OPAL: Going the Distance: Mobile Reference

A New Chapter in Customer Service

link to archived presentation on OPAL

notes by Starr Hoffman

7.25.2006

 

save this page as a pdf

 

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presenters:

• Paolo Melillo
• Gregg Gronlund
• Orange County Library System

 

 

Intro

OCLS System

• 14 branches in Orange County Library System
• main branch is in Orlando

 

Observed Patterns of Patron Behavior:

• bypassing reference staff
• go to PCs and use Google

 

Accustomed to Pro-Active Service

• patrons are used to pro-active service from retailers like Home Depot or Walmart
• employees walk up to customers and offer help
• they call for other assistance, check inventory, check in the back, call another location, look online to locate items/information
• this is the culture of customer service which our patrons are used to

 

Customer Service Improvement Programs @ OCLS

• secret shoppers
  • formal agreement with company to provide shoppers/feedback
• diversity training
  • learn to help speakers of other languages
  • learn to help the physically challenged
  • learn about information needs of diverse communities
• self service
  • offer self-checkout at several locations
  • 24/7 online access to databases
  • account management online for patrons
• roving reference
  • proactive: the topic of today's presentation

 

What is Mobile Reference?

• proactive service
  • approach all patrons
  • let them know we're staff
• point-of-need service
  • serve when & where the question is asked
  • answer question there, or physically take patron to another person & repeat question (eliminate patron ping-pong of referrals)
• provide high-tech service
  • keep roving staff communicating with other staff
  • keep roving staff connected to online tools

 

Wireless Communication (Vocera)

Features

• hangs around the neck
• voice-activated / voice recognition dialing
  • single button
  • say name of person/location (dials number)
  • say phone number (dials number)

Uses

• internal staff communication
• send/receive calls outside library
• communicate with other branches
• provides seamless / transitional service for patron
• call for backup service
  • "I have multiple patrons; please come to 2nd floor, in the 300's."
• ask specific staff for help with difficult questions

 

Mobile Team

• asked for staff to volunteer
• team members are mobile during the busiest times of the day (lunch hour, etc.)
• starting points: lobby, stacks, public PCs
• trained to be mobile
  • proactive: approach patrons & offer to help
  • trained to accompany patrons throughout the building
• cross-trained in each collections
  • at least know resources and specialized staff to contact
• promote library
  • see themselves as promoting the library system, not just a collection or a branch
• meet on a monthly basis to identify problems, give feedback
• don't see yourself as pestering patrons (but don't pursue them like a shoe salesman)

 

Jan 2004: started with 4 mobile team members

Jan 2006: grew to 18 mobile team members

 

Wireless Computers

The Need

• needed handheld PC to access resources anywhere in the building
• with Loleta D. Fyan Grant, purchased:
  • tablet PCs
  • pocket PCs (PPCs or PDAs)
  • laptop PCs

 

Equipment Tests

• volunteers submitted reports on each piece of equipment
• ease of access to catalog
• weight of unit
• size / readability of screen (for staff and for patrons)
• user-friendly navigation
• cost (one for each Mobile Team member)
• battery life
• one-hand operation (don't need a table to use it)

 

 

No More Desks

• by December 2004, there was no more downstairs reference desk
• wanted to be at the forefront of th customer experience
• staff on the desk/computer looked "busy" or unapproachable
• replaced the desk with a service point
  • service-oriented
  • staff standing

 

Mobile Reference Service

• April 2005: all staff became mobile (also branch locations)
• system-wide training sessions

Training

• be proactive
• provide point-of-need service
• accompany the patron to resources/people
• cross-training (subjects, collections)
• promote library/staff expertise
• use technology for effective/dynamic service (PPC, Vocera)
• create a mobile environment
• play the part
  • eager to assist
  • positive attitude

 

Mobile Down-Time

(i.e., no patrons to assist)

• 1-3 staff members mobile at one time
• can work on:
  • projects
  • displays
  • shelving
  • weeding
  • INSERT HERE

 

All Staff Trained to be Mobile

• as of April 2005
• Mobile Light: scheduled to a particular service point, but may be anywhere on that floor (also able to escort patrons to other floors)
• Mobile Shifts: scheduled to be mobile; could be anywhere in building, even stairways

 

Mobile Success

• decrease in number of referrals (that is, patrons passed from one staffer to another)
• chart of decrease in number of reference questions resulting in referrals:

 

• chart for mobile success:

 

• reference questions increased in number, while directional remained about the same

 

Testimonials

• "I feel like I have my own personal librarian when I come here."
• "Ths is incredible high-tech service."

