The Art of Planning For Library Personnel BY NANCY M. LORENZI, Director Medical Center Libraries University of Cincinnati Cincinnati, Ohio ABSTRACT A review of the planning process for personnel at the University of Cincinnati's new Health Sciences Library is discussed. The staff of two libraries were involved in the plan. The final organizational pattern encompassed present staff plus justification for additional staff who would be necessary in the expanded facility.
IN January 1972 the Medical Center Libraries of the University of Cincinnati consisted of four units: Christ Hospital Institute of Medical Research Library, Cincinnati General Hospital Library, College of Medicine Library, and College of Nursing & Health Library. A new library was under construction, but no projections had been made concerning staff operations. There was no central technical services department. Each library within the system acted independently regarding budgets, acquisitions, cataloging, policies, etc. The four libraries were a system in name only. To determine the extent of services, both informational and technical, within the Medical Center Libraries, we decided to undertake a formal job evaluation. The results of this evaluation could then be used to assist in the organizational planning for the new Health Sciences Library. REVIEW OF LITERATURE Personnel planning should not occur until an evaluation of current functions is known. A review of personnel task evaluation literature tends to focus on staff. Another conflict area regards organization, and still another involves training. Wasserman and Bundy [1] characterize personnel problems as the need to improve understanding of what is requisite in the selection, recruitment, training, and utilization of personnel in the rapidly shifting field of libraries. Smith [2] contends that a new breed of specialist is developing within our library systems. The new breed is found in many fields: for example, the subject specialist knowledgeable in bibliographical characteristics of a specific area; the material specialist,
212
proficient in the management of special materials such as maps, government publications, and multimedia; the information specialist, concerned with adapting new procedures and technologies to information management; and the public librarian in the ghetto community who must mix sociological and psychological concepts. Asheim [3] suggests that library personnel must follow prescribed steps. The steps include: (I) a professional specialist skilled in special subject areas; (2) the librarian skilled in general practice of library science; (3) the library assistant with pre-professional responsibilities, which assumes a bachelor's degree; (4) the technical assistant level where simple, routine tasks in specialized skill areas are projected; and (5) the library clerk, whose typing, filing, and operating of business machines are essential to library operations. We can philosophize about the total library picture, but eventually it is necessary to turn from the macrocosm to our own microcosm. In turning inward, it is necessary to evaluate what occurs in our own library situation. Three of the most common evaluation techniques of library personnel systems are: A. To compile a job task index that will measure the person's degree of involvement with a variety of library tasks. Rothenberg [4] described a survey of over 21,000 health science libraries involving over 4,000 professional and nonprofessional library employees. Based on their survey, library employees were classified into four groups: group 1, high professional job tasks; group 2, low professional job tasks; group 3, high nonprofessional job tasks; and group 4, low nonprofessional job tasks. B. To compare job descriptions with the descriptions prepared by professional associations. The American Library Association published a job description kit [5] which enables the reader to compare his analysis with the descriptions prepared by ALA. C. To study each library separately using a ranking of high, intermediate, and low, to categoBull. Med. Libr. Assoc. 64(2) April 1976
PLANNING FOR LIBRARY PERSONNEL
rize functions for both professional and supportive staff. Hardkopf [6], for example, developed a technique for levels of functions within libraries, which may be divided among five areas: (1) technical services, (2) information services, (3) library development, (4) administration, and (5) staff development. PROJECT DESCRIPTION
Phase I: Job Evaluation All Medical Center Libraries' staff were required to maintain a daily log for two work weeks. The daily log consisted of all activities that the person completed during each working day. Each completed activity plus the time required was listed. If the same task was performed more than once, the time required for the subsequent performances was also listed in minutes after the initial listing. The daily log was not an attempt to discover the tasks each person performed from minute to minute; rather the log served to make staff members aware of how they utilized work time. The daily log was used by staff members to prepare their task list. The task list is a comprehensive list of all tasks performed by each person during a calendar year, but prorated to a one week period. Thus clearing desks and replacing books might account for one hour and twenty minutes while writing an annual report of activities might account for five minutes. After the task lists were completed, a master list of all tasks performed within the Medical Center Libraries was prepared. Then a randomly selected group from the Medical Center Libraries was asked to assign levels of difficulty to each task. At the professional level the highest degree of difficulty was assigned an "A;" the middle degree of difficulty a "B;" and the beginning level of difficulty a "C." At the clerical level an "X" was assigned to the most difficult level, "Y" to the middle level of difficulty, and "Z" to the beginning level (Table 1). After each person independently assigned a letter indicating level of difficulty, then the group developed by consensus the final letter of measure for tasks compiled. Each task indicated on the staff's task lists was assigned a level of difficulty. The levels of difficulty were indicated on a form which included a tabulation of total hours of work performed by professionals and support staff as well as major purposes. Table 2 shows the form utilized by each staff person as well as total time spent. Bull. Med. Libr. Assoc. 64(2) April 1976
