Succession Planning and Cross Training: Boldly Preparing for Staff Transitions and Vacancies
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2011 Illinois Library Association Conference: Bold, Brilliant, Brave Tuesday, October 18, 2011, 1:45 - 2:45 p.m. Anthony Auston, Megan Buttera, Susan Strunk Palatine Public Library District Tired of scrambling to get things done when an employee leaves or is absent? Supportive succession planning and cross training efforts don’t have to be overwhelming. Both are brave initiatives meant to ensure continued, effective operations despite vacancies or absences. Learn how to begin the dialogue at your library.
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Succession Planning and Cross Training: Boldly Preparing for Staff Transitions and Vacancies
- 1. Succession Planning and Cross Training Boldly Preparing for Staff Transitions and Vacancies Palatine Public Library Susan Strunk Anthony Auston Megan Buttera
- 2. What is Succession Planning? Succession planning is a means of identifying critical management/leadership positions to: ensure continuity, retain & develop intellectual capital for the future, and encourage individual advancement.
- 3. Trends Influencing Succession Planning • Aging workforce • Tightening labor market • Shortage of qualified candidates • Demand for training and development • Evolution of HR policies and practices Source: Paula M. Singer and Gail Griffith. Succession Planning in the Library: Developing Leaders, Managing Change. Chicago: American Library Association, 2010.
- 4. Aging Workforce • By 2019, of the over 148,000 librarians in U.S., over 40,000 librarians will reach age 65. Source: 2010 U.S .Census, Bureau of Labor Statistics • In the last 3 years, the U.S. workforce: – 35-44 age group has declined by 10% – 45-54 age group has grown by 21% – 55-64 age group has expanded by 54% – 64 million (40% of workforce) are eligible to retire
- 5. Shortage of qualified candidates • Workers between the ages of 26-35 have less education than those 36-45 years old. By 2020, only 32% of the workforce will have a college degree. • The knowledge-based economy requires higher levels of education; costs have already increased by 63% at public schools and 47% in private schools. • The Employment Policy Foundation projects that the U.S. will need 18 million college graduates by 2012, a shortage of 6 million.
- 6. • New entrants to workforce are less prepared to take on higher levels of responsibility. • The time available to experience and acquire knowledge is diminished. • The size of the workforce is slowing – a 0.6% growth rate is projected for the next several decades.
- 7. Free Agent Workforce • Job-hopping, tech-savvy, fulfillment-seeking, self-reliant, independent workers. • Length of time employees stay with an organization: – Employee tenure: 4 years (BLS) – Executive tenure: 3 years (HR Magazine) – CEO tenure: 3.6 years (Spencer Stuart) • The average 38 year-old has already held 10.2 jobs! (BLS)
- 8. Our Multigenerational Workforce • 150 million employees: – Before 1946; 1 million over 75 still working: 6.5% – Baby boomers (1946-1964): 41.5% – Generation X (1965-1977): 29.5% – Generation Y (1978-1990): 22.5% • 6-7 million Millennials entering workforce over the next 3 years Source for preceding trending data slides: Denise Kruse and Patrick Magers, Emerging Leader Focus Group Results, presentation February 2008. As reprinted in Paula M. Singer and Gail Griffith. Succession Planning in the Library: Developing Leaders, Managing Change. Chicago: American Library Association, 2010.
- 9. Reasons for Succession Planning • Contributes to organization’s strategic plan • Helps to identify needs in employee training, education & development • Increases talent pool of promotable employees • Increases opportunities for high-potential employees • Taps potential for intellectual capital • Helps individuals realize career goals from within the organization
- 10. Reasons for Succession Planning • Encourages advancement for increasingly diverse workforce • Improves employee morale • Improves employee’s ability to respond to changing environmental demands • Anticipates effects to downsizing, evolving nature of business • Helps to analyze strengths and weaknesses of organization • Ensures all employees are essential workers
- 11. Human Resources Advantage • Costs are controlled because internal talent with in-depth knowledge of the institution can be developed and retained rather than recruited from the outside. • An established SP is also useful for recruitment: Libraries with a visible succession planning & development program are more attractive to external candidates.
