CASE STUDY: Jackie of All Trades

After meeting with the board and the department heads to apprise them of the pending cuts, Ricca called for an emergency staff meeting.

"I know you've heard the rumors and read whatever was available in the newspapers," she said after staffers had settled into their chairs, "and, unfortunately, most of it is true. The city is very short on money, and our budget probably will take a direct hit. We could lose hours, services, and, I'm sorry to say, staff. Hiring also would be put on hold for a while."

"Is there some kind of emergency plan or something?" asked children's librarian Teri Honnett.

"For a while now I've been considering something, and I think this is the perfect time to implement it," said Ricca. "Despite the budget cuts, I don't want our level of service to diminish, and by that I mean that when patrons come in here looking for something or for help, they get it—every time."

"What if we don't have it?" reference librarian Jackie Keating asked.

"If it's a book, or a magazine, a DVD, or a physical item that we don't have because we can no longer afford it, then there's nothing we can do," said Ricca resignedly. "But if someone comes in with a reference question or needs some other kind of information or simply wants to check out a book we do have, then I want that person exiting the library 100 percent satisfied. In order to do that, you're going to have to learn how to do each other's jobs. I don't want some kid disappointed because the reference librarian can't recommend another book to read when all the Harry Potters are out.

"I know many of you purposely picked a certain expertise, but we can't ignore that we're all librarians, and we should know how to do every job in the library," continued Ricca. "And the time to learn is now, not when you're facing patrons with no clue as to how to help them. To that end, starting next week I'm going to institute rotations among departments: reference staff will spend a day in the children's room, the children's librarians will bone up on using periodical databases, etc.; you get the idea. Even if we weren't facing possible cuts, I still think it would be a good thing for us to do."

"Well what about us being specialists?" Keating said. "I didn't just walk in off the street and jump behind the reference desk; I specialized in reference when getting my MLS. I don't want to be a 'Jackie of all trades.' I don't like kids and don't want to work with them, so I find information for people, which I deeply enjoy. Teri loves kids and is great with them, so she does that. Wouldn't switching those roles lessen service in both areas?"

"At first, probably yes," answered Ricca, "but you weren't born with an MLS. You earned it by learning what was needed to become a reference librarian. You can learn to do something else."

"I know we might be losing money and staff," said Keating, "but that's happened before and we survived without shuffling people all over in jobs they don't want to do. If it ain't broke, you know. Is it really necessary for everyone to know how to do everyone else's job? Does service really benefit?"

By John L. McManus, Director, Millinocket Memorial Library, ME

Ricca is concerned about the impending budget cuts and rightly so. Cuts in the past have meant losses of staff and services. She is well aware that, with the specter of more budget slashing looming, there may be serious consequences for her staff and the level of service provided by the Thatcher Library.

These situations, of course, are ever-present in today's libraries. Municipal governing bodies faced with annual shortfalls see no other solutions but to cut services. It then becomes the responsibility of managers to come up with creative alternatives. Ricca's decision to implement cross-training among her staff is one way of addressing the budget problem. She realizes that there will be an initial tradeoff in the level of service when, for example, the reference librarian takes over the children's librarian's job when necessary.

However, the benefits resulting from cross-training the staff can far outweigh any negative aspects. The minimal, if any, interruption of services would not be a deterrent to adoption of the new system. In contrast, a major benefit that could be derived would be that staff members would learn about what other staffers do in their specialty areas/departments. The oft-times narrow focus of specializations precludes learning about other aspects of the library, thus creating a less than enriching overall level of knowledge of what others do. Fostering an awareness of the big picture, as it were, makes for a more informed and creative staff.

Unfortunately, Ricca has delayed implementing this program until it is almost too late. One could almost call her reaction fairly typical in terms of crisis management. Instead of planning for the bad times during the good times, her planning comes across as a knee-jerk reaction. It would have been better for all concerned if she had started the process earlier, when the crisis was less imminent. Staff members would then come to the realization that the ability to take on another's duties at a moment's notice, in a situation such as long-term illness or maternity leave, and not just in times of budget cuts would definitely enhance the smooth, orderly operation of the Thatcher Library.

Ricca could then ask Keating, who seems extremely averse to learning anything outside of her own specialty, what if the children's librarian were to be suddenly out on long-term leave? Would she refuse to learn something about the position in advance and be able to deliver some level of service? Or would she prefer to take the position over with no previous experience?

As Keating puts it, some positions are only for certain people. If she really does hate kids, then the Children's Room experience may indeed not be for her. However, Ricca must insist that she give the training a chance given the problems of insubordinate behavior that seem to be coming to the surface in her dealings with Keating. If Keating persists in her demands, Ricca will have a major problem on her hands.

Budget reductions and the consequent losses in staff and services are never pleasant experiences. They are, however, a part of a library director's territory. The effects of budgetary cuts can be devastating or almost seamless. It depends on the knowledge and resources of the director and staff. Director Ricca has major problems on her plate. Her cross-training plan would appear to be workable, but the timing of the implementation may create problems with both staff and service.

By Linda Pitts, Circulation Librarian, Westland Area Library, Southwest Public Libraries, Columbus, OH

Ricca's idea of rotation among departments is a good one, but the timing is not. When Honnett asked if an emergency plan existed, Ricca's answer was yes, yet the only thing Ricca brings up in the meeting is her idea about rotating staff. One idea does not equal a plan. Libraries often have disaster plans in place for emergencies and should have in place a plan for dealing with disastrous budget cuts. Ricca's one idea will do little to ease staff fears and insecurity. If you teach someone else how to do your job, have you just trained your own replacement?

Ricca has a clear goal: maintain the level of service despite budget cuts. Most libraries are departmentalized to improve efficiency through specialization of duties. When hiring, you look for staff having the training and experience for a particular position. It's also important for the candidate to have a particular aptitude for the position. For example, the person you hire to work in the children's room not only needs to like children but also often needs creative talent and skills to do children's programs.

After working in a particular department for some time, you become so familiar with the collection that you can often immediately find the answer to a question or easily guide someone to materials of interest. Yes, staff can expand their knowledge and skills, but it takes time and a willingness to learn.

Change such as Ricca is proposing will bring out both the best and the worst in her staff. There are many benefits to cross-training. There is often the feeling among staff that they work harder and better or that their work is more important than that of others. Cross-training can create better team spirit and improve respect and understanding among coworkers. For some it will be an exciting opportunity for them to learn to do something new.

There will be those who will shine as they get an opportunity to demonstrate new abilities and skills. If approached in the right manner and attitude, this plan can revitalize staff and help them think outside the box. It is too bad that Ricca chose such a stressful time to implement this plan, for stress and insecurity about the financial future of the library may prevent staff from approaching new job duties in a positive manner.

There will be staff members, such as Keating, who will be resistant and fearful of change and may actually sabotage Ricca's plan. Any change works best when the staff have an investment in the process. Ricca needs to allow her staff some real input here. For this plan to have any chance Ricca needs to deal with Keating and get her agreement to try to keep an open mind. If Ricca doesn't, Keating will spread her discontent. Also, while evidently there are some people who do not like to work with children, a reference librarian should be giving all customers equal service no matter their age. Keating says she enjoys finding information for people. She needs to be reminded that children are people, too.