RFID – an opportunity for transformation
RFID technology is a relatively new phenomenon in UK libraries but it is now beyond the ‘bleeding edge’ experience that those of us had implementing it around 2000. As with all new technologies, initially much of the effort went into the ICT operability itself. This is still a critical success factor. However, the approach I recommend is more holistic in terms of transforming the business through a renewed Vision, strategies, roles, leadership style, work processes, Quality Standards and layout. The following article explains some of these techniques, the impacts for clients and the risks of implementing it only to reduce staffing numbers.
Holistic approach
A Service has to understand what it wanted to achieve through RFID – a vision. To realise this vision, strategies are then designed that redirect the human resources into higher value work such as partnering, learning, reading and literacy projects. In addition, role statements required redesign to reflect their new front-facing role and also the required new attitudes and behaviours. Early lessons pointed to the need for competent ‘hosts’ to provide an improved offer to the ‘check out chick’ version at the desk where interaction is often of low quality.
In addition, work practices around stock handling had to be streamlined to maximise the availability of newly returned stock to the browsing customer which meant a move away from ‘check in’ rooms or pods and also direct return of materials by the customer straight onto trolleys and display fixtures.
In New Zealand – we used a new approach to layout. Manukau Council’s ‘Ideal Library’ was a ground breaking model designed around extensive community consultation. It contained zones; a wine bar with newspapers and lending magazines glass-walled ‘Peaceful Place’ for study and access to Maori collections and a vibrant teenage mezzanine floor.
A new outlook
The implementation model was refined in Wiltshire 2005/6, where we trained the team in process streamlining to reduce barriers for the customer (mainly queue related). Other aspects of project included setting auditable Quality Standards around presentation, merchandising and behaviour and also coaching supervisors to be more business-like in their leadership. In making the customer experience and business objectives central to this work, the one-stop shop team melded with the library staff, the three enormous desks became one smaller counter that deals with exceptions. In addition, the staff who were very keen on the hosting role led the ‘floor walking’ standards and the trained ‘process re-engineers’ smoothed out issues around cash handling, LMS blocks, placing reserved items out in the library for self pick up and stock flow.
More recently in Cornwall, Blackpool and the Fylde College and a central London Service, the implementation approach was even further refined. The aim was to provide customers with options (whether it be enrolment, selection of material or help finding information), either a quick choice or in-depth experience as they required rather than a ‘one size fits all’ approach. This tailoring of services is favoured in business after the 1990s mistake to provide only self services such as in banking. It acknowledges that some people prefer self-service while others require intensive staff help. The physical library was redesigned, in some cases by simply repositioning current fixtures, others by complete refurbishment. Improvements project included defined zones;
- a high-use, quick choice boutique where recently returned items can be displayed immediately where the RFID terminals are positioned prominently as the customer enters (reduces the reshelving task considerably).
- Further browsing boutiques of impulse materials close by for fast reshelving
- Quieter sanctuary zones for study away from the hubbub
- An in-depth desk service located a little way into the library for in depth enquiries and exception circulation.
Unscientific data
Initial reports are of overall positive feedback by customers and staff (with a small amount of expected grumpiness). Libraries often experience a general throughput exceeding 80/90% using these techniques compared to the more normal 70% in the wider Library Service community.
The Risks
Library Services may not yield the best return on the investment by approaching RFID as simply a means to remove the manual handling around circulation. In defining the Vision for your new Service, defining its core business and refining work practices around this to include processes, leadership, behaviour standards and layout, there is an opportunity to transform the offer to the community. Many of these methods involve no cost at all.
Academic libraries, I believe have a good grasp of what opportunities this technology has for the Service transformation in terms of their move to learning spaces. Public Libraries also have a superb opportunity reverse any drop in library use – including borrowing. In South Australia and New Zealand, I have clients with 60% and even 90% of their communities as active borrowers and in many UK services loans as well as visits are on the rise after introducing these simple techniques even before RFID implementation.
There is a risk that leaders see RFID only as an opportunity to make savings for the parent body rather than to reinvest those human resources into strategic work or even the basic tasks currently under-resources such as strategic stock management, product knowledge training and staff development.
As with all new technology, we can be seduced by the technology push or harness it for our own business needs.
Fi Emberton is an independent advisor for businesses and government organisations and specialises in library transformation, with particular interest in advocacy, culture change, stock management and leadership. She has worked as a librarian for over 20 years, most recently as an executive with the State Library of Queensland. She is based in Brisbane and also the UK.
www.embervision.cc
See also
http://www.cilip.org.uk/interests/rfid/rfid2007/documents/RFIDcopyfromGazette27July.pdf
