growing quality public librarianship in singapore: the ... · 1. introduction to singapore and the...
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All Rights Reserved, National Library Board Singapore
Growing Quality Public Librarianship in
Singapore: the Singapore Experience 提高公共图书馆员的专业素质:新加坡的经验分享
Tay Ai Cheng
郑爱清
Assistant Chief Executive & Chief Librarian
National Library Board Singapore
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All Rights Reserved, National Library Board Singapore
Ou
r ag
en
da
1. Introduction to Singapore and the
National Library Board
2. Challenges facing public libraries
3. Profile of NLB’s libraries & public library staff
4. Importance of training
5. Singapore public librarians’ training and development plan
6. Conclusion
纲要
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A li
ttle
bit
ab
ou
t Si
nga
po
re
关于新加坡
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Total population: 5 million
Population density: 7,257 per sq km
Land area: 714 sq km
A li
ttle
bit
ab
ou
t Si
nga
po
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关于新加坡
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Vision
Readers for Life, Learning
Communities, Knowledgeable
Nation
Mission
Through our libraries, we make knowledge come
alive, spark imagination and
create possibilities
Nat
ion
al L
ibra
ry B
oar
d
国家图书馆管理局
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Chairman
NLB
NLB Board
IT Advisory Committee
Public Library
Advisory Committee
National Library
Advisory Committee
HR Steering
Committee
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Nat
ion
al L
ibra
ry B
oar
d
国家图书馆管理局
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Organisation Chart
组织结构图
Corporate
Development
& Relations
National
Library
Public Library
Services Group
Resource
Discovery
and
Manageme
nt
Technology
&
Innovation
Organisational
Resources &
Resilience
Chairman,
NLB
CE, NLB
Library
Services
Development
Library
Services
Management
Northern
Region
Western
Region Eastern
Region Central
Region
Reading
Initiatives
Public Libraries
Services
Central
Eastern Zone
Northern
Western Zone
PLS Corporate
& Development
Services
Library Collection
Management
Services
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CHALLENGES AT THE PUBLIC LIBRARIES 公共图书馆面临的挑战与对策
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New needs of public
群众的新需求
A convergence of various types of literacies relevant to reading,
writing, interaction and culture across various physical, digital, and
technological platforms
Need to develop relevant library services that satisfy the
transliterate library customer of the future
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Increased usage & engagement of customers at the libraries
图书馆使用量和读者参与度的攀升
• Singapore public libraries experience an increase in loans, visitorship, outreach, advisory, programming.
• However there is no increase in staffing numbers to cope with the increase in workload, due to budget constrains.
2005 2010 Increase
Loans per library 1,361,710 1,510,202 11%
Visitorship per library 1,363,449 1,580,085 16%
Programmes & Outreach activities per library
232 317 37%
Reference enquiries handled per library
749 1,301 74%
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FY % Satisfied (Top
2 Boxes)
FY09 93.5
FY10 95.3
FY11 95.8
• People are more satisfied with libraries BUT they also have higher expectations of our services
Increased expectation of library service by customers
读者对服务水平有更高的期望
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Staff challenges: Bridging the Gaps 挑战:缩小差距
PEOPLE
• Committed & passionate • Over stretched with dev and operational work
•Limited staff development
PROCESSES • ISO certified • Numerous checklists • A lot of time spent on complicated processes
ORGANISATION • Caring and staff oriented •Focus on quantitative KPIs
•Resource Issues •Lack of clarity between jobs, misaligned job titles, norms for job levels
PEOPLE
• Happy & Satisfied Staff • Competent staff trained in required skills
•Recognised and Valued
PROCESSES
• Effective processes encouraging responsibility and accountability
• Effective service delivery matched by job sizing
•Do away with unneccessary processes
ORGANISATION
•Focus on staff development & quantitative key performance indicators
• Clarity in job scopes • Reflective Job Titles • Structured Job rotation
Current situation Desired situation
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PROFILE OF NLB’S PUBLIC LIBRARIES & STAFF 公共图书馆与员工概况
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In 2011, Singapore public libraries reached out to 36million visitors
2011年,新加坡公共图书馆共 吸引了3千6百万人次造访