- 12. Succession Planning • describes positions, duties and responsibilities to provide maximum organizational flexibility and continuity • ensures that as individuals achieve greater seniority, their management skills will broaden and become more generalized in relation to overall objectives
- 13. Succession vs. Replacement Succession Planning Replacement Planning • Proactive • Reactive • Planned future development, • Immediate, crisis coping, continued leadership Risk Management strategy • Renewing • Substituting • Organized alignment • Narrow focus • Flexible, dynamic • Restrictive, static
- 14. Succession Planning is Proactive • Don’t wait for talent in key positions to leave • Anticipate, develop and ensure that all key work is accomplished by well-prepared staff, and that knowledge is shared and transferred in an effective, collaborative way. • Lost productivity and lost expertise are minimized
- 15. Characteristics of effective SP programs • Commitment from top levels of management • Ownership from current & future leaders • Vision of current & future needs • Openness to nontraditional sources of talent • Clear communication of objectives • Mutually supportive organizational culture
- 16. Succession Management • focuses on continuity • daily efforts to build talent • may include a manager’s role in: – coaching – giving feedback – helping individuals realize their potential
- 17. Getting There Step-By-Step • Commit to implementing the program • Review present staff/work requirements • Appraise individual performance • Assess future staff/work requirements • Anticipate future individual potential • Close the developmental gap • Evaluate the SP program
- 18. Review your library’s strategic direction • Are changes in your customer base or technology going to force alterations in the way you manage your library in the future? • Will members of your workforce be prepared for the skills and competencies required of your strategic direction? • SP can also support strategic planning and the visioning process.
- 19. Identify critical positions • What are the key roles in the library, and which might be the most difficult to recruit? • Which positions require continuity and development of employees? • Do current high-potential employees believe they have a clear career path in your organization?
- 20. Analyze critical positions & competencies • What skills do the next generation of library leaders need? • If you had to write a job description of the library’s next-generation leaders, what skills, knowledge, abilities, and experiences would you list as critical for sustained organizational performance?
- 21. Identify competencies common to key positions • Which competencies are required for all, or most, of the positions? • Identify trends and themes, but also don’t overlook critical knowledge, skills and abilities unique to just one or two positions.
- 22. Develop or update your performance management system • Does your performance management system provide a relevant assessment of employee’s skills, abilities and efficacy in relation to the overall strategic goals of the organization?
- 23. Anticipate future vacancies and identify the development pool • Inventory your current staff and review past employment patterns. • How long will staff stay, and who may be eligible for growth and development opportunities? • Do you have employees who can be coached and trained with critical skills and abilities?
- 24. Diagnose development needs • Review the potential leadership pool and determine the skills & competencies needed to fulfill specific future responsibilities. • Identify & prepare to fill development gaps.
- 25. Create & implement development plans • Select training programs, special assignments, leadership opportunities, and other projects to prepare high-potential candidates. • Allow adequate time for employees to grow into their roles. • Mentor, collaborate, and follow-through.
- 26. Review progress and update plans • Explain the purpose of the developmental opportunities and future leadership potential. • Identify the skill gaps, and tell your employees how you plan to bridge them. • Reward successes with additional assignments. • Assess progress and provide regular feedback. • Evaluate your efforts with both existing leaders and leaders in training. • Review the plan(s) annually.
- 27. Succession Planning and Cross Training Plan
- 28. Succession Planning & Cross Training Plan Designed to ensure the continued effective operation of the organization by making provisions for replacement of key staff members, most notably the Library Director.
- 29. List of Director’s Key, Ongoing Tasks • Daily • Weekly • Monthly/Quarterly – Meetings – Other • Annually
- 30. Mission-Critical Documents Shared access to these current and archived documents: Long Range Plans Annual Strategic Plans Ordinances Disaster Plan Salary Schedules Technology Plan
- 31. Mission-Critical Documents Director’s Office and Elsewhere LACONI annual survey Leases Vendor records Employee records Copy of annual audit Volunteer records
- 32. Critical Relationships & Contacts • Friends and Foundation Chairs • Financial Advisor • Banks • Networking Groups • Attorney • Auditor
- 33. Media Contacts • Books & Enrichment Daily Herald nbrcalendar@dailyherald.com • James Kane jkane@dailyherald.com • Kimberly Pohl kpohl@dailyherald.com • Renee Trappe rtrappe@dailyherald.com • Norrine Twohey (forwards press releases to correct person) ntwohey@dailyherald.com
- 34. Duties & Responsibilities Policy 4B Duties and responsibilities of the Director include, but are not limited to, the following: (1) Carrying out the policies, decisions and plans of the Board. (Assistant Director and Senior Manager)
- 35. Role of the Director Appendix 4 The Director shall: 1. Recommend new or revised policies. (Assistant Director and relevant Manager) 2. Assist in establishing the annual budget. (Assistant Director and Business Manager)
- 36. Training for Competencies • Be sure staff members named for each duty or task have opportunities to learn everything there is to know so they can feel confident and competent.