By April 1972 the work patterns throughout the Medical Center Libraries system were determined. Table 3 indicates the final tabulation. In several libraries the technical aspects appeared to have the greater emphasis. The percentage of time devoted to information services was below 35% in three of the four libraries. At this point we asked the following questions: How many books were cataloged compared to the amount of time that was devoted to the technical processing area? Why were more reference questions not answered? Lack of staff? Lack of interest on the part of the faculty and students? An immediate and direct outcome of this job evaluation was the creation of a central Technical Services Division for the Medical Center Libraries. The staff of all the units were reorganized so that a centralized unit to acquire and catalog materials for all the libraries would be feasible. By instituting the technical services unit, we were another step closer to our organizational pattern for the new library.*
Phase II: The New Organization After data for the existing operation were available, then ideas could be formulated into a *In order to determine the impact of the creation of the technical services unit on the remainder of the Medical Center Libraries, the job evaluation study was again conducted in May 1973. We determined from this second study that the percent of staff time directed toward information services rose from 9% to 49% within the various units. TABLE 1 LEVELS OF DIFFICULTY OF WORK PERFORMED
PROFESSIONAL: A-Highest degree of difficulty. Policy and decision making, planning, organizing, and supervising overall operations. B-Middle level of difficulty. Skilled professional work such as selection, classification, cataloging, and difficult reference work. C-Beginning level. Routine reference work, preparing book lists and bibliographies.
NON-PROFESSIONAL (CLERICAL): X-Highest degree of difficulty. Difficult clerical assignments such as preparing financial statements and assembling budget data. Y-Middle level of difficulty. Skilled clerical work such as typing catalog cards, booklists, and filing in catalog. Z-Beginning level. Clerical work such as shelving books, charging and discharging, and reinforcing magazines.
213
NANCY M. LORENZI TABLE 2 WORK DISTRIBUTION CHART
NAME:
TITLE:
Major
Contributing
purposes
activities
A
1. Selection 2. Acquisition, classification & cataloging 4. Preparation of cards & materials 5. Maintenance of catalog & materials 6. Circulation 7. Reference & reader services activities Extension 8. (outside) 9. Group activities
2:15
I. Technical Services
II. Information Services III. Library Development
Time spent B C
Time spent
Total
X
Y
Z
Total
:45
1:40 1:45 1:30 :10 :25 :10 :20
8:25
:10
10:00 7:45 1:15
19:10
1:00 :25 1:25
:05
2:55
:45
5:00 5:00
(inside) IV. Administration
10. Personnel 11. Reports; statistics; records 12. Publicity and public relations 1 3. General 14. Departmental
V. Staff Development 15. Professional meetings 16. Professional reading
plan for the new Health Sciences Library. As a result of many discussions we decided that there would be three divisions within the new Health Sciences Library: Division One-Technical Services (acquisitions, cataloging, serials, binding, gifts and exchange, receiving, and shipping); Division Two-Informational Services (interlibrary loans, reference, MEDLINE, circulation, shelving, and photocopies); Division Three-Supportive Services (automation, extension programs, liaison with departmental libraries, educational role of library within the university, history of medicine, media, and grants). (Fig. 1). The persons responsible for each division would report to the Director of Medical Center Libraries, who would be responsible for the Health Sciences Library as well as the College of Nursing and Health, College of Pharmacy, and Christ
214
:10
:10 30:40
:35
:35
6:20
Hospital Institute of Medical Research libraries. The College of Nursing and Health Library and the Christ Hospital Institute of Medical Research Library would not merge into the Health Sciences Library because of geographic location. The College of Pharmacy Library was added to the Medical Center Libraries and will merge with the Health Sciences Library when the entire College of Pharmacy moves to the medical center campus in 1977. The next step was to sketch the job descriptions of the tasks needed to implement the organization. Each position was assigned responsibilities plus a percentage of time allocated to each responsibility. The plan for reorganization, excluding the Office of the Librarian, is detailed in Appendix 1. After the positions were described, university classifications were assigned to each position. Bull. Med. Libr. Assoc. 64(2) April 1976
PLANNING FOR LIBRARY PERSONNEL
WORK PATTERNS AT
Library A
THE
TABLE 3 MEDICAL CENTER LIBRARIES, APRIL 1972
Library B
1
Staff Hrs. & mins.
Library C
4
Hrs. & mins.
2
5 %
totals
Library D
12 Hrs. &
Hrs. &
Hrs. &
mins.
mins.
mins.