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CSPL
QUPL
WRL
TPPL
CCKPL
JRL
AMPL
BIPL
BPPL
BBPL
CMPL
JWPL
PRPL
BMPL
CTPL
SRPL
YIPL SBPL
TRL
BEPL
MPPL GEPL
EPPL Regional Libraries
Midsized Libraries
Mall Libraries
SKPL
Wid
e r
eac
h o
f lib
rari
es
普及化的公共图书馆服务
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We operate 7 days a week 我们每周开放7天
• 24 public libraries
-- From 10am to 9pm (Regional & midsized libraries)
-- From 11am to 9pm (Mall libraries)
-- Closed on public holidays
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Wid
e r
eac
h o
f lib
rari
es
普及 化的公共图书馆服务
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Three-tiered public library system 三类型公共图书馆
Regional Library
Three- tiered Library System
Mall library
Midsized library
• Collection of 400,000 to 500,000
• Advisory counters
• Exhibition & programme spaces
• Large seating capacity
• Collection of 150,000 to
200,000
• Minimal programme
spaces
• Pick & Go concept
• Collection of
250,000 to 300,000
• Limited exhibition
& programme
spaces
• Some seating
capacity
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SKPL
Organisation of Public Libraries into 4 regions that support each other
将公共图书馆区分为四大区域相互辅助
CSPL
QUPL
WRL
TPPL
CCKPL
JRL
AMPL
BIPL
BPPL
BBPL
CMPL
JWPL
PRPL
BMPL
CTPL
SRPL
YIPL SBPL
TR
L BEPL
MPPL GEPL
EPPL
Regional Libraries Midsized Libraries Mall Libraries
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Regional Library
区域图书馆
8 Professional librarians
16 Support staff
TOTAL: 24 Staff
Midsized Library
中型图书馆
5 Professional librarians
10 Support staff
TOTAL: 15 Staff
Mall Library 商场型图书馆
No professional
librarians
9 Support staff
TOTAL: 9 Staff
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Staf
fin
g n
um
be
rs in
pu
blic
lib
rari
es
公共图书馆的人员编制
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Org
anis
atio
n o
f P
ub
lic L
ibra
ry G
rou
ps
公共图书馆服务组织结构
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GCE N levels Lowest level entry staff
Ref level 7-9 Team Leader
Diploma level 1 - 5 years of experience
Ref level 10 Library Officer
Ref level 11 Senior Library Officer
Diploma level 5 - 10 yrs of experience
Diploma level > 10 yrs of experience
Ref level 12 Head Library Officer
Graduate level 0-3 yrs experience
Ref level 13-14 Associate librarian
Ref level 15-16 Librarian/ Manager
Ref level 17-18 Senior Librarian/ Snr Manager
Graduate level 5-8 yrs experience
Graduate level >8 yrs experience
Composition of staff at a public library 公共图书馆员工
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Org
anis
atio
n o
f P
ub
lic L
ibra
ry G
rou
ps
公共图书馆服务组织结构
Masters & above 19%
Degree holders
26% Diploma holders
27%
Other non-tertiary
qualifications 28%
Education qualification of staff
in public libraries
员工学历
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19-29yrs 34%
30-39yrs 27%
40-49yrs 16%
50-59yrs 20%
Above 60yrs
3%
<1 yr 21%
1-2yr 28% 3-4yr
20%
5-9yr 14%
>10yr 17%
Length of service for public library staff
Age range of staff in public libraries
Org
anis
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ub
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ibra
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rou
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公共图书馆服务组织结构
员工年龄段
员工服务年资
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Undertaking staff coaching
and management
• Ensuring service standards are adhered to and overseeing
vendor management of shelfreaders, security guards and
cleaners
• Being the interface and primary decision-maker with various
support divisions
Setting up community
partnerships and engagement
Writing and
presenting papers
at multi-platforms
Chairing Meet-The-Customer Sessions
A day in the life of a library manager 图书馆经理的一天
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A day in the life of a public librarian 图书馆员的一天
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Writing reviews
Hosting class visits Conducting
children’s
programmes Conducting
library
workshops
Facilitating
book clubs
Doing outreach
Providing advisory
services
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Work that public library staff also do 公共图书馆员工的其他任务……
Conduct user education
Mass borrowing at schools
Backroom duties
Customer service counters
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1. It is a means to radically
enhance the workforce
productivity and improve
employee retention
2. Survey showed that staff feel that training is just as important a consideration as salary and staff benefits
3. Research shows that 95%
staff felt that their career
prospects were improved when they are given
training
4. Training keeps industries competitive by ensuring that workers have
up-to-date skills.
