development in a multi-skilled team environment

1. Coming to an understanding:staff training and development in a multi-skilled team environment Richard Biddiscombe Information Services University of Birmingham UK Training for Change

2. Outline • Convergence at the University of Birmingham • Developing the team structure • Skills and aptitude profiles • Developing staff in a converged team • Using the Web for mixed skills development Training for Change

3. The University of Birmingham Model • Full convergence in one process • Five Divisions: • Planning & Administration • Information Computing and Systems • Collection Management • Public Services • Learning & Research Support

4. Learning & Research Support • Supports the Teaching, research and learning needs of the staff and students of the University, • at their workplace, in the Schools or in other locations, • through a combination formal and informal, individual- and group-based mechanisms, and • through a combination of discipline-based and functionally-based teams.

5. L&RS Remit • Pro-active liaison, advice and mission • Information skills and software training of academic staff and students • First line technical support for Schools • Multimedia and other courseware production • Academic publishing service

6. L&RS Structure • Subject-based teams: A&H, CASSEL, M&LS, S&E • Multi-skilled • Liaison Librarians; Computer Officers, Resources and Taining Advisors • Television team • Accommodation team • University Press

7. IS Staff training and development needs • All levels of staff • Creating an espirit de corps: skills awareness • Role of the Team Leader • Empowering individuals within a team • User support as the motivating factor • Project management to unify team Training for Change

8. Training programmes • Information Assistants: staff training for support staff • Divisional seminars: special topics; awaydays • Team Leaders: workshop leading to development group • Custom built sessions: cooperation withStaff Development Unit • Conferences, workshops etc. Training for Change

9. Case Study:Arts & Humanities Team • Computer Officers responsible for Arts IT • Resources Advisor and Trainer runs CAL projects • Liaison Librarians train, advise and promote services • Fully integrated into the academic structure • links with other subject teams • cross divisional working groups

10. Case Study: development issues in the A&H Team • new staff/established staff perceptions • defined user group/core service provision • IT demands/library liaison • team demands/other responsibilities Training for Change

11. Case Study:staff development through a Web project • ArtsWeb: focused infrastructure; partnership with academic staff • Gives common purpose to a mixed team • Ideal tool for common understanding Training for Change

12. ArtsWeb • Creates a focus for a subject-based information service • Liaison Librarian edits pages reflecting subject pages on the Web • Academic staff provide input and comments • Use of existing TLTP projects • Encouragement to academic staff to provide their own learning support packages

13. ArtsWeb • Brings together the skills of the whole team • The Resources Advisor & Trainer created ArtsWeb; trains new users • Computer Officers maintain the service; provide IT information for Faculty • Liaison Librarian provides resources information; edits “What's New” • Team Leader edits “What’s On”

14. ArtsWeb • Underlines the Teams role in teaching and learning support • Provides a current information service to the Faculty • Provides the basis for new learning support opportunities • Encourages the virtual presentation of the Faculty • Ensures continuing and innovative interaction between IS and the Faculty

15. Web Addresses • ArtsWeb • http://www.bham.ac.uk/arts/ • http://www.bham.ac.uk/isg/ • http://www.bham.ac.uk/elg/ Training for Change