80
480
Hrs. per week @ 40 hrs. ea. 40 160 200 I. Technical Services 30:50 77 47:34 29.6 95:39 48 II. Information Services 3:50 9 84:56 53 67:02 33 III. Library Development :50 1.25 1:30 89 1:04 .50 IV. Administration 2:10 5.75 10:45 6.5 11:04 5.50 V. Staff development 1:00 3 4.5 :48 .20 7:15 Rest periods 4 9:15 3.3 4.60 2:00 5:30 Miscellaneous 8.20 3:30 2.3 15:08 Cumulated totals 100 40 100 160 100 200
%
52:15
65
226:18
47
15:45
19.5
171:33
36
-
12
3:24 .5 7 33:00 3 11:18 2 16:00 3.5 8.20 19:00 :30 4 480 80 100 100
9:15 2:15
Administrative Assistont
Department Secretary
FIG. 1.-Organization of the libraries, Medical Center, University of Cincinnati.
Bull. Med. Libr. Assoc. 64(2) April 1976
215
NANCY M. LORENZI
From the outline, detailed job descriptions were developed. The final plan required twenty-six full time equivalent persons (twenty-three for the three divisions plus three in the office of the librarian) and the present staff consisted of fifteen people. It was necessary to negotiate with the university administration for support of this plan. Prior to the negotiation for funds it was essential that the plan be approved through normal university channels. We obtained approval for the classification assignments from the personnel classification officer. Incumbent staff members were requested to indicate their positions of choice in priority order. After present staff were tentatively assigned, conferences were convened with the Vice-President and Director of the Medical Center, the Executive Vice-President for Academic Affairs, Vice-President for Management and Finance, the Dean of the College of Medicine, the Dean of Library Administration, the Chairman of the Medical Center Libraries Committee, and the Director of Medical Center Libraries. After several conferences it was decided that while the plan was excellent, finances were insufficient to establish eleven new staff positions. A three-year plan for implementing the new organizational plan was then approved by the vice-presidential committee. Finances were provided by the College of Medicine to support six new positions, promotions for five staff, plus student assistant money. The one year start-up money from the College of Medicine would be assumed by the total University of Cincinnati budget. When final personnel decisions were made, all positions in technical services and information services were filled. A search for the Coordinator of Supportive Services was begun. Only two positions in the Supportive Services Division were filled-media and history of medicine. EPILOGUE The present organizational structure is the one initially designed. The system is functional, manageable, and supportive of staff and patrons of the Medical Center Libraries. Since implementation we have had only one period of major concern, about five months after the move to the Health Sciences Library. The problem was communication. Within the small units
216
in isolated locations we had become accustomed to communicating on a very informal basis. However, with a more structured and larger facility, the communication patterns required change. The solution to the communications problem was discussed in a full staff meeting. During this special meeting the philosophy of the organizational system was reviewed. After the review all staff were requested to state their perception of the problem. After a period of extended silence, the first concern was stated as communication. At this point all staff members contributed and each concern as stated was written on a blackboard. When all staff concerns were stated, it was suggested that discussion groups be formed to determine a program for communication change. All staff volunteered for the initial discussion groups. After the initial discussion groups offered suggestions, special committees were formed directed toward specific topics. An orientation committee was appointed to plan a program for new staff and a learning experience committee was appointed to develop a program of staff rotation through all departments of the Medical Center Libraries for a better understanding of total work efforts. In changing communication patterns more paper was required but communication did improve.
CONCLUSION Administrative planning for personnel is necessary for all new library facilities, but it is also warranted for all libraries, whether they consist of two or two hundred people. The method selected for use at the University of Cincinnati Medical Center Libraries is a viable alternative to contracting with an outside firm to investigate the organization and function of a library's staff. REFERENCES 1. WASSERMAN, PAUL, and BUNDY, MARY LEE. Manpower blueprint. Libr. J. 92: 197-200, 1967. 2. SMITH, ELDRED. Do libraries need managers? Libr. J. 94: 502-506, 1969. 3. ASHEIM, LESTER E. Education and manpower for librarianship. ALA Bull. 62: 1099-1106, 1968. 4. ROTHENBERG, L. B. et al. A job task index for evaluating professionals in libraries. Libr. Quarterly 41: 320-328, 197 1. 5. AMERICAN LIBRARY ASSOCIATION. Library Administration Division. Job Description Kit. Chicago, 1971. 6. HARDKOPF, JEWEL. Job Analysis. California Public Library Commissions Report No. 3, 1958.
