A librarian’s innate desire to help is often redirected into a desire to provide great customer service. That is, until what constitutes ‘customer service’ changes, and suddenly what some kinds of librarians do isn’t considered ‘helpful’ enough. I’m sure I had something else in mind when I suggested the theme ‘help’ for GLAM Blog Club. But one of Danielle’s tweets today set a different set of cogs in motion:
Every public library collection job I've seen, they never talk about discovery, only ever about buying. Surely the two are linked or if not should be.
— Danielle (@LibDanielleJ) July 30, 2019
After a short back-and-forth, Hugh responded:
Yes. You can’t manage a lending collection properly if you don’t look at how it is used. You can’t analyse how it’s used without understanding how it’s discovered. You can’t analyse how it’s discovered without understanding how it’s catalogued.
— @email@example.com (@HughRundle) July 31, 2019
To which I added:
And you can't do any of these things without in-house technical and collections expertise, which so many public libraries seem to think they can outsource or eliminate (because it's not considered 'customer service') https://t.co/38J2eSPNWW
— Alissa M. (@lissertations) July 31, 2019
A public library director once told me to my face that he wasn’t interested in hiring cataloguers. I don’t recall exactly how he phrased his justification (though I do recall my response being ‘I’m sorry to hear that’) but he clearly conceptualised his library as a ‘customer service’ organisation, where that phrase meant ‘an exclusive focus on front-of-house activities and services’. Collection development, systems administration and cataloguing, collectively ‘technical services’ in library parlance, are not commonly viewed as opportunities for great customer service. Instead they’re seen as something that can (and should) be outsourced in the interests of ‘efficiency’.
Brisbane City Council Library Service abolished their in-house tech services department twenty years ago and, oddly, chose to present about it at the 13th National Cataloguing Conference. The library moved entirely to shelf-ready stock and turfed all their cataloguers.1 The writeup in Cataloguing Australia notes (emphasis mine):
This driver of customer service is paramount at Brisbane City Council and Library Services. All our restructuring and re-engineering has been predicated on the assumption that it will provide better customer service and responsiveness. The wider implication of no longer having a Technical Services Section is that Library Services is now solely a customer service branch. There is no longer a back room mentality, and the expectation is that staff spend 80% of their working day in direct customer service.2
To be fair, a typical late-nineties tech services department probably wasn’t all that user-focused. But I reckon it could have been, if management had chosen to imbue that customer service ethos into all areas of library administration, not just the face-to-face parts. I can see I’ll be shouting ‘CATALOGUING IS POWER’ until the day I die. I’ll never understand why so many libraries, especially public libraries, willingly throw this power away. What do we lose from ‘efficiency’? What do we lose, when we lose the people who are paid to care?
I have worked for, patronised, and otherwise dealt with far too many libraries that are not resourced to care about the integrity and usefulness of their metadata, collections or systems. These things are clearly not prioritised by decision-makers, and so they are outsourced, often with little oversight. This is not good customer service. This does not help. Having a crappy website or an unusuable catalogue sends a strong message that the only patrons the library cares about are those accessing the library in person. Has the internet taught us nothing? Have twenty-plus years of ‘everything is online now’ not compelled us to create the best online presences possible for our libraries? To curate the best online and electronic collections? To boost our SEO (search engine optimisation) using well-structured, highly detailed metadata? To develop and deploy systems that don’t make people jump through endless hoops, divulge their personal data, or give up entirely in frustration and turn to a paid competitor? Why do I know so many librarians who use Audible instead of Overdrive? Who are we really competing against?
I abhor the practice of referring to library users as ‘customers’. Customers, by definition, purchase. The library has nothing to sell. The library invites the community it serves to make use of its facilities, collections and knowledge. These services are not without cost, but they are, proudly, free to the user. In lieu of ‘customer’, I prefer the term ‘library user’ or sometimes ‘patron’. The library I work for uses ‘reader’, supposing the majority of our visitors are, in fact, here to read.
Save for the two hours a week I choose to spend on a reference desk, my job is not directly user-facing. But it is user-focused. Everything I do as a librarian, I do for my library’s users (and, through the power of co-operative cataloguing, the users of hundreds of other libraries). I don’t catalogue for the catalogue’s sake. I catalogue so people can find things. Most people will never know how my cataloguing has helped them. I’m okay with that. I don’t need to be sitting in front of a library user for my work, and my help, to be valuable.
The above-mentioned issue of Cataloguing Australia, the journal’s last, also featured a paper from the then-Customer Services Manager at CAVAL. To my surprise and absolute delight, she took a similar view to me of customer service and cataloguing:
Let me begin, as we should all begin, by looking at our customers. Even if we never see them, we should never forget who they are. […] When you are making a map of the heavens, you need to be aware of whether you are doing this for a child, an astrologer, a serious astronomer or a Star Trek fan. Each one of those maps is useless to any of the other groups. So, too, with our catalogue records. For our customers are infinitely more varied than those for star maps.3
The entire article is a joy.4 It’s full of sensible, user-focused thinking (seemingly a rarity in 1999) and it’s easily my new favourite piece of professional literature. But I’m intrigued by the fact it came from a vendor. By outsourcing so much of our technical services work, has our sector also outsourced the capacity to think of this work as inherently ‘customer’-focused? A vendor’s ‘customers’ are libraries themselves—does this change a catalogue record’s intended audience?
A tech services worker might ask ‘How can I help?’, as I so often greet people on the desk, but libraries need to be structurally capable of accepting that help, and cultivating it in-house. By reframing our conception of cataloguing as an inherently user-focused (or customer-focused) activity, libraries can ensure we’re providing the right metadata to create the right map, in order to help the right people find the right materials. After all, we’re here to help.
- The author mentions ‘we now have no cataloguers on our staff’ so I guess they were either made redundant or reassigned to other, non-cataloguing duties, though two staff were put in charge of quality checking vendor records. ↩
- Mackenzie, Christine. (1999). ‘The end of the world as we know it? Outsourcing at Brisbane City Council Library Service’. Cataloguing Australia 25(1/4), pp. 184-187. ↩
- Dearman, Rosemary. (1999). ‘Whose information universe? Customer services and cataloguing’. Cataloguing Australia 25(1/4), pp. 222-231. ↩
- Sadly it’s not online :( ↩