DSG Part 6: Growing the Training Lab: We need more trainers!

This era, from about 2009-2011, was a period of rapid expansion and learning for everyone in both the Lab and the libraries. Our libraries needed to know they could book a workshop for their patrons and we could help them with their questions. I started working the maximum number of hours I could, and found I couldn’t keep up with demand from patrons. I spoke to my manager, and the deputy director, who (fortunately!) both agreed with me: The Training Lab needs help!

This is a slow process in libraries, and I was in the heart of new technology, and so I had to be concrete in what I asked for: The Lab needs a faster computer for videos. The Lab workshops are being booked faster than I can teach them, so I need trainers. We need help with data entry on evaluations.

I need assistance teaching our patrons and offering more classes.

This was the biggest ask I had, but I had help: we created a calendar that displayed all the classes and locations where I was currently teaching (I also had a more experienced librarian in the Lab itself for short periods of time, but she managed me, she didn’t teach.) After I showed just one month of the calendar to my manager, she got me a meeting with the deputy director tout suite .

Within about two months, we started the interview process for a library clerk! How exciting!

Well, not really. This was the very first time I would be privy to the hiring process, and since I didn’t know what I was doing, I let it flow. Quickly, I realized that was a mistake.

When people hear that you need a computer trainer, it seems they only focus on the “computer” part. This is a deeply concerning issue to me, and, I believe, to anyone who works with computers. Many people who choose to make data and technology their professions are interested in working with the technology, not the end users. Therefore, many Computer and Information System graduates, in general, don’t make for excellent trainers. They have majored in this because they want to work with the devices, not the people. I took the time to verify this with a CIS graduate and he did agree with that general sentiment!

This is a very important distinction that got lost in the first round of interviewing. Whoo boy.

I’m sure we had many great applicants, and I was fortunate to be a part of the interview process. Since each applicant was well-qualified for the position, it was a matter of who could, Make it work, in the words of Tim Gunn (Project Runway television show). I do not remember specifics of the individuals, except, of course, the person we ended up hiring. He was a fantastic guy and all-around good egg, especially since I was in my first-ever management position. I put management in quotes because I told him upon his exit interview (he went on to bigger and better things!) that managing him was like running a hot knife through butter - it really was that easy.

Interestingly, I had not seen his resume before the first round of interviews. I’m not sure if I just missed it or what, but I could have kicked myself. After that first round, I spoke with my manager and asked if we might talk to more candidates. I did not think any of the others were quite suitable; many of the interviewees were computer majors, and though they had impressive technology chops, I was not as certain of their ability to connect with our general population of students.

At this point, the patrons who were eagerly attending the workshops were generally older, many having adult children and some, even, grandchildren. Allow me to give you a taste of the students attending: during this time, about 2009, I signed up a patron for her first-ever email account. Her birth year was 1919. That is not a typo.

Just imagine your typical computer geek sitting down next to that generation and being able to walk them through searching the Internet, or signing up for email, or explaining this newfangled “Facebook” thing. You can laugh, it’s OK. I did, and so did a friend who works as a tech guy.

So, we all went back to the resume stack and combed through them again. I spied the resume of the first person I would ever have the pleasure of hiring. He was majoring in Communications, with an eye towards getting his MLS. Ah, ha! I wanted to talk to him! I swear I thought my manager looked at me askance, but I was determined to get him in for an interview!

When he came in and we talked, I knew he was the right fit. Great blend of computer skills and (ahem) communication skills. He presented himself well and I knew he’d get tons of experience that would help him if he decided to pursue his Master’s degree.

Once we all got through the hiring process and he was HR-approved with his paperwork, I turned him loose.

Literally. Without much planning or training. I re-read that last sentence and I could facepalm myself, all these years later!

He was fantastic, though, and I learned a lot, too. Within about eight months, he moved on to a different library clerk job, which better fit his decision to pursue the MLS degree. He was a natural fit and when I last saw him all those years ago, he was doing very well. I do hope that has continued!

Of all the things I learned, the biggest one was probably the most apparent: Do not send people out to train if you haven’t trained them yourself. I would never fault you for saying, Duh, Captain Obvious, but I was that new to managing people. I just thought many of the hires would know what I know and be comfortable talking in front of a group of students. I know, I know, I’m facepalming myself right now, again, so you don’t have to do it.

It turns out that what was easy for me, speaking in front of groups, is not easy for a lot of people. With my very first hire having majored in Communications, well, he had experience talking in front of students and groups. For the following years, I would be more regimented in my training, running new hires through a series of steps to help them know what I expected from them, and what they could expect from a workshop. The steps listed here are not exact, but close enough:

1. Here’s your schedule. Classes were booked out over six months in advance, so if you can’t cover a class, just let me know as soon as you can. I’ll cover that class.
2. The class schedule rules over everything in this Training Lab. We cancelled classes for Acts of God and that was it - not even snow stopped us. It was vital to keep the classes going and build interest in the training. If we cancelled a class, there would be less interest in the next one.
3. As a part-time worker, the biggest perk is the ability to request time off - even several weeks, if needed. I have no issue with this, but the sooner you let me know, the better.
4. Here are the handouts for classes. Look them over to be sure you’re familiar with everything. Ask me if you have any questions; let me know if you think something is missing and we’ll discuss it. I’m happy to modify them.
5. After they had a day or two with all the handouts, I’d choose a random one. I’d give them 20 minutes and then I’d come out of my office and into the Lab (we would be the only ones there). The new hire would then teach me, and I’d ask a few common questions, then throw out a few curveballs, just to let them know what happens in class.

The last exercise was, by far, the best, and it came just before they accompanied me to a regular workshop. I was thrilled to be managing wonderful clerks, and they did a super job. However, storm clouds rumbled on the horizon.