Bull. Med. Libr. Assoc. 64(2) April 1976
PLANNING FOR LIBRARY PERSONNEL APPENDIX 1 STAFF PLAN FOR THE HEALTH SCIENCES LIBRARY DEPARTMENT: TECHNICAL SERVICES 1-1 Technical Services Coordinator: Administration, including budget, policies and procedures, and personnel Reports & statistics Systems and computer applications in the total Tech. Serv. Dept. for all Medical Center Libraries Major problems in cataloging, serials and acquisitions Special projects Education Intra- and extramural activities
1-2 Technical Services, Acquisitions Librarian: Acquisitions procedures, policies, and supervision Acquisitions processing Acquisitions computer activities Budget operations Collection maintenance and building Special projects Reference desk Government documents
30% 5% 30%
55% 10% 10% 5% 5% 5% 10%
1-8 Technical Services, Cataloging Library Assistant 5% 10% 10% 10%
10% 5% 5% 20% 45% 5% 5% 5%
1-3 Technical Services, Acquisitions Library Assistant II: Acquisitions processing, including checking, typing 85% and automated activities 10% Budget checking 5% Circulation desk 14 Technical Services, Acquisitions/Serials Library Assistant II: Receiving & distributing mail for Health Sciences 10% Library 50% Acquisitions mail and business procedures 10% United States Book Exchange, MLA exchanges 30% History of Medicine, Searching assistance 1-5 Technical Services, Serials Library Assistant III: 10% Serials policies & procedures 30% Serials collection control and evaluation 5% Reports and statistics 5% Special projects 15% Supervision/students & serials 5% Reference desk 5% SERLINE 5% Union List corrections/revisions 5% Difficult serials ref. questions
1-6 Technical Services, Serials Library Assistant II: 60% Journal check-in 35% Binding 5% Circulation desk
Bull. Med. Libr Assoc. 64(2) April 1976
1-7 Technical Services, Cataloging Librarian: Cataloging NLM and original including OCLC Supervision/training of staff and students Policies and procedures Special projects Reference desk Revising filing Reports and statistics
II: Searching for correct cataloging information Copy cataloging Ohio College Library Center Filing cards in master file Circulation desk
15% 35% 30% 15% 5%
1-9 Technical Services, Cataloging Librarian (16 hours per week) 100% Original cataloging
DEPARTMENT: INFORMATION SERVICES 2-1 Information Services Coordinator: Administration, including policies, procedures, work flow, reference, etc. Regional library activities, including MEDLINE and interlibrary loan Extramural development programs Educational programs & development of information programs for users in conjunction w/supportive services Reference desk/MEDLINE
Special projects 2-2 Information Services, Circulation Librarian: Development of policies, procedures and new programs for circulation area, including reference collection Student assistants, administration, hiring and scheduling Supervision of shelf reading and stack maintenance Personnel Statistics and reports Working at circulation desk
Special projects Supervision of all photoduplication facilities in HSL
30%
15% 25% 20% 5% 5%
15% 15% 10% 5% 5% 35% 5% 10%
Information Services, Circulation Library Assistant II: 5% Daily equipment checking Circulation desk activities, including patron regis60% tration and identification
2-3
217
NANCY M. LORENZI Photocopy maintenance & billing Maintaining reserve collection Statistics and overdues Reports and special projects Computer activities
10% 5% 10% 5% 5%
2-4 Information Services, Circulation Library Assistant III: (noon to 9 PM position) 70% Circulation desk responsibilities 30% Supervision of students & photocopy 2-5 Information Services, Head Reference Librarian: 25% Bibliographic reference searching 40% MEDLINE and MEDLINE training
Administration, including policies, procedures, 5% scheduling 10% Special projects 10% Reference desk activities 10% Education 2-6 Information Services, Reference Library Assistant III: 10% Bibliographic reference searching 50% MEDLINE and statistics 10% Special projects 30% Reference desk activities 2-7 Information Services, Reference Librarian: (24 hours per week) 50% Bibliographic reference searching 10% Acquisitions/collection building 40% Reference desk 2-8 Information Services, Interlibrary Loan Librarian: 85% ILL, including statistics & reports 10% Reference desk 5% Special projects
2-9 Information Services, Interlibrary Loan Library Assistant I: ILL, including photocopy, TWX, mailing, log, etc. 90% Reference, including pulling, filing, simple verifica10% tion, simple reference 2-10 Information Services, Circulation Library Assistant I: Circulation desk activities 80%
218
Typing and signmaking Special projects Shelving
10% 5% 5%
DEPARTMENT: SUPPORTIVE SERVICES 3-1 Supportive Services Coordinator: Supervision and administration, including policies, 45% procedures, long range plans Grants and obtaining outside funding, including all 25% phases Educational activities coordination, both irti15% tramural and extramural 15% Special projects
3-2 Supportive Services Librarian: Systems and data processing for all MCLs Extramural program
50% 50%
3-3 Supportive Services, Typist II: Typing and secretarial activities for Supportive 45% Services Assisting Medical Center Librarian's Office, 40% including special typing 15% Special projects, including research activities
3-4 Supportive Services, Media Specialist Librarian: Cataloging and computer activities related to all 20% media Media user studies, education & other related spe10% cial projects 20% Acquisition of media materials 10% Information reference desk on media level Administration of media area, including statistics 10% and reports 5% Supervision of media control room 5% Liaison to Biomedical Communications 20% Development of the Learning Resource Center
Supportive Services, History of Medicine Librarian: Development of history of medicine policies and 20% procedures 60% Work with history of medicine collection 10% Special projects, reference desk 3-5
Bull. Med. Libr. Assoc. 64(2) April 1976
IN January 1972 the Medical Center Libraries of the University of Cincinnati consisted of four units: Christ Hospital Institute of Medical Research Library, Cincinnati General Hospital Library, College of Medicine Library, and College of Nursing & Health Library. A new library was under construction, but no projections had been made concerning staff operations. There was no central technical services department. Each library within the system acted independently regarding budgets, acquisitions, cataloging, policies, etc. The four libraries were a system in name only. To determine the extent of services, both informational and technical, within the Medical Center Libraries, we decided to undertake a formal job evaluation. The results of this evaluation could then be used to assist in the organizational planning for the new Health Sciences Library. REVIEW OF LITERATURE Personnel planning should not occur until an evaluation of current functions is known. A review of personnel task evaluation literature tends to focus on staff. Another conflict area regards organization, and still another involves training. Wasserman and Bundy [1] characterize personnel problems as the need to improve understanding of what is requisite in the selection, recruitment, training, and utilization of personnel in the rapidly shifting field of libraries. Smith [2] contends that a new breed of specialist is developing within our library systems. The new breed is found in many fields: for example, the subject specialist knowledgeable in bibliographical characteristics of a specific area; the material specialist,