 

Mobile Reference: A New Chapter

• mobility will improve our service
• better service keeps us competitive and relevant

 

Secrets of Our Success (Part I)

• wanted to redesign / update / refresh main library (built in 1986) in terms of...
  • physical space
  • customer service

 

Pre-Redesign: Subject Departments

• First Floor: children's, arts/literature
• Second Floor: A/V, social sciences
• Third Floor: business, science
• Fourth Floor: genealogy, law

 

 

Post-Redesign: Service Areas

• First Floor: children's, club central (teens), library central
• Second Floor: reference 2 (dewey in order by #)
• Third Floor: reference 3 (dewey in order by #)
• Fourth Floor: special collections, reference central, all periodicals

 

 

Redesign of Reference Desk

• previously was a physical barrier (click link to see photo)
• new service point (click link to see photo)
  • smaller desk
  • staff stand
  • easier term for patron ("service" vs. "reference")

 

Pre-Redesign Staff

• generalist staff
• primarily within a subject/dept. assignment (6-12 month assignment)
• training/scheduling within the department

 

Post-Redesign Staff

• generalist staff
• primarily within Division of Reference and Information
• training/scheduling within the division
• main library seen just as the largest branch

 

Secrets of Our Success (Part II)

• physical redesign at same time as reference redesign
• based innovative change on existing patterns
  • patterns of patron behavior
  • patterns of staff service

 

Patterns of Patron Behavior: Existing

• high patron traffic area
• circulation staff direct patrons (information desk)
• high traffic in arts/literature stacks on first floor (1/3 of all questions came from this area)
• determined where the need was and what was prime real estate (arts/lit stacks)

 

Patterns of Patron Behavior: Innovation

• relocated most popular materials to former arts/lit stacks
  • all fiction
  • all A/V
• created program/performance space
• displays
• facing-out books
• Club Central
  • teen space for 13-18 only
  • opposite end from children's area

 

Patterns of Patron Behavior: Existing

• patterns of patron traffic:
  • uneven
  • unpredictable

 

Patterns of Patron Behavior: Innovation

• created mobile service
• now had the tools and mobility to keep up with these changing patterns
• staff is able to be where demand is needed

 

Patterns of Staff Behavior: Existing

• traditional references desk customer service
• active, not sedentary

 

Patterns of Staff Behavior: Innovation

• mobile service put in the foreground an already exisiting mobile element of traditional reference service

 

Secrets of Our Success (Part III)

• tested service using a small volunteer team
• listen/respond to team feedback
• encourage volunteers to promote experience

 

Secrets of Our Success (Part IV)

• build on staff's existing dedication to customer service
• build on staff's existing love of reference service
• show more varieties of resources
• emphasize the self-interest element of innovation
  • job security / competitive edge ("keep us important and busy")

 

Secrets of Our Success (Part V)

• built on existing generalist model
• built on existing flexibility in scheduling (across dept./collections)
• experiment with new technologies
• innovation as a job requirement / security (true in any field)
• communicate to staff:

"We have great faith in your service, ability, and desire; therefore we have great faith that we can put you in a collection you're not familiar with, and that you will learn the answers as patrons ask questions."

 

Sample Schedule

• (see powerpoint slide)
• use spreadsheet
• staff print schedule for the day (not for the week)

 

Secrets of Our Success (Part VI)

• use staff to train other staff
• make it fun
  • staff member (aka "Mobilina") presented powerpoint: "Mobile Reference Fun, aka "What's in it for me?"
    • related aspects to baking a cake
  • Melody Mitchell presented powerpoint: "Collection Basics"
    • tackled fear of not knowing enough about particular collections
  • also presented a Reference Interview refresher
  • help with seasonal topics (tax forms, etc.)
  • tips for approaching patrons
    • knee-jerk reaction to "can I help you?" is often "no," but they tend to change their mind in 5-10 seconds
  • safety tips, helpful hints, and ongoing training

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Questions / Answers

note: these Q/A are paraphrased to the best of my ability.

 

Q: How did this impact circulation staff?

A: shelvers use Vocera--it's easier to contact them and/or locate them if they're needed to staff the desk. Also, IT uses Vocera in the main library and also uses it to communicate with branch libraries.

 

Q: How many self check-out stations do you have? Do you need staff to assist with them?

A: Up to 3 stations operating at one time at the main library. Sometimes they are/need to be staffed.

 

Q: How much did you spend on this?

A: We already had a wireless network in place (around 20-30 access points in the main library, which is of thick concrete construction). Vocera cost $20,000 for the server and 75 accounts, and each unit was $350-400, plus $400-2,500 each for PPCs and laptops.

 

Q: Has there been any negative feedback from patrons?

A: It's been overwhelmingly positive.

Early on, some patrons felt it was odd or disconcerting, but once they understood and saw the interesting technology and extensive service, there was no problem.

When we removed the reference desk from the second floor, we initially put nothing in its place; not even a physical service point. The problems were that there was no place for office supplies or staff tools, and there was no physical place for patrons to wait for service if they didn't immediately see a staff member.

We added a small service sign to one of the public use computers and made it a staff workstation.

 

Q: Do you often get asked, "Where is someone who specializes in this subject?"

A: It's not a big problem. We didn't get many requests for specialized service before this. Patrons know or find that any staff member helping them will either find an answer or take them to someone who can help.

 

Q: Do your branches use this service?

A: The branches incorporate these ideas to a smaller extent. The main library is the only location where everyone uses Vocera; the smaller branches don't have as much of a need for it.

 

Q: How did you promote this service?

A: We didn't, we just launched it. (Hence, some patron surprise/confusion at first.)

 

link to UNT Thoughts / Discussion on Mobile Reference

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