- 37. How It’s Working • We have not had to seriously test the plan so far, but familiarity and understanding have definitely increased. • It is hugely supportive to know that staff can help me with tasks and duties or that I can hand off a responsibility if the need arises.
- 38. Cross-Training Case Study Popular Materials Department
- 39. Cross-Training Manual Purpose: To ensure that library operations will not be significantly disrupted or impacted in the absence of any staff member.
- 40. Timeline
- 41. Getting Started Major Tasks Identify major tasks Identify primary person Select back-ups Primary persons write jobs Primary persons train back-ups Identify minor tasks Repeat & Refine Minor Tasks
- 42. 9/2009 Create a cross-training chart to mark progress
- 43. 12/2010
- 44. Sample Template
- 45. Example of a Staff Folder
- 46. Selecting Back-Ups • Who has the: – Ability – Expertise y. essar – Interest is not nec ok -alike g a lo – Time Ti p: Fin din • Who is a good match?
- 47. Storage • Shared drive contains all files. • One hard copy is printed out. • Both are accessible by all staff.
- 48. Shared Drive Files are stored in our “Cross-Training” folder Sub-folders are arranged by name.
- 49. Congratulations! You’ve completed cross-training. Now what?
- 50. Long-Term Maintenance • Update at least annually – Hand-write minor changes – Review areas of weakness – As needed for major changes • Leaving so soon? – Get updates before someone leaves permanently.
- 51. e s n g al le C h Time-consuming Continual work-in-progress High level of coordinated effort
- 52. Tips for Success • Give staff plenty of time • Appoint a “keeper” of the binder – Reminds staff to meet deadlines – Updates a check-list • Update at least once per year
- 53. Benefits to the Organization • Streamlined procedures • Consistent application • Improved lines of communication • Less disruption during staff turnover/absences
- 54. Benefits to Staff • More skills = more qualifications • Gain experience in areas of interest • Less work piled up after vacations! • Clear duties and responsibilities
- 55. Benefits to Patrons Continuity of services Consistency of services Prepared and trained staff Better Service
- 56. How It’s Working • New hires • Storytime kerfuffle… Averted! • Manual provides answers to email query! • Handy reference
- 57. Questions? Staff Institute Day, 2011
- 58. Contact • Susan Strunk, Library Director sstrunk@palatinelibrary.org • Anthony Auston, Assistant Director aauston@palatinelibrary.org • Megan Buttera, Teen Librarian mbuttera@palatinelibrary.org
- 59. Bibliography • Barner, Robert. Bench Strength: Developing the Depth and Versatility of Your Organization’s Leadership Talent. New York: AMACOM, 2006. • Charan, Ram. Leaders at All Levels: Deepening Your Talent Pool to Solve the Succession Crisis. San Francisco: John Wiley and Sons, 2008. • Goodrich, Jeanne and Paula M. Singer. Human Resources for Results: The Right Person for the Right Job. Chicago: American Library Association, 2007. • Knight, Jennine. Successful Succession Planning in Libraries: Building Bench Strength. http://ala-apa.org/newsletter/2010/09/13/successful-succession-planning-in-libraries-bu Accessed, 10/5/2011. • Nelson, Sandra. Strategic Planning for Results. Chicago: American Library Association, 2008. • Rothwell, William J. Effective Succession Planning: Ensuring Leadership Continuity and Building Talent From Within. 4th ed. New York: AMACOM, 2010. • Singer, Paula M. and Gail Griffith. Succession Planning in the Library: Developing Leaders, Managing Change. Chicago: American Library Association, 2010.
Hinweis der Redaktion
- Succession planning is a means of identifying critical management and leadership positions to ensure continuity of duties and responsibilities, retain & develop intellectual capital, and encourage the advancement of our employees. Succession planning is a strategy for developing leaders from within your organization. Our objective today is to demonstrate how, through succession planning, we can support, develop, empower, and sustain the jobs and skills necessary to effectively position our organizations for future success.