212
proficient in the management of special materials such as maps, government publications, and multimedia; the information specialist, concerned with adapting new procedures and technologies to information management; and the public librarian in the ghetto community who must mix sociological and psychological concepts. Asheim [3] suggests that library personnel must follow prescribed steps. The steps include: (I) a professional specialist skilled in special subject areas; (2) the librarian skilled in general practice of library science; (3) the library assistant with pre-professional responsibilities, which assumes a bachelor's degree; (4) the technical assistant level where simple, routine tasks in specialized skill areas are projected; and (5) the library clerk, whose typing, filing, and operating of business machines are essential to library operations. We can philosophize about the total library picture, but eventually it is necessary to turn from the macrocosm to our own microcosm. In turning inward, it is necessary to evaluate what occurs in our own library situation. Three of the most common evaluation techniques of library personnel systems are: A. To compile a job task index that will measure the person's degree of involvement with a variety of library tasks. Rothenberg [4] described a survey of over 21,000 health science libraries involving over 4,000 professional and nonprofessional library employees. Based on their survey, library employees were classified into four groups: group 1, high professional job tasks; group 2, low professional job tasks; group 3, high nonprofessional job tasks; and group 4, low nonprofessional job tasks. B. To compare job descriptions with the descriptions prepared by professional associations. The American Library Association published a job description kit [5] which enables the reader to compare his analysis with the descriptions prepared by ALA. C. To study each library separately using a ranking of high, intermediate, and low, to categoBull. Med. Libr. Assoc. 64(2) April 1976
PLANNING FOR LIBRARY PERSONNEL
rize functions for both professional and supportive staff. Hardkopf [6], for example, developed a technique for levels of functions within libraries, which may be divided among five areas: (1) technical services, (2) information services, (3) library development, (4) administration, and (5) staff development. PROJECT DESCRIPTION
Phase I: Job Evaluation All Medical Center Libraries' staff were required to maintain a daily log for two work weeks. The daily log consisted of all activities that the person completed during each working day. Each completed activity plus the time required was listed. If the same task was performed more than once, the time required for the subsequent performances was also listed in minutes after the initial listing. The daily log was not an attempt to discover the tasks each person performed from minute to minute; rather the log served to make staff members aware of how they utilized work time. The daily log was used by staff members to prepare their task list. The task list is a comprehensive list of all tasks performed by each person during a calendar year, but prorated to a one week period. Thus clearing desks and replacing books might account for one hour and twenty minutes while writing an annual report of activities might account for five minutes. After the task lists were completed, a master list of all tasks performed within the Medical Center Libraries was prepared. Then a randomly selected group from the Medical Center Libraries was asked to assign levels of difficulty to each task. At the professional level the highest degree of difficulty was assigned an "A;" the middle degree of difficulty a "B;" and the beginning level of difficulty a "C." At the clerical level an "X" was assigned to the most difficult level, "Y" to the middle level of difficulty, and "Z" to the beginning level (Table 1). After each person independently assigned a letter indicating level of difficulty, then the group developed by consensus the final letter of measure for tasks compiled. Each task indicated on the staff's task lists was assigned a level of difficulty. The levels of difficulty were indicated on a form which included a tabulation of total hours of work performed by professionals and support staff as well as major purposes. Table 2 shows the form utilized by each staff person as well as total time spent. Bull. Med. Libr. Assoc. 64(2) April 1976
By April 1972 the work patterns throughout the Medical Center Libraries system were determined. Table 3 indicates the final tabulation. In several libraries the technical aspects appeared to have the greater emphasis. The percentage of time devoted to information services was below 35% in three of the four libraries. At this point we asked the following questions: How many books were cataloged compared to the amount of time that was devoted to the technical processing area? Why were more reference questions not answered? Lack of staff? Lack of interest on the part of the faculty and students? An immediate and direct outcome of this job evaluation was the creation of a central Technical Services Division for the Medical Center Libraries. The staff of all the units were reorganized so that a centralized unit to acquire and catalog materials for all the libraries would be feasible. By instituting the technical services unit, we were another step closer to our organizational pattern for the new library.*
Phase II: The New Organization After data for the existing operation were available, then ideas could be formulated into a *In order to determine the impact of the creation of the technical services unit on the remainder of the Medical Center Libraries, the job evaluation study was again conducted in May 1973. We determined from this second study that the percent of staff time directed toward information services rose from 9% to 49% within the various units. TABLE 1 LEVELS OF DIFFICULTY OF WORK PERFORMED
PROFESSIONAL: A-Highest degree of difficulty. Policy and decision making, planning, organizing, and supervising overall operations. B-Middle level of difficulty. Skilled professional work such as selection, classification, cataloging, and difficult reference work. C-Beginning level. Routine reference work, preparing book lists and bibliographies.
