This article describes the implementation of a comprehensive hiring and training program for library work-study students designed to reduce the time spent on individual training. After staff reductions, Marygrove College Library in Detroit, Michigan, turned to an underutilized resource—work-study students. Formerly, training these students took so much permanent staff time that the library questioned investing so much effort on a contingent work force. With the cuts, the library reconsidered the value of work-study employees and devised a hiring and training program to choose the best candidates for the position and to reduce the effort full-time staff spent training new workers. [ABSTRACT FROM AUTHOR]
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