- There are a number of trends influencing succession planning in libraries today. Libraries will soon be faced with an increasing rate open positions due to retirements. While we see it coming, in many case we are institutionally unprepared for these vacancies. This dilemma is further complicated by a shortage of younger, mid-career librarians, and a shortage of new recruits into the profession. These openings will be primarily in leadership positions. This problem will affect all libraries. One solution is to “grow our own” leaders. By using succession planning techniques to identify staff with the interest and potential for upper-level positions, we can determine gaps in their knowledge, and set up training and mentoring programs so staff is prepared to assume leadership positions in the near future.
- The timing is critical. Look around you, look at your organizations. Over 1/3 of the librarians in this country will retire in the next 8 years. In a time where we’re already expanding, struggling to do more with less, and continuously asserting our relevance in the constantly evolving information economy we must also be preparing for a mass exodus of highly experienced professionals from our industry.
- At the same time, we’re looking at a much less-qualified next generation of workers. In a time where higher education is in greater demand, a college education has never been more expensive. By 2020, only 1/3 of the workforce will have a college education.
- With all of these vacancies occurring in rapid succession, time is of the essence. But there are fewer qualified candidates to choose from, and trending indicates that we can expect slow growth in our workforce for many years to come.
- How can we possibly ensure continuity when today’s workforce has less loyalty to their organizations than the retiring generation? According to the Bureau of Labor Statistics, the average 38 year old has already held 10 jobs. Is your library prepared for this revolving door of in-and-out employees?
- For the first time in history, four generations are working together side by side. Each generation is defined by its own unique social events and life/family circumstances. They have different needs and motivators, different work and communication styles. Their life plans are no longer linear and predictable. In many cases, people are no longer acting their age. A new generation is in the wings, too, and looking to us for leadership by example. All of this data should be sufficient enough to convince us that the time is now to implement a succession plan to carry our organizations forward, but there are more…
- Reasons for Succession Planning: It contributes to your organization’s strategic plan It helps you to identify needs in employee training, education & development It increases the talent pool of promotable employees It increases development opportunities for high-potential employees It taps potential for growing intellectual capital in your organization Succession planning helps individuals realize their career goals from within the organization
- Succession Planning encourages advancement for our increasingly diverse workforce It can improve employee morale It improves an employee’s ability to respond to changing environmental demands It anticipates the effects of downsizing and the evolving nature of business and technology It helps us to better analyze the strengths and weaknesses of our organizations, And it ensures that all employees are essential workers
- Succession Planning is an investment that strongly supports human resources both current and future. If you were applying for a job today that already had a clear picture of your advancement potential within that organization, that job would look much more appealing to you than one with no measurable path for advancement.
- It’s really quite simple: for an investment in time to study positions, duties and responsibilities, we can better deliver our services with an increasingly better-prepared workforce, who in turn is empowered into accountability under its new responsibilities. It almost sounds too good to be true…
- Yet, there’s confusion between the concepts of succession planning and replacement planning, such that both topics are difficult to broach from either end of the organizational hierarchy. A Library Director, middle manager or front-line librarian may feel a lack of security in their performance or future in the organization if their superior presents the concept of a succession plan to them. Alternately, a Board of Trustees or administrators may sense that their Director or heads of leadership may be planning to move on when succession planning is first discussed. A clear and open delineation of the rationale and purpose for the discussion of succession planning should be part of your pre-planning process. Make sure you’re transparent about your objectives.
- Any plan can be stymied into inertia by waiting until you’re completely prepared to begin. Trust me, I’ve been there. But there’s no time like the present. You’re already convinced you need to do this. How are you going to capitalize on this energy and generate momentum? What steps can you take today to ease future transitions?
- Effective Succession Planning programs must have: Commitment from top levels of management – you have to walk the talk, and be willing to share that precious knowledge for the good of the whole You must cultivate ownership of the plan’s objectives from your organization’s current & future leaders You must have a clear vision of your organization’s current & future needs You must be open to nontraditional sources of talent and new approaches to old problems – this is as much a process of discovery as it is a reinforcement of your mission Above all, you must clearly communicate the objectives of the plan – be transparent Finally, work toward a mutually-supportive organizational culture – trust in your ability to train and grow the talent already on your team. Trust in your team.