NON-PROFESSIONAL (CLERICAL): X-Highest degree of difficulty. Difficult clerical assignments such as preparing financial statements and assembling budget data. Y-Middle level of difficulty. Skilled clerical work such as typing catalog cards, booklists, and filing in catalog. Z-Beginning level. Clerical work such as shelving books, charging and discharging, and reinforcing magazines.
213
NANCY M. LORENZI TABLE 2 WORK DISTRIBUTION CHART
NAME:
TITLE:
Major
Contributing
purposes
activities
A
1. Selection 2. Acquisition, classification & cataloging 4. Preparation of cards & materials 5. Maintenance of catalog & materials 6. Circulation 7. Reference & reader services activities Extension 8. (outside) 9. Group activities
2:15
I. Technical Services
II. Information Services III. Library Development
Time spent B C
Time spent
Total
X
Y
Z
Total
:45
1:40 1:45 1:30 :10 :25 :10 :20
8:25
:10
10:00 7:45 1:15
19:10
1:00 :25 1:25
:05
2:55
:45
5:00 5:00
(inside) IV. Administration
10. Personnel 11. Reports; statistics; records 12. Publicity and public relations 1 3. General 14. Departmental
V. Staff Development 15. Professional meetings 16. Professional reading
plan for the new Health Sciences Library. As a result of many discussions we decided that there would be three divisions within the new Health Sciences Library: Division One-Technical Services (acquisitions, cataloging, serials, binding, gifts and exchange, receiving, and shipping); Division Two-Informational Services (interlibrary loans, reference, MEDLINE, circulation, shelving, and photocopies); Division Three-Supportive Services (automation, extension programs, liaison with departmental libraries, educational role of library within the university, history of medicine, media, and grants). (Fig. 1). The persons responsible for each division would report to the Director of Medical Center Libraries, who would be responsible for the Health Sciences Library as well as the College of Nursing and Health, College of Pharmacy, and Christ
214
:10
:10 30:40
:35
:35
6:20
Hospital Institute of Medical Research libraries. The College of Nursing and Health Library and the Christ Hospital Institute of Medical Research Library would not merge into the Health Sciences Library because of geographic location. The College of Pharmacy Library was added to the Medical Center Libraries and will merge with the Health Sciences Library when the entire College of Pharmacy moves to the medical center campus in 1977. The next step was to sketch the job descriptions of the tasks needed to implement the organization. Each position was assigned responsibilities plus a percentage of time allocated to each responsibility. The plan for reorganization, excluding the Office of the Librarian, is detailed in Appendix 1. After the positions were described, university classifications were assigned to each position. Bull. Med. Libr. Assoc. 64(2) April 1976
PLANNING FOR LIBRARY PERSONNEL
WORK PATTERNS AT
Library A
THE
TABLE 3 MEDICAL CENTER LIBRARIES, APRIL 1972
Library B
1
Staff Hrs. & mins.
Library C
4
Hrs. & mins.
2
5 %
totals
Library D
12 Hrs. &
Hrs. &
Hrs. &
mins.
mins.
mins.
80
480
Hrs. per week @ 40 hrs. ea. 40 160 200 I. Technical Services 30:50 77 47:34 29.6 95:39 48 II. Information Services 3:50 9 84:56 53 67:02 33 III. Library Development :50 1.25 1:30 89 1:04 .50 IV. Administration 2:10 5.75 10:45 6.5 11:04 5.50 V. Staff development 1:00 3 4.5 :48 .20 7:15 Rest periods 4 9:15 3.3 4.60 2:00 5:30 Miscellaneous 8.20 3:30 2.3 15:08 Cumulated totals 100 40 100 160 100 200
%
52:15
65
226:18
47
15:45
19.5
171:33
36
-
12
3:24 .5 7 33:00 3 11:18 2 16:00 3.5 8.20 19:00 :30 4 480 80 100 100
9:15 2:15
Administrative Assistont
Department Secretary
FIG. 1.-Organization of the libraries, Medical Center, University of Cincinnati.
