HRM in libraries and information centers by Dr. M. Ishwara Bhat

1. HRM in libraries and information centers by Dr. M. IshwaraBhat BITS Pilani Pilani Campus

2. Paradigm shift in LIS • Natural evolutionary changes : perform old tasks better through the automation of housekeeping tasks such as reference work, bibliographic services, cataloguing, serials, circulation and acquisition, marketing, outreach etc. which are performed more efficiently in an ICT environment • Transformatory changes : on the other hand, include the emergence of new functions arising out of an expanded, demand driven information society, wider and/or interdisciplinary jurisdiction and closer focus on user needs

3. Importance of HRM • In growing knowledge economy, the role of HR is paramount. • Staff can make or mar our libraries. • There are several HRM responsibilities of librarians. • 50% of the cost in libraries goes towards staff.

4. HRM responsibilities of librarians • Placing the right person at the right job; • Orientation to the new staff; • Training library staff for jobs new to them; • Improving the job performance of each staff; • Gaining cooperation and developing smooth working relationship; • Interpreting institution’s policies and procedures; • Controlling staff costs; • Developing the abilities of each person; • Creating and maintaining library department’s morale; • Protecting the health and physical condition of library staff.

5. Technological challenges on HRM • We need HR who can manage both print and electronic resources seamlessly. • We need HR who can envision libraries of the future, design and build them • Users are empowered; many times more knowledgeable and connected than the library staff. • Speed is the mantra. • Pressures of globalization; user expectations rising; puts additional pressure on libraries. • Continuous staff development is the key.

6. Competency skills for new LIS (Ref : Paper by Ajeemsha and Dr Madhusudhan )

7. LIS Education in India • 105 universities offering BLIS ; 78 universities offering MLIS; 21 universities offering integrated MLIS. • Quality issues • Too many students; • Faculty student ratio; • Inadequate qualified faculty; • Inadequate interface with the practicing librarians; • Inadequate teaching laboratories; • Includes many not-so-priority content; • Inadequate IT content • Emphasis on theory; no thrust on practice; • No thrust on research; • Unable to attract bright candidates.

8. Examples of not-so-priority contents • PRECIS and POPSI indexing system • Library development in India with reference to SaraswatiMahal Library, Bhandarkar Oriental Research Institute, Asiatic Library. • Information : Characteristics, Nature, Value and Use. • Transborder data flow, barriers, access, economic, legal, linguistic, and cultural. • Information systems and centres : NAPLIS, NISSAT, UNISIST, INIS, AGRIS, DEVSIS, Institute for Scientific Information • Trends in library classification : CRG, ISKO, FID –CR • Library movement in India, UK and USA. • Library finance (PPBS, ZBB) • Information transfer cycle generation

9. Examples of not-so-priority contents (contd) Paper - Library and the community • Definition and characteristics of information, information flow and transfer (25% weightage). • Information communication channels : Use of information by different user groups, user behavior (25% weightage) • Social issues relating to library and information : Social, cultural, economic and other factors affecting development and use of libraries (25% weightage) • Professional associations and international agencies (ILA, IASLIC, IATLIS, LA, ALA, IFLA, FID, UNESCO, ASLIB etc) and their contribution to the growth of libraries (25% weightage)

10. IT intensity in LIS schools of US (Ref : Study by JamshidBehesti in 2000)

11. Course on Digital Library in Univ. Alberta, Canada By the end of the course, the students should be able to : • Gain a critical understanding of the concepts of and approaches to digital libraries; • Demonstrate an understanding of the issues of information representation, organization, access and retrieval in digital libraries; • Develop methods and skills to analyze and evaluate the major components of digital libraries; • Identify and discuss technical, social, economic and cultural implications of digital libraries; • Develop a small digital library using Open Source software.

12. Work-integrated training in library operations at BITS Pilani (One Year duration) Modules • Library Classification, Cataloguing and Book Preparation • Reference and Information Work • Library automation and web skills • Text Book and Reports Sectional work • Lending • Periodicals & Binding • Book Selection and acquisition • Library marketing and Book weedout processes • Project 1 (Compilation of bibliography) 1 month • Project 2 (Guided research) 2 months • Computer skills (1 month) • Communication skills (1 month)

13. Staff development and training • Professional seminars and conferences; • Training offered by software/hardware vendors; • Reimbursement of course fees; • In-house training; • Hand-holding and mentoring; • Experiment at BITS Pilani; • Job restructuring; • Job rotation.

14. Training areas

15. Performance appraisal • Have systems in place; • Usually done once in a year; • Closed vs Open appraisal; • 360 degree appraisal; • Feedback to the employee is to be given regularly in case of under-achievement; • Appraisal has to be supported by facts and evidence.

16. Motivating library staff • Maslow’s theory of motivation has to be understood • Create a conducive work environment • Have systems in place • Role of Head of the library is vital • Acknowledgement of a work well done; • Effective discipline and punishment; • Treating employees fairly; • Training; • Basing rewards on job performance; • Small steps go a long way; • Giving higher responsibilities/challenging tasks; • Consulting employees in decision making;

17. Motivating the staff (contd) • Restructuring jobs & job rotation; • Solving problems as soon as possible; • Conducting meetings professionally; • One minutes praise; one minute reprimand; • MBWA; • Encourage the staff to try new ways/innovate; • Give credit; help them when they fail; • Physical facilities for the staff; • Working tools such as PCs, internet, scanners, etc; • Best employee of the month award.

18. Maslow’s Pyramid of human needs

19. One Minute Managerby K. Blanchard & S. Johnson(William Morrow, 2003)

20. Career growth opportunities (Ref : IFLA Best Practice Indicators for staff devt.) Transparent policy has to be in place for • Regular learning needs assessment; • Broad range of learning opportunities, both introductory and advanced, be made available; • Organizational commitment to staff development and continuing education; • Wide dissemination of information about courses be made available; • Continuing education (CE) programs designed to meet identified needs; • Documentation of participation of the staff and recognition in career promotion decisions; • Minimum 0.5 to 1.0% of the institutional budget be earmarked for CE;

21. Career growth opportunities (Contd) - About 10% of work hours be provided for attending training programs, workshops, seminars, etc.; • Regular Evaluation of CE and staff development programs; • Research into the efficacy and outcomes of CE and staff development programs.

22. Conclusion • Human resources are the most important resources in our libraries; • Conducive environment is required for developing a high performance culture; • Responsibility lies on the leadership to develop, motivate and get best out of HR; • Training is the key in the new LIS scenario.

23. Thank you email : ibhat@pilani.bits-pilani.ac.in