Staff Development

and Technology
Training
Lexington Public Library: The Reference Departments Technology Boot Camp
Tonya R. Hensley
3/23/2013
Beth Martin
LIS620

[This action plan details the importance of a continual staff development program
focusing on technological resources. Emphasis is placed on the connection
between knowledgeable personnel, quality service and digital skill sets within the
Lexington Public Library in Lexington, NC]

Staff Development 1

Staff Development and Technology Training

Introduction
Quality professionals must stay abreast of the changing technologies within their field
that will enable them to provide quality customer service to their patrons. With an ever changing
digital landscape found within the public library, knowledgeable library personnel are needed to
disseminate information in all manner of formats. It is essential that libraries formulate a
specific staff development program to continually train technologically literate librarians in
this evolutionary time of reference and information services (Trotta, M., 2011 p. 81-82). Staff
development is defined as the ongoing process that orients , trains and teaches through a
systematic approach, members of libraries to work together to service its customers by reshaping
attitudes and helping staff members become aware of current trends (Trotta, M., 2011, p. 1)
As an employee in the reference department at the Lexington Public Library, which is
part of the Davidson County Public Library System, I wanted to study the feasibility of
implementing a continual training plan. This initiative will help to support the philosophical
attitude of the Davidson County Public Library System. Its mission statement encourages
teamwork through collaboration, delivering excellent services through committed employees
who are sensitive to the needs of our citizens. In addition its mission statement includes in its
goals, to make library materials available to users in an efficient and timely manner and to
increase staffs job skills and knowledge to assist users (Davidson County, 2005, p. 6).
Problem Identification
It has become evident that in a large, energetic and constantly evolving public library
setting, it is difficult for the staff at the Lexington Public Library, the main branch of the
Davidson County Public Library System to maintain a consistent working knowledge of its
technological resources which will enable them to provide reliable service to their community.
How can an effective staff development program be established that will implement continuing

Staff Development 2

educational opportunities, changing technologies and the librarys mission of providing good
quality customer service?
Literature Review
Bizzle. B. (2012). eReader Training: Supporting the Digital Patron. Arkansas
Libraries, 69(2), 18-19. Retrieved from
http://ehis.ebscohost.com.libproxy.uncg.edu/ehost/pdfviewer/pdfviewer?sid=0c1b9ec04b5e-48cf-afc6-2686da2523de%40sessionmgr113&vid=4&hid=105. 23 Mar. 2013.
Found in the journal, Arkansas Libraries, Bizzle focuses on the importance of training
library staff in ever changing environment of eReaders. He provided overwhelming statistical
data on just how fast eBooks are becoming an enormous component of our culture. He reiterates
the contention that library staff should be able to facilitate the transition of print based materials
to electronic formats that will enable patrons to communicate more efficiently. Bizzle further
states that EReading will only be as successful as the efforts put into promoting and supporting
it. For this reason, Bizzles article is a great example of quality library training in a digital
world.
Clark, R. (2013). Lexington Public Library Tech Boot Camp. Lexington, NC.
This letter was served to highlight the initial success of the Lexington Public Librarys
Technology Boot Camp.
Davidson County. (2012). Performance based budgeting annual report 2012. Lexington, NC.
This publication is produced each year and made available for public use. Its purpose is
to adequately explain what performance based budgeting (PBB) is and how each department
within Davidson County government performs based on established goals. One of the most
important features of this resource is to highlight the amount of cost savings each department
contributes to the overall financial health of Davidson County. This work yielded attainable
goals within the public libraries as it relates to technology training.
Davidson County Public Library. (15 Sept. 2005). Davidson county public library system: staff
operations manual. Lexington, NC.
This resource serves as a guide to each employee within the Davidson County Public
Library System as to all policies and procedures. It includes the mission statement as well which
helps to reinforce the main objectives of the library and its commitment of service to the
community.
Goulding. A. (1 Jun., 1995). Investing in public library people. Library Management, 16, 4, 29.
Retrieved from
http://uncg.worldcat.org/oclc/1430364463213&referer=brief_results

http://www.emeraldinsight.com.libproxy.uncg.edu/journals.htm?
articleid=858762&show=html. 23 Mar. 2013.

