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Old Dominion University Perry Library

Old Dominion University Perry Library. Enhancing Team Dynamics For Excellent Frontline Service: A Practical Approach. Facilitators: Ann Pettingill & Cheryl Foreman. Purpose. Our practical approach: collaborate with the experts HR gave us access to expertise we did not have.

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Old Dominion University Perry Library

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  1. Old Dominion UniversityPerry Library Enhancing Team Dynamics For Excellent Frontline Service: A Practical Approach Facilitators: Ann Pettingill & Cheryl Foreman

  2. Purpose Our practical approach: collaborate with the experts • HR gave us access to expertise we did not have. • Allowed us to enhance connections across campus. • Built an ongoing support network for developing staff & for providing support in other areas as needed.

  3. History • New Library Director • Team building with HR as part of transition in management • Initial Library/HR Partnership Successful • Deterioration of Leadership for Circulation Team • Turnover • Retirement • Unit Staff Turnover • Staff Training Programs in Disarray • Dynamics • Lack of role clarification • Confusion regarding level of problem- solving authority • Increase in Customer Service Issues/Complaints • Potential Solution • Due to earlier success, decided to partner with Human Resources

  4. Partnership Begins… • Contacted H.R. and was referred to Cheryl Foreman, Training & Development Consultant • Discussed the service problems • Discussed the unit, its purpose, obstacles & challenges • Discussed library needs • Agreed to work on a program

  5. Assumptions • We agreed on a set of desired objectives: (based on original assumptions) • Enhanced service levels • Staff ownership of the service environment • Skill building for staff • Effective communication for staff as part of a team • Effective communication between staff and patron • Enhancement of staff problem solving skills • Enhanced sense of team membership for staff

  6. Planning • Identified leadership team • Ann, Cheryl, Dept. Head & Unit Supervisor • Leadership team would meet separately from sessions for : • Scheduling • Planning purposes • Review of progress • Problem Identification/resolution as needed • These meetings would take place throughout duration of program • Agreed program would roll out over 7 month period (May – November 2007) • Agreed that workshops would be 4 hours in length • Programs were held in the afternoon • Designed a measurement process to help assess success of program • Customer Service Comment Cards

  7. Tools – Original Sequence Mission Creation / Objective Identification Enhancing Customer Relations – Part 1 (“If Looks Could Kill” video) Enhancing Customer Relations – Part 2 Personal Style & Communication (MBTI) Effective Communication Skills FISH! Philosophy Problem – Solving Accountability (process customized for department)

  8. Tools – Revised Sequence • Mission Creation / Objective Identification (Affinity Process) • Whale Done! (Ken Blanchard) • FISH! Philosophy • Personal Style & Communication (MBTI) • Effective Communication • Enhancing Customer Relations – Part 1 (“If Looks Could Kill”-video) • Enhancing Customer Relations – Part 2 • Caring Responses • Diffusing Irate Customers • Not getting HOOKED

  9. Tools – Revised Sequence • Problem – Solving : Classroom portion • Using steps to model • Further clarifying problem • Identifying key players & stake holders • 9) Problem – Solving : Practical Application • Continue working through existing problem • Root Cause using Fishbone Cause & Effect Diagram • Tree Diagram to identify required tasks • Action Plan generated from Tree Diagram (tasks)

  10. Key Elements Identified from Mission Statement • Friendly (made you feel welcome) • Committed (attitude reflects such) • Exceptional (willing to go extra mile) • Courteous • Respectful • Prompt • Accurate • Clear

  11. Customer Satisfaction Card Our Goal Is To Provide You Excellent Service… Please Tell Us - How Did We Do?? Ranking: 1 – 5 (1 = exceeded expectations to 5 = unsatisfactory service) • Friendly (made you feel welcome) Comments: ___________________ • Committed (attitude reflects such) Comments: ___________________ • Exceptional (willing to go the extra mile) Comments: ___________________ • Courteous (in your interaction with patrons and each other) Comments: ____________________ • Respectful Comments: ___________________ • Prompt Comments: ___________________ • Accurate Comments: ___________________ • Clear (effectively communicated) Comments: ____________________ Thank You For Your Feedback

  12. Immediate Recognition Program You Got Caught…..Providing Excellent Service Name:________________________ Description of Situation: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Congratulations: __________________ (Signature of Individual giving recognition) • Friendly • Committed • Exceptional • Courteous • Respectful • Prompt • Accurate • Clear

  13. ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP ENTP ESTJ ESFJ ENFJ ENTJ The MBTI Type Table Unit Leader Type: ENTP Team Type: INFP (3) Team members Dept. Head (2) Team members Assoc. Univ. Librarian (1) Team member (1) Team member Uni t Supervisor

  14. MBTI Preferences E  I (Unit Sup.) (1) (1) (4) (3) S  N (Unit Sup.) (3) (1) (1) (1) (2) (1) T  F (Unit Sup.) (3) (2) (1) (1) (1) (1) J  P (Unit Sup.) (2) (2) (2) (2) (1) Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear

  15. INFP Team Type: Strengths/Opportunities for Growth

  16. Outcomes • Defined Mission & Objectives • Customer Service Measures • Incentives • Problem Solving Model • Awareness of Personality Styles • Awareness of Communication Style Differences

  17. Unexpected Challenges & Events • Scheduling prevented everyone from participating • Unscheduled medical leave • Individual illness & loss • Took a while to get back on track

  18. Lessons Learned • Learning about people & leadership needs • What is success & What is failure • Build up problem solving • Cohesiveness in the unit • Significant reduction of customer service responses • “TRUST THE PROCESS” • Succession planning needs are apparent now • Building blocks in place for new leader • Team feels comfortable with H.R. contact • There is value in retaking some of the same courses

  19. Questions??? Cheryl Foreman: Old Dominion University, Human Resources cforeman@odu.edu 757-683-4316 Ann Pettingill: Old Dominion University, University Libraries apetting@odu.edu 757-683-4159

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