-------- Original Message --------
Subject: Re: Staff performance: checkin rates -- Susan Andrews
Date: Tue, 19 Oct 1999 00:21:45 +0000
From: Mary Niederlander <buffalogal@email.com>

Hi,

While it was never tied to "performance", we did have to do a time study
of
everything we did in a day. I am the only serials specialist in a small
Hospital Medical Library. I timed how long it took me to sort the
journals
from the daily mail, unwrap them, check them in using our Sirsi Unicorn,
automated system, label them and shelve. The average time for 30
journals
was less than 30 minutes, so certainly less than a minute to actually -
"check in" the journal itself. Now if there were problems with the item,
that needed editing, etc., or if barcodes needed to be applied, then the
item could take up to a minute or a little more to check in. But this
was,
MY method, MY rythmn. I was never expected to follow this "time table",
nor
was it ever put into any procedure manual, or job description policy.
There
are many variables to my day, interruptions via the phone, etc..that
could
change the "timing" of processing all the days items received.

I agree with several of the other messages, that this is not something
that
should be tied to "performance" for any employee. Unless, as one
suggested,
you do check-ins yourself on a regular basis, you can't judge weather a
certain employee, is taking an unusually long time, compared to the
other
staff that check in items. It sounds like an assembly line mentality,
and a
per piece, quota, that an employee, should be able to process in day.
That's
no way to build, a happy workplace. Trust in the folk you hire, to do a
good
job, and they will do IT!

Mary Niederlander, Serials Specialist
Kaleida Health
Medical Libraries
Buffalo, NY
buffalogal@email.com

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-------- Original Message --------
Subject: Re: Staff performance: checkin rates -- Lauren Corbett
Date: Mon, 18 Oct 1999 13:28:17 -0500
From: Susan Andrews <Susan_Andrews@TAMU-COMMERCE.EDU>

I have never done this and would not be happy if I had to.  Maybe no one
else has this problem, although I doubt it, but it is rare to have a day
go
by that we don't have to check something in current issues to,
hopefully,
figure out what is going on.  And some days, it seems like everything
that
you touch is a problem.  I *much* prefer accuracy to speed.  There is,
of
course, such a thing as unreasonably slow.  If the checking-in of a
certain
number of magazines regularly takes twice as long as it does everybody
else, you may have a problem.  But, coming up with an actual check-in
rate
seems a little unreasonable to me.

At 09:22 AM 10/15/99 +0100, you wrote:
>-------- Original Message --------
>Subject: Re: Staff performance: checkin rates -- Donnice Cochenour
>Date: Fri, 15 Oct 1999 09:06:21 -0400
>From: Lauren Corbett <lcorbett@odu.edu>
>
>
>I can tell you that the average rate for my staff to do check-in on
>Innovative, printing and applying a label to each issue, without
>barcoding,
>and with most issues not receiving a security strip, is about 3-4
>minutes
>per issue.

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