Staff Development 3

It is Anne Gouldings contention in this article that libraries must invest in their most
important resource-their personnel by equipping them with the most current and productive
education to fulfill the mission of the library. She also relates to the fluidity of how materials are
delivered, its changes to the marketability of resources and how the majority of employees are
considered paraprofessionals, with a lack of professional knowledge that a masters degree
would provide. These evolutionary parameters force libraries to alter its organizational structure
as well as its views on training apparatus to adequately provide the necessary tools for a better
quality product.
Hensley, T. (2013). Lexington public library: the reference departments technology boot camp
survey. Lexington, NC.
This survey was developed to provide sufficient feedback on the areas the staff of the
Lexington Public Library would like to learn more about. This resource was used to create short
mini workshops in an overall staff development program.
Hensley, T. (21 Feb. 2013). The ref. desk. Lexington, NC
This newsletter is used to inform the reference staff at the Lexington Public Library of
new electronic databases and other relevant information related to information and referral
services.
Hensley, T. (2013). Your Davidson County Public Library card-more than just books. Lexington,
NC.
This library guide informs staff members and patrons within the Lexington Public
Library community of the various electronic databases the library offers.
Ishizuka, K. (2006). Come blog with me. School Library Journal, 52(9), 22-23. Retrieved from
http://ehis.ebscohost.com.libproxy.uncg.edu/ehost/pdfviewer/pdfviewer?
vid=5&sid=0c1b9ec0-4b5e-48cf-afc6-2686da2523de%40sessionmgr113&hid=15. 23
Mar. 2013.
This article focused on the Charlotte Mecklenburg Public Library system and their efforts
to train staff members in the world of social media, blogs and wikis. Ishizuka provided
techniques and insights into its structure and how successful the program was.
NCLIVE. (2013). NCLIVE usage statistics. Retrieved from: http://www.nclive.org/usagereports.
22 Mar. 2013.
This report is generated through the NCLIVE website and enables its users to measure
the popularity of its various databases. Each public library within the NCLIVE consortium has
access to these figures which allows them for the evaluation of the success of each resource.
Rubin, R. E. (2010). Foundations of information and library science. (3rd ed). New York, NY:
Neal-Schuman Publishers, Inc.

Staff Development 4

This text provides a great overall foundational perspective of library history, technology
and the changing word of librarianship. Also included for the purposes of this study is the
valuable information on organizational shifts in the library as the need for the addition of
technological resources expands.
St. Lifer, E., & Rogers, M. (1993). ULC study finds libs. invest little in staff development.
Library Journal, 118(14), 112. Retrieved from
http://ehis.ebscohost.com.libproxy.uncg.edu/ehost/pdfviewer/pdfviewer?
vid=6&sid=0c1b9ec0-4b5e-48cf-afc6-2686da2523de%40sessionmgr113&hid=15. 23
Mar. 2013
Found in the Library Journal, this article yielded valuable statistical data on the small
amount of money libraries invest in staff development. Further reading found valid reasons for
the shortfalls in budgets and how these limitations affect service and staff morale.
Trotta, M. (2011). Staff development on a shoestring. New York, NY: Neal-Schuman
Publishers, Inc.
A wonderful resource that provided excellent theories on staff development and its
importance to the mission of the public library. In addition, Trottta gave the reader many helpful
techniques to institute a good quality training program at little cost. This was invaluable as most
library budgets today have miniscule amounts of money to be used on training.
Warnken, P. (July 01, 2004). New Technologies and Constant Change: Managing the
Process. The Journal of Academic Librarianship, 30, 4, 322-327. Retrieved from
http://www.sciencedirect.com.libproxy.uncg.edu/science/article/pii/S0099133304000953
23 Mar. 2013.
Although focusing on the academic library, this article provided insight on the evolution
of library service and how important it is for libraries to stay ahead of technology trends. In
addition, suggestions of policy changes, organizational restructuring and quality of service were
emphasized.
Plan of Action
From the research it is apparent that a correlation between continual training
opportunities and good quality customer service exists. The evolution of digital resources has
altered how information is assimilated and distributed to the community. This prompts a need
for new ways of organization, and the education of the staff highlights the importance of
adequate training for librarians. The emphasis placed on transmitting information electronically
has affected libraries on many levels including: department restructuring, allocation of financial