- Succession Management is a daily effort. It becomes part of your routine both as management and front-line staff. You’re developing your team, you’re building bench strength throughout the depth of your organization.
- So how do we get started? First you must commit to implementing the program – you may choose to start small, but aim for a comprehensive library-wide program Review you present staff/work requirements Look at your team, appraise the performance of individual departments and employees Assess future staff/work requirements Anticipate future individual potential Analyze your weaknesses and plan how you will close the developmental gaps you discover Then, continuously study and re-evaluate the program The following steps outline the process of creating, establishing and maintaining your succession plan.
- Review your library’s strategic direction. Where are you going? How will your organization and its needs evolve over time? How will you be best prepared? Can your succession plan help to guide your strategic planning efforts?
- Identify critical positions. What are the key roles in the library, and which might be the most difficult to recruit for? Do you have employees already on staff with potential to fill these roles?
- Next, you will analyze these critical positions and their associated competencies. What essential skills will the next generation of library leaders need to succeed? As positions open, will your job descriptions still reflect your library’s needs for sustained performance?
- Then, you can identify competencies common to your key positions. Can you generalize or share your training with other divisions or departments? Where will you need to focus your efforts?
- Develop or update your performance management system. Is your employee assessment process meaningful? Do managers and employees use the tool effectively? How can you improve this system to be more supportive of your planning efforts?
- Now take a good look at your team. Anticipate future vacancies and identify the development pool of employees already on staff. In essence, perform a human resources Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis.
- What’s missing? Diagnose your organization’s development needs and prepare to bridge the gaps you discover.
- Now you’re ready to create and implement your development plans for your high-potential leaders. Take time to mentor your employees as they grow into their expanding responsibilities. Learn from the process, and allow it to evolve.
- And finally, it’s time to rinse and repeat: Continuously review and update your plans. Ensure that the objectives remain clear for stakeholders and team players. Reward successes with further duties. Provide regular feedback and reinforcement. And review and reboot your efforts annually. Following these steps will help to ensure that your plan has a strong framework for success. And now, Susan will demonstrate how our library applied this structure to create our library’s first succession plan.
- Shortly after arriving as Director of the Palatine Public Library District in 2007, the Board expressed concern about backup for the duties of the Director. One of my assigned goals was to create a succession plan. Our purpose was not so much to prepare one or more staff members for potential future promotions, but to improve the depth of competency for performing the duties of the Director while increasing the experience and knowledge base of administrative managers. Whether the purpose is to prepare one or more employees for future promotions or to strengthen the knowledge and experience of employees so library operations are not interrupted, the process and principles are those which Anthony has just discussed. Fortunately at just about the time that I was ready to work on creation of a succession plan, the North Suburban Library System offered a workshop on Succession Planning in the spring of 2008 and I was able to create our plan with the information I gained at that session. After this program we’ll be posting a copy of the entire Succession plan along with the slide show.
- Here is part of the statement in the introduction of our plan. A succession/cross training plan is designed to ensure the continued effective operation of the organization by making provisions for replacement of key staff members, most notably the Library Director.
- My first task was to create a list of ongoing daily, weekly, monthly or quarterly and annual tasks. And to create a list of monthly/quarterly meetings. By the time I was working on this plan I had been at the library long enough to pretty much know the ongoing, recurring tasks that needed to be accomplished. I have since edited the plan, but not much; the duties pretty much remain as first listed. Such lists will assist staff by reminding them of the scope of obligations and responsibilities.
- Identify mission-critical documents. These are the documents and plans that guide and govern library operations. We created a shared online location with a limited number of staff who can access/change documents. This shared location helps to prevent the age-old cry “I know it’s around here somewhere!”
- Mission Critical Documents (hard copies) in Director’s office or elsewhere. Here are some examples of what is in the full plan. LACONI annual survey Leases Vendor records Employee records Copy of annual audit Volunteer records We note document name and location such as file drawer, on shelf, etc in the Director’s office and list person who holds documents not in the Director’s office.
- My next step was to create a list of my critical relationships and contacts. Identify the name of the contact person for each entity. Friends and Foundation Chairs Financial Advisor Banks Networking Groups Attorney Auditor Helps avoid the comment “I don’t know WHO she worked with on that issue!”
