Strategies and Programming Suggestions
In addition to these two major recommendations, the task force identified several strategies that we believe would improve the climate for inclusiveness throughout CUL. As previously stated, we tried to avoid recommending particular strategies already identified in the SAG report. We realize that this list is far from comprehensive and are certain that a Library Forum Committee could expand it without much difficulty.
The strategies are grouped into two categories: (1) provide opportunities to share information and make connections and (2) support career development. These strategies should be considered by the Library Forum Steering Committee as it identifies ways to fulfill its mission.
CUL staff are dedicated to fulfilling their specific job responsibilities, and many feel pressure on their time that hinders their participation in CUL-wide activities. At the same time, if we are serious in our belief that engaged staff add more value to the organization, we must find ways to encourage and reward the behavior of staff who participate in activities that connect them with others in CUL, who seek greater understanding of the library and its goals and who desire to improve their skills and to develop professionally and individually. When staff feel supported in this way, they are more likely to contribute more.
1. Provide Opportunities to Share Information and Make Connections
a) Senior management should work with middle managers and supervisors to promote the value of greater staff engagement and acknowledge and reward their efforts in this regard. It is important for managers and supervisors to recognize the power of the messages they send staff about the value of participation.
b) Hold meetings in units and departments across CUL, either in conjunction with or in addition to the traditional tours, to explain operations and share best practices. Include a segment for unit/department staff and guests to interact so they can make connections outside their own departments/units. Make a better effort to effectively market these sessions and urge supervisors to encourage their staff, especially new staff, to attend.
c) Develop job- and library-related communities of interest and encourage self-managed action/learning groups. These may be facilitated by a voluntary talent/skills/interest database on the StaffWeb or perhaps on an external social networking site, allowing CUL staff to share their talents and strengths.
d) Help each and every employee understand how he or she is an important part of the CUL community. We are a complicated system with distinct polices and practices based on the terms of our employment as academic or non-academic staff. It is important that all staff understand the different obligations and expectations associated with these terms of employment and how each adds value. This might enable us to avoid misunderstandings. What one employee perceives as a perk might be a condition of employment for another (e.g., professional travel for a librarian.)
e) Enhance the new-employee orientation program.
i. Provide all new CUL staff during orientation with information about both the academic and non-academic human resources policies and practices in CUL.
ii. Assess new staff’s experience with, and perceptions of, CUL after six months on the job by way of either a meeting with a representative from Library Human Resources or a follow-up questionnaire/survey to identify and address concerns of new staff early on.
f) Increase awareness and visibility of social events for library staff.
2. Support Career and Professional Development
a) Ensure that all CUL staff can explore learning and development opportunities. This might include shadowing other staff (“bring your colleague to work day),” workshops, etc. In particular, the library should incorporate technologies, e.g., teleconferencing, to connect CUL staff with professional and career development opportunities within and beyond Cornell.
b) Support mentoring, both formal and informal, and expand the opportunity of mentoring to all CUL staff. We see this as benefiting all involved in the mentoring process.
c) Provide all CUL staff with the opportunity to have a career development conversation with a mentor/guide/expert at least once each year. This is separate from the performance assessment dialog with their supervisors. It could be facilitated by Library Human Resources, perhaps with the assistance of the Library Forum’s Career and Professional Development Committee.
Although we have tried to refrain from repeating recommendations made by SAG, we nevertheless want to emphasize our support for one of them. We believe it is crucial that CUL regularly schedule ClimateQUAL or some equivalent assessment to measure the extent to which CUL staff feel that the organization has achieved and is maintaining a climate of inclusiveness.
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