Staff Development 5

resources, marketing and staff development practices (Warnken, 2004, p.323). The benefits of an
established staff development plan include both better educated library workers composed of
professionals, paraprofessionals and part-time clerks who are better informed on the resources
that the Lexington Public Library has to offer. In addition, the staff must provide a strong
support for a diverse group of library patrons as they transition to technology based resources
(Bizzle, 2012, p.2). It has been my observation that in the community in which the Lexington
Public Library serves, that the vast majority of our patrons expect to find the answer to their
inquiries in a book or printed resource. However it is the job of a good reference department to
help that patron realize that we have a wealth of quality digital sources that would answer their
questions more accurately.
As Anne Goulding indicates in her article, Investing in Public Library People (1995),
when library staffs are properly and adequately trained, it provides an increase in the overall job
satisfaction which will in turn lead to job validation, investment in the mission of the public
library, as well as quality service to the public. The biggest investment libraries can make is to
insure all public staff is adequately trained. Organizational structures shift as less professional
librarians are available. This forces library management to reconsider resources, department
goals and training regiments (Goulding, A., 1995 p.29). A majority of libraries is being staffed
by front line employees without library degrees. It is estimated that 30% of library staff have
less than a MLS. For this reason it is necessary to have more reference training (St. Lifer, E &
Rogers, M. 1993, p. 112). The paraprofessional role as the main staff option causes a shift in the
overall library structure (Goulding, A. 1995, p.3). Management must also realize how these
changes can affect staff on two main levels: physical and mental. As Rubin (2010) contends in
his text, Foundations of Library and Information Science, delivery systems which can have the
potential to alter the overall structural integrity of the library setting. He uses the term techno

Staff Development 6

stress which can manifest within people as they acclimate. Techno stress can cause
psychological symptoms like anxiety as staff adjusts to thoughts of job loss, lack of privacy and
overwhelming amounts of unfamiliar vocabularies as it relates to digital resources (p. 260-262).
As the research suggests, these previously stated factors of digital revolution and a better
educated staff had to be taken into consideration when it was decided that the Lexington Public
Library (LPL) needed a sustainable staff development curricula which would elevate its services
to the public. I found it necessary to analysis the best course of action to attain the goals set
forth. We are required to through the Performance Based Budgeting (PBB) imitative to complete
a set amount of webinars throughout the year. Davidson County offers this program to all of its
departments as a way to be rewarded for meeting established goals within the framework of each
departments mission (Davidson County, 2012 p. 1). One of the main goals for the Davidson
County Public Library System is that each full time staff member should expect to attend a stated
number of trainings and webinars each year. Unfortunately, most classes are chosen just to fill
the requirements and not necessarily to gain knowledge. Also another drawback is that some
topics are not geared toward a real life application within the scope of our jobs. Basically
knowledge not used is lost or ineffective. This failing in training prompted me to research the
viability of creating short workshops with topics that are relevant to our particular library and its
services to the community.
Through further research, I quickly came to the conclusion that a sustainability in-house
method would be the optimal choice. According to the article by Evan St. Lifer and Michael
Rogers (1993) entitled, ULC Study Finds Libraries Invest Little in Staff Development, I found
that less than 1% of budgetary resources are allocated for in-house training. Causes can include
less money received from budgets, closing branches and the re-allocation of funds away from
staff development (p. 112). Moreover, I also discovered that the Public Library of Charlotte and