- Media contacts – In our organization there had been an issue with few staff knowing the comprehensive list of media contacts – names and phone or email. The plan includes the publication or online source name and email contact information so that any one of us could send out a press release or global announcement in the absence of the communications manager or Director. This information is also potentially useful to the Board in any case where the Board might choose or need to send out a press release.
- Duties and responsibilities So, how does one begin to lay out the essential duties and responsibilities to begin determining who the backup staff member or members will be? Look to the job description. In our case there is a Library Policy that delineates the Duties and Responsibilities of the Director. For each I named the 2 staff members that had some shared role in carrying out the work related to the task or responsibility and so were the most likely to serve as backup. Why 2? It’s often easier to work on something; especially something you are not entirely familiar with another person. I wanted to create an environment where if somehow even I and one other person assigned were not available there would still be someone able to complete the task or fulfill that duty. At your library you may only feasibly have one person to name as a backup so use your libraries structure and staffing level as a guide for determining an optimal number.
- We also have an appendix to our policies titled “The Role of the Director”. This document more clearly spells out those roles for which the Director has both authority and responsibility. For this list I also named 2 staff members to be trained and serve as backup.
- Once the list of duties, tasks and responsibilities is created and backups identified you’ll need to be sure those staff members have the experience and knowledge to do that work if they have to do it without help from the primary, responsible person. As tasks such as policy revision or creation, budget process, levies, ordinances, resolutions etc. come up during the year; the staff named as backups participates in the process. For a couple of items we’ve created checklists or as we call them “cheat sheets” to improve the process of support for completing these tasks. The cheat sheets have even helped me especially when the item is something we just do once per year.
- So how is the plan working? Well, fortunately staff has not had to test this as I have not been absent for any long period. Each time processes are reviewed, the staff indicates their understanding, familiarity and comfort level with the task increases. Training and development via a clear succession plan creates and promotes a very collaborative environment which encourages discussion and overall enhancement of employees’ skills set.
- My presentation will help give you an idea of how a small part of the library’s succession plan has been implemented in a department and its impact. This model is certainly not one-size-fits-all and can be adapted to fit your library’s needs. The Popular Materials Department has a staff of roughly 12 people, which includes 4 librarians and mix of full and part-time staff that work at the Main library and its two branches. We conduct Reader’s Advisory and oversee the fiction collection for all ages (hence, “popular materials” .)
- Here is our final product (show binder): the cross-training manual. To fully reap the benefits of this process, it’s important to begin by clearly establishing your overall purpose or goal and to communicate it with everyone involved. The original goal for our Department Manager stated: “Cross train the Popular Materials Department and branch staff to do essential duties that you (the Dept Manager) conduct and that each of the staff you supervise conducts. Written quarterly reports are due to the Director on September 15 and December 15, 2009, and March and May 1, 2010. Detail who has been trained on which backup duties and who is the primary in each case.” Many of you are probably familiar with creating SMART goals—goals that are specific, measurable, attainable, realistic and timely—and that is the template that was used when creating this goal.
- Just to give you a general sense of the length of time and level of commitment involved, here is a timeline of our progress. So this goal was originally established in the spring of 2009. By Jan 2010, the cross-training was complete for the Department Manager’s major duties. During the spring of 2010, cross-training was expanded to include all department librarians and support staff. The original goal was to establish a back-up for Gayla, our Department Manager, and branches- and it was later expanded to include all the librarians’ tasks and then support staff. Our approach was top-down, but there is no reason why you couldn’t start first with front-line staff. Either approach works.
- Start with general, major work to specific, minor (Start by identifying major jobs (summer reading program subtopics), break down later to minor jobs.)
- This is the cross-training chart that was made by our Department Manager – and it list major tasks by the primary person, duty, training-in-progress, and a “training complete” box. This chart was placed in the manual at the beginning and served as a useful tool for keeping everyone on task with this project. An assigned “keeper of the binder” followed up with staff members and kept this chart up-to-date. The next slide shows the difference between September 2009 and December 2010.
- Here you can see that much more training has been completed <<click>> and a new box was added to show that written instructions were also complete.
