A Comprehensive Library Staff Training Programme in the - download pdf or read online

By Aileen Wood

ISBN-10: 1843341182

ISBN-13: 9781843341185

This ebook discusses the problems surrounding the implementation and 'selling' of a complete library employees education programme. Importantly, it includes many attempted and demonstrated innovations utilized by the writer; it's also ordinary documentation that readers can use of their personal supplier for education purposes.

  • Covers the different sorts of educating and the professionals and cons of each
  • Discusses the executive position as a metamorphosis agent
  • Shows the way to boost programme targets and measureable outcomes

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Additional info for A Comprehensive Library Staff Training Programme in the Information Age

Example text

Types of appraisal There are various ways in which appraisal can be conducted, from a single review by a senior manager to multi-level, multi-source appraisal, such as full-circle or 360-degree appraisal. Appraisal will include an element of selfassessment for the individual. All forms of appraisal have benefits and drawbacks. Appraisal by line manager Appraisal is conducted between the appraisee and the line manager (immediate or senior line manager). The line manager may seek views from other staff but not as a formalised procedure.

G. telephone). Although the appraisal is a formal activity, the discussion itself should be a free-flowing conversation. Both parties need to have copies of the last appraisal, job description, person specification and any other documents deemed necessary. 6 Barriers and successful appraisals Barriers to effective appraisal Successful appraisal Lack of time and commitment Improved performance Poor planning Increased motivation Too subjective Identifying training need Seeing process as a waste of time Recognising potential Lack of training Focus on career development Fear/seen as punishment Constructive feedback One-way conversation Praise/reward Being over-generous with praise – may not be justified Future expectations Misusing the appraisal to make subordinate look better Problem solving Not wanting to mark staff down Improved working relationships Rewarding staff who have made no significant improvement but have worked hard Formal record of progress and achievements of staff Reflection Appraisals are used to assess an individual’s performance against the previous year’s objectives, as well as setting new objectives for the coming 12 months.

Objective setting Development plans require a number of objectives to be set (objectives are sometimes referred to as goals, targets or aims). g. 3–5 objectives). The plan is not a wish list. The objectives should be SMART. It is preferable to write the objectives using action words like ‘create’, ‘analyse’, ‘evaluate’, ‘demonstrate’; for example, ‘analyse the information audit questionnaire and present the results to the executive board’. Active objectives are easier 52 Performance appraisal to measure.

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A Comprehensive Library Staff Training Programme in the Information Age by Aileen Wood


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