Staff Development 7

Muhlenberg County initiated technology training within their library system that called for eight
weeks of intensive training centered on social media, blogs and wikis. As revealed in their data,
187 employees took advantage of this unique opportunity with positive results, namely more
confident staff (Ishizuka, K. 2006, p 22-23). This information was vital because I reasoned that
if a larger library system could create in-house instruction, then our smaller system of twelve
could produce quality instruction. The cost savings of onsite training versus offsite webinars as
well as drawing from resources of both human and digital, and even the success of other libraries
make in-house training more feasible for the Lexington Public Library.
The first step in the new staff development training initiative, entitled, Lexington Public
Librarys Technology Boot Camp was to get the approval of my direct supervisor outlining my
ideas. It is vital that any training program should have the influence and support of management
from the very top of the library structure because this will increase the quality of the sessions
(Trotta, 2011, p. 30). I am fortunate to have supervisors who are willing to listen to our ideas and
as present a sound reasoning along with answers to anticipated questions, I usually get
permission to continue. Following the determination that our library would venture forth and
create a staff development program, I decided it would be a great idea to survey the front line
staff. It was one of my goals to involve our staff in each step of the creation process which
would foster a feeling of investing in self-education. Front line staff members are those
employees who have significant and direct access to the public. They operate the service desks
and help to facilitate the transition of educational information to the public. With the structure of
librarianship changing it is vital that these front line employees have the proper training of
electronic resources. As Maria Trotta (2011) points out in her book called Staff Development on
a Shoestring as more opportunities for training are offered, the better staff become as they gain

Staff Development 8

valuable knowledge to improve their skill sets. These skills will ultimately translate into better
quality service (p. 30).
Next, the important step of analyzing the data and formulating classes geared around the
responses received from the surveys. It was decided that we would hold three trial classes and
from there refine our thoughts and plans as to whether to move forward or incorporate other
topics. It is possible that we will have bi-monthly classes over the period of one year. Staff will
be sampled again as to their feelings about the effectiveness of the classes as well as additional
topics areas that staff believe must be incorporated for their own education.
Timeline
I anticipate that the timeframe for creating a sustainable staff development program is
estimated to be around one year. In the first month, I have already gained supervisory approval
to go ahead with a trial series of workshops, as well as created, executed and analyzed a staff
survey (Hensley, T., 2013). Within this same time period I created teaching materials, scheduled
classes and conducted three NCLIVE trainings which include: NCLIVE Basics and the Legal
Reference Center. More classes are scheduled each month. Surveys will be issued at the end the
year which will focus on user knowledge and confidence. At that time, I will meet with my
supervisors to determine if this plan will continue.
Data Collection
The goal of this project is to pinpoint areas that are lacking within the group as a whole,
while forming workshops and training opportunities that would benefit both the staff and the
patron. Research data consisted initially of simple surveys (Hensley, T., 2013) that would
measure staff interest in learning about such technological resources as NCLIVE, downloading
eBooks, creating flyers or slide presentations and using the internet to assist patrons with their
readers advisory needs. From observations of reference desk transactions, input from staff and a
working knowledge of the types of technological resources that are available at our library, I
created the following simple survey for all permanent front line staff to complete.

Staff Development 9

Lexington Public Library

The Reference Departments Technology Boot Camp
Please take the time to fill out the following survey. Circle the topics you would like to learn
more about. If you feel you are proficient in the topic area then circle proficient. Your
responses will be used to craft mini workshops as part of staff development as well as part of my
action project paper. Return completed surveys to Tonya by Friday, Feb. 8, 2013. Thanks in
advance for your help.
______________________________________________________________________________
E-readers/Tablets using Apps
o Digital library Basics
o Downloading
o Proficient
E-readers/Adobe Digital Editions-Nooks
o Digital Library
o Downloading
o Proficient
NCLIVE Databases
o
o
o
o
o
o

