Or: The Library’s Ambassadors
Public services are the activities and operations that bring library staff into regular direct contact with patrons. This includes circulation, reference, online services, bibliographic instruction, serials assistance, government documents, and interlibrary loan/document delivery. These activities are distinct from technical services, which are performed behind the scenes and out of contact with library users.
Human Resources Are Valuable
The cost of hiring, training, and retaining staff — not just librarians, but all staff — makes up the largest part of the budget for most libraries. Since library support staff usually comprise 60% to 80% of the work force, it makes sound fiscal sense to motivate this segment of employees to stay.
There is an even more important reason to motivate library staff: Frontline staff are the face of the library. These are the first people patrons see when they come in the door, and the last ones to assist them as they leave. They are the library’s ambassadors. Their influence is enormous in cementing the impression of the library as a welcoming, enjoyable, and professional place to visit, instead of an unsatisfying, confusing, or negative one.
Frontline workers are not only key to the success of the library; they are also crucial to its operation. Though self-service is popular among some users, many people want and need frontline attention — everything from an explanation of their fines to a good recommendation for a book.
Be Sensitive to Each Staff Member’s Needs
Staff and colleagues may be experiencing varying levels of stress and may be at different places in life. What happens outside of their job will most certainly affect their performance of that job, as well as their interactions with supervisors, peers, and direct reports.
There is no single formula for motivating any employee or group of employees. Some may find sufficient motivation in a simple, private “thank you” for a job well done; others find greater motivation in tangible awards or public recognition. Nevertheless, staff are generally motivated by job satisfaction; organizational growth and development; a positive work environment; and sincere recognition of individual and group achievements.
Motivational Approaches
There are two basic motivational approaches for frontline employees:
- Cross training
- Staff rotation
Not only can these approaches diminish boredom and stagnation, they can create a greater understanding and appreciation for the responsibilities of each position and how they affect the general workflow of the library as a whole. These approaches allow paraprofessionals to determine for which areas of librarianship they are best suited, or if the profession is really for them.
Excellent communication skills are crucial to cultivating positive work attitudes. Supervisors need to listen with empathy and avoid drawing swift conclusions without the support of factual evidence. Skilled supervisors make it a personal policy to praise staff members in public and reprimanded them in private. Scolding frontline staff in front of patrons is not only unseemly, it also diminishes staff morale and the public image of the library. When conflict arises between frontline staff and a patron — even if the patron is in the right — the supervisor has a duty to display tact to ensure the staff member does not lose credibility and the patron does not gain authority over that employee.
Employees tend to feel more motivated when they get to do their best work. Few enjoy being micro-managed, so frontline workers should be afforded some degree of autonomy in carrying out their duties.
They should also, whenever practical, be encouraged to contribute to discussions of procedure. Ask employees how they could make their work more efficient. After all, the staff members who actually perform an activity on a regular basis often know more about it than the supervisor. This in no way suggests that all ideas should be implemented. But consider any suggestions. If an idea is acted upon, acknowledge the employee who offered the suggestion.
Finally, and most importantly, libraries must value and respect staff members and the contributions they make. Without that basic respect and appreciation, library staff will — rightly — feel patronized and manipulated by the administration’s efforts to motivate them.
There are countless ways to motivate frontline employees. Many of the above suggestions can also help motivate behind-the-scenes library staff members, whose work is just as valuable.
Resources for Empowering Frontline Library Staff
- The ABLE Public Services Sequence
- The Reference Interview (2.0 contact hours)
- Evaluating Reference Sources (2.0 contact hours)
- Basic Reference Services (3.0 contact hours)
- Ethics and Public Service (2.0 contact hours)
- Identifying Microaggressions
- A publication of the American Library Association’s Office of Diversity, Literacy and Outreach Services (ODLOS)
- NoveList Plus
- Find fiction reading recommendations for all ages. Search by title, author, genre, or key plot points. Find information about a book series and discussion guides for book groups.
- A great tool for readers’ advisory.
- NoveList K-8 Plus
- For readers in grades K through 8, find fiction and narrative nonfiction reading recommendations by title, author, genre, series, or key plot points. Ready-to-go read-alike lists for popular titles.
- A great tool for school assignments, summer reading, or reading for pleasure.
- Literature Map
- The Tourist Map of Literature
- Enter the name of the author. The closer two writers are on the map, the more likely someone will like both of them. Click on any name to travel along.