Importance of training for staff 进行培训的重要性
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NLB won the People Excellence Award 2010 for HR excellence
国家图书馆管理局获得新加坡“人力卓越奖”
• By putting in place a strong mandate for organizational excellence via training, NLB was able to ensure that its staff had the ‘passion to learn and heart to serve the community’.
• The NLB librarian is distinguished by having an inquisitive, creative mind which can help ‘translate our knowledge into services to serve our customers better’
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Informal training 非正式培训 On the job training Buddy scheme Mentoring
Formal training 正式培训 individual training plan Professional development programme
Public librarians go through 公共图书馆馆员需参与
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NLB
’s t
rain
ing
sch
em
es
培训方案
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On-the-job training 在职培训 Usually for new or transferred staff Supervisor of staff will be responsible for training Check-list is issued to trainee to keep track of what’s being learnt
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Info
rmal
tra
inin
g
非正式培训
The new
librarians
assist the
more
experience
librarian in
engaging the
children
during a
storytelling
session.
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Buddy scheme 伙伴计划 Assigned fellow staff to look after new staff for 6 months Help to orientate new staff to working culture and norms
Mentoring
指导型管理 Informally done
Chief executive hosts regular chats with
promising staffers
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Info
rmal
tra
inin
g
非正式培训
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Example: Getting staff ready for the digital lending service 在“出借电子设备”服务推行前,进行培训 • In June 2012, a service to loan out
eReading devices (iPads, kindles & playaways) to the public was started.
• Staff were placed on rotation prior to the launch of the service to learn how to use the equipment themselves.
• A “train-the-trainer” approach was used: Experienced staff were made to share their knowledge with the less experienced staff on the use of digital devices.
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Workshop for seniors on using iPads
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Individual training plan 个人培训计划 Crafted at the beginning of the year between staff and supervisor Mapped against staff’s developmental areas for improvement Includes evaluation by supervisor after the course to ascertain that staff has demonstrated enough evidence to show what they have learnt
Professional Development Programme 专业发展计划 Specially designed courses by the NLB Academy to help boost up knowledge of new librarians on the practical aspects of librarianship Usually taught by senior librarians 32/38
Form
al t
rain
ing
正式培训
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Job rotation
岗位轮换机会 Allows staff to experience new areas of work Staff can rotate to new areas after 2-3 years of work in one section Progression based on experience is also factored
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Pro
fes
sio
nal D
evelo
pm
en
t P
rog
ram
me
专业发展计划
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Career Progression and Job Rotation Track for Public Librarians 职业发展与岗位轮换路线
RL 17 – 18 (7 years and
above)
RL 15 – 16 (5 – 7 years in service Rotational
basis
RL 14 – 15
(3 – 4 years in service)
RL 13 – 14
(0 - 2 years in service)
Generalist
Childrens
Services
Youth
Services
Adult
Services
Branch Manager
Senior Manager Services
Leadership Track
RH Operations
Head
Service Head Services Head
Specialist Track
Senior Librarian Principal Librarian
Service Innovation
Programming
Seniors
Services
Language
Services
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Exposure to management meetings 接触管理层会议 Assign librarians to be minute-takers Allows them an inside to how decision making happens at the senior management levels
Opportunities to attend overseas conferences 参与国际研讨会 Sponsor librarians to attend overseas library
conferences
Network and interact with other librarians 35/38
Pro
fes
sio
nal D
evelo
pm
en
t P
rog
ram
me
专业发展计划
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Appraisal process
评估的过程 Conducted as part of the performance management Beginning of the work year: Planning document Includes key result areas and deliverables to be met Mid-year appraisal is done at the 6th month mark Final year appraisal is done Usually involves staff and the reporting officer and department manager
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Pe
rfo
rman
ce a
pp
rais
al
of
sta
ff
员工的绩效评估
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Future plans 未来计划
• Improving the service excellence culture in public libraries
– Front line staff engagement
– Having dedicated staff to provide more focus to different areas of services e.g. a pool of dedicated public librarians set aside to serve schools
• Equip librarians with skillsets to deal with the digital natives on social media channels
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Contact:
National Library Board 100 Victoria Street #14-01, Singapore 188064
Thank you
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