Health and Medical

Learning Express Library (testing and career site)
CQ Researcher Online (current issues)
Legal Reference Center
Home Reference Center
Proficient

Websites: Select the level of training requested

o Readers Advisory
o Geographic/mapping
o Proficient
Microsoft Word
o Beginner
o Advanced
o Proficient
Microsoft Publisher
o Beginner-Flyers
o Advanced-Brochures
o Proficient

Staff Development 10

Microsoft Power Point (Presentations)

o Beginners-Flyers
o Advanced-Slide Presentations
o Proficient
General Computer Use (saving documents, organizing files,)
o
o
o
o

Organizing files
Email attachments
Advanced
Proficient

SMART software/SMART boards

o DVD playing
o Connecting patron laptops
o Proficient
Other subjects I would like to know more about
o ___________________________________
o ______________________________________
Data Analysis
The first consideration in analyzing the action plan for the Lexington Public Library was
to research the potential cost savings for implanting an in-house training program. In the text,
Staff Development on a Shoestring, I discovered an estimated figure for out-sourced trainers
which revealed a cost of $1,200 for a two-hour session. I applied the cost I incurred for sessions
and the estimated cost using the same formula was $600.00 (Trotta, 2011, p. 5). After the staff
completed the survey, I was able to obtain valuable guidance in the course I needed to take in
developing a viable training regimen. The vast majority of staff felt they needed assistant with
our large collection of electronic databases found on NCLIVE. Of the ten permanent staff
members sampled, nine returned completed forms. All nine indicated that they wanted further
instruction on some aspects of NCLIVE. In addition, a good number of employees also
indicated that more training on the process of downloading materials to various devices was need
as well. Informal interviews following the three initial classes produced more confident staff

Staff Development 11

members who were eager to learn more about our technological resources. Likewise, they said
they believed their knowledge was increased through this exercise.

Clark, R. (2013). Lexington Public Library Tech Boot Camp. Lexington, NC.

Plans for the Future

It is the goal for the future that I continue offering classes on a bi-monthly basis. Plans
for the next class scheduled for April 2013, will feature a series of health related databases from
NCLIVE and the basics of the NC Digital Library website. It is my intention to continue
offering these classes through the end of the year at which time, I will have the participating staff
members complete a second survey that will help to measure the overall effectiveness of these

Staff Development 12

workshops. While not a survey per se, Rosetta Clark, one of my attendees for both sessions
conveyed her thoughts as to how her professional growth has been helped by these classes.
I plan to focus my attention on the evolution of our digital sources so I can remain current on
technological trends to better serve my staff. In addition, I will also check the NCLIVE
statistical reports each month to determine if usage has increased. I have accessed the February
2013 report and have included it in my paper. This will provide me with measurable figures that
will serve to reinforce the idea that sustainable training opportunities will increase the comfort
level of staff which will lead to a rise in the usage of electronic databases.

Some other goals include incorporating technology into improving customer service
skills and communication between public library departments. As head of the reference
department, I have created an electronic newsletter entitled, The Ref. Desk which has enabled

Staff Development 13

me to relay information concerning new databases and other relevant topics in a more efficient
and timely manner. In addition, I am working toward a library guide detailing all of the
electronic databases our library system owns including an explanation of the types of
information found at each site. I plan to distribute this to each staff member as well as to use as a
marketing tool available to the public. It is my contention that this library guide will generate
interest from both sectors about our digital services prompting possible class topics in addition to
publicly offered workshops.

Hensley,T (21 Feb. 2013). The Ref. Desk. Lexington, NC.

Staff Development 14

Hensley, T (2013). Your Davidson County Public Library card-more than just books. Lexington: NC.