- Before beginning, it’s important to establish a template for everyone to use to ensure that formatting and content is consistent and uniform. A blank template is included in our online appendix. This is just one way of doing it. <<Click>> We found that it’s helpful to include the title of the task at the top of the page. <<click>> Next, list the primary staff member responsible for the task, along with the cross-trained back-up person or persons. For some tasks, like storytimes, we have multiple back-ups listed. <<click>> The body of the page includes step-by-step instructions to complete the task. Keep these short with just essentials—bullet points work best. <<Click>> At the bottom, we list the date when the page was last updated. Of course, some of our tasks had to be longer than one page, but shorter is always better.
- Gale’s file- just some of her other tasks. Each file contains a list of instructions.
- How were back-ups selected? The goal is still to have the best trained, qualified and suitable person matched to an assignment while developing others for the future. These are questions that our manager asked when assigning back-ups. She also took our suggestions and preferences into consideration, which is important for staff buy-in.
- Shared drive or S drive is accessible by all staff. We store all the cross-training files here, that way, they are all stored in one central location and are easy to update and view. One hard copy is printed out and left in the department office and at each branch.
- Within the “Cross Training and Procedures” folder, each person in the department has their own folder, along with each branch, including the bookmobile. The index for the hard copy manual is also included. We chose to organize the files by name because that is the easiest way to make sure tasks are filled when a particular person is absent or leaving the organization. The new hire can then be assigned tasks from the previous person, or their tasks can be divided among pre-existing staff. Our hard copy doesn’t have page number, but is cross-indexed by both task and by name. Side tabs by task help to flip quickly to the right subject.
- Don’t celebrate too long because there is more to do.
- Our department updates the cross-training manual in December, a slower time of the year for us. It gives everyone a chance to review their files, make any necessary changes, and refresh themselves about their back-up roles. Then, a new hard copy is printed out.
- As you can tell, this is a time-consuming process and there are a lot of challenges. Challenges include the near-constant fluctuation of tasks in the workplace, as old ways are eliminated and new ways are adopted. Ex: summer reading procedures have changed to online, website redesign changed blogging procedures and created new tasks (bibs), bibs has changed, added winter reading. Staff at all levels in the department are involved and everyone needs to cooperate to make sure deadlines are met.
- This project was in addition to regular duties, so make sure you give staff plenty of time to complete their portions. It helps to assign someone a “keeper” of the binder, who is willing to follow up individually with everyone with friendly reminders. This person also updates the binder as sheets come in and keeps the overall checklist up-to-date. Also, when a staff member leaves the organization, in an ideal situation, you would have him/her update his or her files before leaving. To keep the binder up-to-date, schedule in a time of the year when it will be done.
- Anthony and Susan have already touched upon the benefits of succession planning and cross training, but these are specific benefits that we observed through this process. Boiling your work down to a list of bullet points makes you think about how your work is being done and if things could be done more efficiently. This process helped us to identify inconsistencies between the main library and branches and also made sure everyone is on the same page. Since this binder serves as a department “ready reference” we are able to adapt more quickly during staff turnover and absences.
- For staff buy-in (and believe me, you need it), let staff know about benefits (in terms of professional development, to the library, and to patrons). It will also help if you give staff plenty of time and reminders and aim for creating a rough draft at first, rather than a completely perfect, polished final product. A great benefit is more peace-of-mind when you go on vacation or are absent due to illness or other reasons. Another benefit: sometimes you can choose to be cross-trained in an area of interest. For me, as the teen librarian, it’s not part of my job to do storytimes, which is something I love. Since I have been trained as a storytime back-up, I have much more opportunity to fill in when needed. It’s win-win for everyone.
- Having a well-prepared staff helps create a seamless experience for patrons at the library.
- We have had some staff turnover during this period and a couple new hires. The manual is a handy reference tool for newcomers and it was easy to reassign tasks based on this model. Storytime kerfuffle… <click> Averted! I came to work a couple weeks ago and heard that the babies and toddler storytime was going to be canceled and about 20 toddlers were going to join the 3-5 yr olds storytime. I had about two minutes notice to cover the baby/toddler storytime, but I decided to jump in as a substitute so the older kid’s storytime wouldn’t be disrupted. Since I had been cross-trained, I felt prepared enough to do so. At another time, I was able to refer to the binder to provide a quick answer to my manager, instead of having to dig through files. I seen other staff members and my manager refer to manual on multiple occasions, so it is being used.
- And that brings us to the end of our presentation. Are there any questions for any of us?