As a consultant to the non-profit sector for the past 16 years, I have worked increasingly with public libraries. Recently, I was struck by paradoxical circumstances relating to library customer service. As I receive requests for customer service training by library directors I concurrently am conducting surveys which reveal high levels of patron satisfaction with library service. In one representative library user/non-user study I found Customer Service rated quite high. ( See Table 1).

If customer service scores for library staff are so good...why the focus on customer service training and the concern over customer service?

Several factors come into play as demand grows for more customer service when libraries are already scoring well,:

• I believe library staff are largely dedicated to doing good work, providing good service...and, for many, sharing their passion for books, media and information. Staff are encouraged in this service orientation by their management and boards, “The Customer is King/Queen”, “Do What it Takes”, Etc.
• In the private sector when a customer “demands” a certain level of service, managers determine the cost and attach a price. Customers make the decision as to whether to pay the price or choose to do without. This market “test” quickly establishes parameters for service delivery that constrain the provider.
• Another key difference is the lack of identifiable/quantifiable definitions of success for good customer service. When is enough, enough? No staff person in the “Do What it Takes” culture wants to be accused of shortchanging a customer on service.

• Babysitting
• Everything is Free.
• I expect it now.
• You will do this for me.
• Your time is mine to command.

The results resonate with library staff, yet few directors wants his/her staff reinforcing the expectations noted above. But...the problems go beyond that:

• The opportunity cost of staff overdelivering to one patron at the expense of others
• Staff time spent on activities not part of the Library’s strategic plan.
• Variable service delivery as staff place their own interpretation on service
• Library staff with a particular expertise “show off”..contributing to service delivery other staff can’t replicate.
• “Patron profiling” whereby staff treat certain patrons with “kid gloves”
• Unrealistic expectations become the new “floor” for service standards...
• Staff burnout through pressure of no boundaries

Ironically, library directors responsible for the expenditure of library funds are largely out of the loop on the authorization of these activities which have often evolved quietly under the “cover” of providing good service.

Allowing an unregulated service environment sets library staff up for failure. At some point customers/patrons will develop expectations libraries cannot (or will not) meet. Like the parent suddenly realizing their child is spoiled library staff realize they can’t win this game. But addressing the problem is not optional. When it comes to customer expectations, service providers have only two choices: Meet the expectations or change them.

Establishing an initiative to reconstruct the customer expectations within a library is both manageable and should result in multiple desirable outcomes: Putting the decisionmaker back in control of the service environment, more efficient use of library staff, defined customer services which allows staff training to standard, more consistent, desirable service based on
approved standards and customer satisfaction improvements.

The process to reclaim the service environment incorporates several steps:The first step includes a zero-based review of services. This often yields surprises ...especially if the exercise is thorough and candid. The management team and staff then determine what services should be provided
(Critical to this process is “outside-the-box” thinking that recognizes the library doesn’t need to provide all desired services. For example, to eliminate “babysitting” staff may establish a relationship with local day-cares willing to take drop-off children for an hourly fee.)

Establishing standards follows.In spite of some resistance service providers in the private sector have worked hard over the years to establish standards for many services, from restaurant servers to airline attendants to lawn care workers. Standards allow staff to be trained to deliver services to objective criteria.

Once services are defined and standards set, the library may then evaluate the service delivery. Validating standards, insuring standards yield the level of service envisioned, monitoring effectiveness of staff training and insuring subsequent customer satisfaction efforts reflect a coherent service delivery to standard.

A flexible approach to services/standards includes implementation of ideas already discussed above coupled with a “willingness to change” philosophy based on accomplishing the mission and staying current with customer/patron needs.

All this is not free. Staff training requires money for consultants and time to close the library and bring staff together. Additionally, staff are sometimes resistant to some practices which conflict with their own experience or value systems. While many staff acknowledge the problems of inconsistent service delivery, they may not immediately see their approach to customer service as contributing to that inconsistency.

To build staff consensus around the need to engage in a customer service review, top management commitment is essential, staff training to review the principles behind customer service reconfiguration is helpful and engaging staff in the review/reconfiguration work helps establish ownership of the initiative.

Training patrons isn’t the problem. Patrons are already “trained” to expect current levels of customer service. And, as noted, some are “trained” to ask for more, regardless of the impact on the service environment..or their fellow patrons. The challenge is to “retrain the patron” to new service expectations.

One approach to moving customers to change their expectations uses a Significant Emotional Event. An effective SEE tends to “unstick” the intended audience from its paradigm of rules and opens a window of opportunity by which new rules would be considered. The announcement of a major library plan to review and restructure staff services may serve as an SEE. Another stratagem has to do with a refocusing of benefits on the entire organization and user base. Tactically, this translates to an emphasis on the reconfigured services as designed to insure all patrons are treated well.
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The library continues to be a service-oriented institution. As with all service organizations a set of defined services, boundaries and standards is necessary to optimally deliver customer service. With a plan to build a system of services with standards, boundaries and a flexible plan for adjustment, libraries may emerge more customer service effective than ever.