Bull. Med. Libr. Assoc. 64(2) April 1976
215
NANCY M. LORENZI
From the outline, detailed job descriptions were developed. The final plan required twenty-six full time equivalent persons (twenty-three for the three divisions plus three in the office of the librarian) and the present staff consisted of fifteen people. It was necessary to negotiate with the university administration for support of this plan. Prior to the negotiation for funds it was essential that the plan be approved through normal university channels. We obtained approval for the classification assignments from the personnel classification officer. Incumbent staff members were requested to indicate their positions of choice in priority order. After present staff were tentatively assigned, conferences were convened with the Vice-President and Director of the Medical Center, the Executive Vice-President for Academic Affairs, Vice-President for Management and Finance, the Dean of the College of Medicine, the Dean of Library Administration, the Chairman of the Medical Center Libraries Committee, and the Director of Medical Center Libraries. After several conferences it was decided that while the plan was excellent, finances were insufficient to establish eleven new staff positions. A three-year plan for implementing the new organizational plan was then approved by the vice-presidential committee. Finances were provided by the College of Medicine to support six new positions, promotions for five staff, plus student assistant money. The one year start-up money from the College of Medicine would be assumed by the total University of Cincinnati budget. When final personnel decisions were made, all positions in technical services and information services were filled. A search for the Coordinator of Supportive Services was begun. Only two positions in the Supportive Services Division were filled-media and history of medicine. EPILOGUE The present organizational structure is the one initially designed. The system is functional, manageable, and supportive of staff and patrons of the Medical Center Libraries. Since implementation we have had only one period of major concern, about five months after the move to the Health Sciences Library. The problem was communication. Within the small units
216
in isolated locations we had become accustomed to communicating on a very informal basis. However, with a more structured and larger facility, the communication patterns required change. The solution to the communications problem was discussed in a full staff meeting. During this special meeting the philosophy of the organizational system was reviewed. After the review all staff were requested to state their perception of the problem. After a period of extended silence, the first concern was stated as communication. At this point all staff members contributed and each concern as stated was written on a blackboard. When all staff concerns were stated, it was suggested that discussion groups be formed to determine a program for communication change. All staff volunteered for the initial discussion groups. After the initial discussion groups offered suggestions, special committees were formed directed toward specific topics. An orientation committee was appointed to plan a program for new staff and a learning experience committee was appointed to develop a program of staff rotation through all departments of the Medical Center Libraries for a better understanding of total work efforts. In changing communication patterns more paper was required but communication did improve.
CONCLUSION Administrative planning for personnel is necessary for all new library facilities, but it is also warranted for all libraries, whether they consist of two or two hundred people. The method selected for use at the University of Cincinnati Medical Center Libraries is a viable alternative to contracting with an outside firm to investigate the organization and function of a library's staff. REFERENCES 1. WASSERMAN, PAUL, and BUNDY, MARY LEE. Manpower blueprint. Libr. J. 92: 197-200, 1967. 2. SMITH, ELDRED. Do libraries need managers? Libr. J. 94: 502-506, 1969. 3. ASHEIM, LESTER E. Education and manpower for librarianship. ALA Bull. 62: 1099-1106, 1968. 4. ROTHENBERG, L. B. et al. A job task index for evaluating professionals in libraries. Libr. Quarterly 41: 320-328, 197 1. 5. AMERICAN LIBRARY ASSOCIATION. Library Administration Division. Job Description Kit. Chicago, 1971. 6. HARDKOPF, JEWEL. Job Analysis. California Public Library Commissions Report No. 3, 1958.
