For your library
An adaptable framework designed to meet libraries where they are.
Framework Rundown
Read through the sections on this page and learn more about the parts of the process.
Download the framework document at the bottom of the page.
Who's responsible for customer service in libraries?
Everyone! All staff members in the library provide customer servie through their their work, regardless of their specialty.
The framework is designed to get everyone engaged in thinking about and providing good customer service in libraries.
How do we get started?
Form a customer service team with staff from the library who have initiative, follow through, a connection with other staff members, and a genuine interest in customer service!
Try to combine traditional leaders found in leadership roles, such as department heads, with leaders from within--other staff who are competent and well regarded by their peers.
What determines "good" customer service?
It's hard to evaulate customer service without determining what "good" is. However, ideal customer service in action at one library may look different in another on the library. Of course, general tenets, such as courtesy and professionalism, apply regardless, but a deeper dive is helpful.
Libraries can use their guiding documents to start determining what "good" customer service means in their library. Mission and vision statements, long range or stregic plans, and other community-oriented documents or goals can be used to inform what the library considers to be good customer service.
This deep dive will be instrumental in starting a list of customer service principles that can be applied across the library.
Customer service principles?
Yes! These are what each department, position, and person in the library can look to to make decisions, inform their procedures, interactions, and so on. Having principles to apply individually helps staff "see" customer service in their work and figure out how to best serve their community through what they do.
How do we integrate the principles into the day-to-day?
This is where it gets interesting. Engage your staff to find ways to use the principles to inform their work and find out ways that they are already excelling! Send out questionnaires, facilitate group discussions, and have conversations.
Once we complete the steps, that's it, right?
Well, no. Nothing stays the same so learning and changing as a library never ends. Staff leave for other jobs, communites change shape and needs, and the world around us (hello, technology, for example!) is constangly shifting. The process of keeping customer service at is best is an ongoing one.
Once the heavy lift of getting things started, however, is complete, maintenance is easier!
How can we keep the process going?
Keep customer service excellence a priority in the library. This doesn't just mean talking about it at meetings or sendng out emails once in a while. Make it both important and possible for staff to keep going. Here are some ideas:
- Keep a team going, even if it's smaller than when it started.
- Keep it a topic of conversation across the library
- Build in time for continued education, mentorship, and training.
- Empower staff to provide feedback about processes and functions.
- Keep one another accountable--think coaching, not criticism.
- Have leadership demonstrate good customer service and set the tone.
How can we be sure this is realistic?
Set small goals! Libraries are often understaffed and/or overambitious with what they can achieve in a day. The ultimate goal of good or improved customer service can be reached though a series of small steps. focusing on small, attainable goals that are unique to each library can help prevent frustration and bring about real change.