In this article, Fi underlines the importance of staff considerations for success in RFID implementation. 60% of your budget goes on staff costs. Attitude, behaviour and a new set of skills is as important as interoperability and IT issues. To secure maximum return on the investment, there are some important issues to take account of around devising strategic outcomes your project, your business case, staff learning and development and enhancing the customer experience.
The article is useful not only for those about to implement RFID but also those who are further down the track.
Pitching your project
OK - you have been seduced by the shiny mechanical toys that are RFID machines and you have decided that they can add to your Service. How to approach securing the funds necessary? Take great care not to over-promise, especially in ‘efficiencies’. Use it as an opportunity to enhance your organisation’s ability to delivery on its priorities. An example comes from one of our clients who based the strategy on providing privacy to those with health problems to borrow material they otherwise might not if faced with a staff member. This was in an area of high health problems. Another was a college with a high rate of overseas students and a smaller number of students with learning disabilities. Based on the RFID machines’ ability to offer a range of language options, simple operation and pictograms/video instructions – and to issue AV material – the college not only funded machines but a refurbishment of the Resource Centre.
In terms of efficiencies it is useful to acknowledge the work that your staff are currently unable to attend to because of being tied up in low level circulation work. This higher value work includes Web 2.0, community engagement projects, stock management and learning/development. Maximising that Human Resource makes economic sense. Try to put forward your funding bid in rational engineering language such as VFM (value for money) or ROI (return on investment). Be specific about what you can promise in return. And don’t forget the power of giving your execs and elected members chance to preen over your new look Service. Even in the simplest version of RFID implementation, the change is dramatic and signals a real change into a contemporary, customer focussed Service.
Another thing around efficiencies is the opportunity for you to refocus the Service and rid yourself of redundant or clunky processes around unnecessary stock movement/ handling, administration and rosters. Too often we see RFID being brought in to the exclusion of these issues resulting in staff remaining tied up in low level work. An holistic approach to the project whereby the team are provided with a new Vision and new set of roles will allow them to critique and revise old processes. When we worked with Cornwall Libraries the staff learned process review techniques that allowed the team to challenge current processes and release staff from low-value work.
An opportunity for staff development
The exciting thing about the information profession currently is the opportunity for a range of work. Only a few years ago, we were saying that the only alternative for a staff member was for front-line work as suppliers in the e-source and book industry took over cataloguing and processing. However, with the advent of Web 2.0, community engagement and customer involvement in decision-making around Services, there is an assured future for a good range of work in libraries and information centres. A leading London borough Service has not only made strong efficiencies for the Council but also has secured substantial funding for further projects that deliver on corporate priorities such as Web development (it’s great to see an information service wrestling back this key library function!) and community engagement.
In terms of the new skills, yes there will be some suspicion ‘on behalf of’ customers by staff that the technology doesn’t suit customers. There may be nervousness around de-skilling. A clear programme of staff re-skilling is required and a pragmatic look at what staff competencies really are. It is not good business sense to place staff with personality problems and lack of social skills into the front-line. Moreover it is a waste of valuable resources not to maximise your most sociable and well-informed staff for front-line duties. Use staff where they will thrive best. Paint a strong picture of the skills and attitudes they will need for the range of new roles ahead. In our staff programmes we expose staff to the new models devised by high-end retailers and service industries using a short walking tour or work experience.
The customer journey
Those of you with Charter Mark will be sharply aware of the refocus towards improving the customer experience through the physical and electronic libraries. RFID allows choice for the customer; to be given in depth help from a staff member of to be left alone. In the ideal RFID scenario, the entrance to any library visit should be clearly promoting your business in large graphics, uncluttered by multiple messages, well lit and be intuitively simple to navigate. Staff presence is key; available but not obtrusive. Simple changes to layout and zoning can simplify the customer journey at very little cost. However, it is staff training that will ensure these changes are properly communicated and more importantly maintained.
In conclusion
RFID allows you a more efficient Service but it is crucial that your clients see it as a better Service in order to maintain the reputation of your organisation. Staff are essential to this.
In focussing on their new roles, ironing out clunky processes and defining new possibilities for Service excellence you will deliver a successful project that will enhance your reputation and that of your executives and will strengthen your position within the organisation.
