Developing Library Staff Through Work-based Learning by Barbara Allan

By Barbara Allan

The subject of employees improvement isn't really new to the area of library paintings and its want in ultra-modern info association is not any much less urgent. yet how can a supervisor desire to draw and retain a talented staff within the face of economic constraints, declining or flattened budgets, and downsizing projects?

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Extra info for Developing Library Staff Through Work-based Learning

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0 0 0 D Interpreting the results The main aim of this questionnaire is to encourage you to reflect on how you learn at work. You may find it helpful to work out your score and assess your overall independence in learning. Motivation Add up your three scores. Total score - 0-10 = low independence, 11-20 = moderate independence, 21-30 = high independence Managing your learning Score 1 = never, 2 = rarely, 3 = sometimes, 4 = always Add up your four scores. Total score - 4-7 = low independence, 8-12 = moderate independence, 13-16 = high independence Reflection Score 1 = never, 2 = rarely, 3 = sometimes, 4 = always Add up your three scores.

So began for me an exciting time of learning. I was greatly helped to undertake that job and subsequent work, I increased my self awareness and confidence, developed many skills, and gained new insights into how groups work. . Whetherly (1996) Example An example is an action learning group comprising managers from different library and information services which convenes monthly. It provides a “safe space” for one person to explore and work with a problem or issue. In addition to gaining insights into the particular problem, the whole group has the chance to develop counselling skills, undertake group process work, learn more about how groups work, and gain greater personal awareness.

This activity gave everyone a common language and staff began to ask the team leader to remember their theorist and reflector preferences and to give them more information about the “why” and the “what” when she came in with new ideas or proposals. This improved working relations and the team began to become more productive. Trainers and managers may use this information when they are planning training sessions or work-based activities. They may want to match learning style preferences. Alternatively, they may want to develop areas which are currently underdeveloped.

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