Reflection
As someone who embraces technology and combining new databases with traditional
references sources, it was apparent to me that not every co-worker is as enthusiastic. However it
is vitally important that if we as a public library stay relevant and to reach all segments of the
population, we must embrace technology and integrate our vast electronic resources into our
overall mission of the Davidson County Public Library system. With the increase in mobility of
information, librarians must be willing and knowledgeable about the delivery of data (Bizzle, B.,
2012, p. 18). I feel confident that the efforts made within the main branch of the library system
will transfer to other locations as well and prompt our smaller locations to start something
similar.
This journey has not been without its problems. Some of the difficulties I encountered
had to be employee attitudes and the scheduling of classes. I have received enormous support

Staff Development 15

from upper management. While still in the beginning stages, I am anxious to see the results of
our boot camp. I have been able to observe my students using information from these classes
with their interactions with patrons to provide an improved quality of service. In addition the
classes have given employees an opportunity to meet without the presence of supervisors and
exchange ideas on a number of situations, co-worker to co-worker in an informal and
comfortable setting. This has produced a more cohesive unit which at times has seemed
fragmented. Our exchanges yielded fresh perspectives on the work we do as public servants. I
took forward to see the ideas and improvements these sessions will bring to our library.

References
Bizzle. B. (2012). eReader Training: Supporting the Digital Patron. Arkansas
Libraries, 69(2), 18-19. Retrieved from
http://ehis.ebscohost.com.libproxy.uncg.edu/ehost/pdfviewer/pdfviewer?sid=0c1b9ec04b5e-48cf-afc6-2686da2523de%40sessionmgr113&vid=4&hid=105. 23 Mar. 2013.
Clark, R. (2013). Lexington Public Library Tech Boot Camp. Lexington, NC.
Davidson County. (2012). Performance based budgeting annual report 2012. Lexington,NC.
Davidson County Public Library. (15 Sept. 2005). Davidson county public library system: staff
operations manual. Lexington, NC.
Goulding.A. (June 01, 1995). Investing in public library people. Library Management, 16, 4, 29.
Retrieved from
http://uncg.worldcat.org/oclc/1430364463213&referer=brief_results

http://www.emeraldinsight.com.libproxy.uncg.edu/journals.htm?
articleid=858762&show=html. 23 Mar. 2013.
Hensley, T. (2013). Lexington public library: the reference departments technology boot camp

Staff Development 16

survey. Lexington, NC.

Hensley, T. (21 Feb. 2013). The ref. desk. Lexington, NC.
Hensley, T. (2013). Your Davidson County Public Library card-more than just Books.
Lexington, NC.
Ishizuka, K. (2006). Come blog with me. School Library Journal, 52(9), 22-23. Retrieved from
http://ehis.ebscohost.com.libproxy.uncg.edu/ehost/pdfviewer/pdfviewer?
vid=5&sid=0c1b9ec0-4b5e-48cf-afc6-2686da2523de%40sessionmgr113&hid=15. 23
Mar. 2013
NCLIVE. (2013). NCLIVE usage statistics. Retrieved from: http://www.nclive.org/usagereports.
22 Mar. 2013.
Rubin, R. E. (2010). Foundations of information and library science. (3rd ed). New York, NY:
Neal-Schuman Publishers, Inc
St. Lifer, E., & Rogers, M. (1993). ULC study finds libs. invest little in staff development.
Library Journal, 118(14), 112. Retrieved from
http://ehis.ebscohost.com.libproxy.uncg.edu/ehost/pdfviewer/pdfviewer?
vid=6&sid=0c1b9ec0-4b5e-48cf-afc6-2686da2523de%40sessionmgr113&hid=15. 23
Mar. 2013
Trotta, M. (2011). Staff development on a shoestring. New York, NY: Neal-Schuman
Publishers, Inc.
Warnken, P. (July 01, 2004). New Technologies and Constant Change: Managing the
Process. The Journal of Academic Librarianship, 30, 4, 322-327. Retrieved from
http://www.sciencedirect.com.libproxy.uncg.edu/science/article/pii/S0099133304000953
23 Mar. 2013.