Bull. Med. Libr. Assoc. 64(2) April 1976
PLANNING FOR LIBRARY PERSONNEL APPENDIX 1 STAFF PLAN FOR THE HEALTH SCIENCES LIBRARY DEPARTMENT: TECHNICAL SERVICES 1-1 Technical Services Coordinator: Administration, including budget, policies and procedures, and personnel Reports & statistics Systems and computer applications in the total Tech. Serv. Dept. for all Medical Center Libraries Major problems in cataloging, serials and acquisitions Special projects Education Intra- and extramural activities
1-2 Technical Services, Acquisitions Librarian: Acquisitions procedures, policies, and supervision Acquisitions processing Acquisitions computer activities Budget operations Collection maintenance and building Special projects Reference desk Government documents
30% 5% 30%
55% 10% 10% 5% 5% 5% 10%
1-8 Technical Services, Cataloging Library Assistant 5% 10% 10% 10%
10% 5% 5% 20% 45% 5% 5% 5%
1-3 Technical Services, Acquisitions Library Assistant II: Acquisitions processing, including checking, typing 85% and automated activities 10% Budget checking 5% Circulation desk 14 Technical Services, Acquisitions/Serials Library Assistant II: Receiving & distributing mail for Health Sciences 10% Library 50% Acquisitions mail and business procedures 10% United States Book Exchange, MLA exchanges 30% History of Medicine, Searching assistance 1-5 Technical Services, Serials Library Assistant III: 10% Serials policies & procedures 30% Serials collection control and evaluation 5% Reports and statistics 5% Special projects 15% Supervision/students & serials 5% Reference desk 5% SERLINE 5% Union List corrections/revisions 5% Difficult serials ref. questions
1-6 Technical Services, Serials Library Assistant II: 60% Journal check-in 35% Binding 5% Circulation desk
Bull. Med. Libr Assoc. 64(2) April 1976
1-7 Technical Services, Cataloging Librarian: Cataloging NLM and original including OCLC Supervision/training of staff and students Policies and procedures Special projects Reference desk Revising filing Reports and statistics
II: Searching for correct cataloging information Copy cataloging Ohio College Library Center Filing cards in master file Circulation desk
15% 35% 30% 15% 5%
1-9 Technical Services, Cataloging Librarian (16 hours per week) 100% Original cataloging
DEPARTMENT: INFORMATION SERVICES 2-1 Information Services Coordinator: Administration, including policies, procedures, work flow, reference, etc. Regional library activities, including MEDLINE and interlibrary loan Extramural development programs Educational programs & development of information programs for users in conjunction w/supportive services Reference desk/MEDLINE
Special projects 2-2 Information Services, Circulation Librarian: Development of policies, procedures and new programs for circulation area, including reference collection Student assistants, administration, hiring and scheduling Supervision of shelf reading and stack maintenance Personnel Statistics and reports Working at circulation desk
Special projects Supervision of all photoduplication facilities in HSL
30%
15% 25% 20% 5% 5%
15% 15% 10% 5% 5% 35% 5% 10%
Information Services, Circulation Library Assistant II: 5% Daily equipment checking Circulation desk activities, including patron regis60% tration and identification
2-3
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NANCY M. LORENZI Photocopy maintenance & billing Maintaining reserve collection Statistics and overdues Reports and special projects Computer activities
10% 5% 10% 5% 5%
2-4 Information Services, Circulation Library Assistant III: (noon to 9 PM position) 70% Circulation desk responsibilities 30% Supervision of students & photocopy 2-5 Information Services, Head Reference Librarian: 25% Bibliographic reference searching 40% MEDLINE and MEDLINE training
Administration, including policies, procedures, 5% scheduling 10% Special projects 10% Reference desk activities 10% Education 2-6 Information Services, Reference Library Assistant III: 10% Bibliographic reference searching 50% MEDLINE and statistics 10% Special projects 30% Reference desk activities 2-7 Information Services, Reference Librarian: (24 hours per week) 50% Bibliographic reference searching 10% Acquisitions/collection building 40% Reference desk 2-8 Information Services, Interlibrary Loan Librarian: 85% ILL, including statistics & reports 10% Reference desk 5% Special projects
2-9 Information Services, Interlibrary Loan Library Assistant I: ILL, including photocopy, TWX, mailing, log, etc. 90% Reference, including pulling, filing, simple verifica10% tion, simple reference 2-10 Information Services, Circulation Library Assistant I: Circulation desk activities 80%
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Typing and signmaking Special projects Shelving
10% 5% 5%
DEPARTMENT: SUPPORTIVE SERVICES 3-1 Supportive Services Coordinator: Supervision and administration, including policies, 45% procedures, long range plans Grants and obtaining outside funding, including all 25% phases Educational activities coordination, both irti15% tramural and extramural 15% Special projects
3-2 Supportive Services Librarian: Systems and data processing for all MCLs Extramural program
50% 50%
3-3 Supportive Services, Typist II: Typing and secretarial activities for Supportive 45% Services Assisting Medical Center Librarian's Office, 40% including special typing 15% Special projects, including research activities
3-4 Supportive Services, Media Specialist Librarian: Cataloging and computer activities related to all 20% media Media user studies, education & other related spe10% cial projects 20% Acquisition of media materials 10% Information reference desk on media level Administration of media area, including statistics 10% and reports 5% Supervision of media control room 5% Liaison to Biomedical Communications 20% Development of the Learning Resource Center
Supportive Services, History of Medicine Librarian: Development of history of medicine policies and 20% procedures 60% Work with history of medicine collection 10% Special projects, reference desk 3-5
Bull. Med. Libr. Assoc. 64(2) April 1976
