Training for Part‐time and Temporary Workers

Citation

Pinder, C. (1999), "Training for Part‐time and Temporary Workers", Library Review, Vol. 48 No. 1, pp. 48-49. https://doi.org/10.1108/lr.1999.48.1.48.6

This valuable addition to the growing series of Library Training Guides focuses on a group of staff whose training needs generally do not seem to have exercised the minds of their managers significantly. Often thrown into the breach to keep the service going, there is little evidence that they are accorded the sort of training and development opportunities that their full‐time colleagues are offered. As this sector of the workforce gains in size it is essential that their specific training demands are met or the possibility of a two‐tier service is all too likely, an outcome which somewhat defeats the objective of their employment in the first place.

It is clear from the evidence supplied by the authors that part‐time and temporary workers feel, and are seen as, peripheral to the organisation which employs them. Yet the users of the service provided by the organisations in which they work will not, and cannot, distinguish between them and their full‐time colleagues. These people will feel entitled to consistent treatment whichever member of staff they are dealing with. Herein lies the paradox! The difficulties are compounded by evidence that suggests that these staff enjoy their working environment and are interested in, and dedicated to, their jobs. Clearly there is much to be put right and this guide is here to help.

Much of what the guide does is state the obvious, yet clearly there is a need for such a basic approach if these people are not to remain on the periphery. Training needs vary from the general to the particular and strategies are needed to target this group specifically. Incidentally, the guide warns that as the majority of such workers are female, there may be recourse to the Sex Discrimination Act′s provisions if training is deemed to be less than that received by co‐workers following other employment patterns.

Reasons for reluctance to offer, on the part of management, and take, on the part of the workers, training opportunities are explored. The old chestnuts of financial and logistical difficulties are oft quoted by managers who clearly want maximum resource at minimum cost while workers quote insensitive scheduling, poor communication and financial constraints. Although organisations may claim to have policies of equal availability of training for all staff, this is not always seen in practice. Nonetheless, through sensitive induction and, particularly, well‐organised on‐the‐job training, managers can ensure that part‐time and temporary staff do receive proper attention.

A major issue that the guide discusses is that of career progression. The general assumption that these staff are not ambitious and do not want to further their career may well be a product of the difficulties they face in doing so. A positive attitude is required of management to ensure that these workers are not being discriminated against. The opportunity to job share and retain current working patterns are two such positive steps.

A model training policy and examples of good practice with regard to type of training activity are two of the more impressive appendices. As the book′s conclusion says, provision of training is the under‐discussed side of the increase in part‐time and temporary workers. This concise guide should open discussion and place this particular problem on the agenda of every library manager.