Library Best Practices Emerging from

Applications of Balanced Scorecard

in TCS

Sushma Arora
Assistant General Manager
Tata Consultancy Services
New Delhi

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“One must forever strive
for excellence or even
perfection, in any task
however small, and
never be satisfied with
the second best….”
…. JRD Tata, 1965

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 Outline
• About TCS
• About Library & Information Services Function
(LIS) in TCS
• Balanced Scorecard (BSC)
• Emerging Practices in LIS
- Vision, Mission, Values of TCS
(i) User Perspective
(ii) Financial Management
(iii) Internal Processes
(iv) Learning & Development

• End Note

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 Film

Journey to Excellence

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Corporate @ Air India

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 About TCS

• Established in 1968
• Leading IT company of Asia
• First IT Company to cross US$ 3 Billion mark in
revenues
• Works equally well in International & Indian
Market
• Operates from 164 offices in 34 countries
• Over 83,500 employees from 60 nationalities

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 About TCS
Continued…

• Major Business areas: BFSI, Insurance, Telecom,

Transportation, Healthcare etc.
• Aiming to be among global Top 10 by 2010.
• Proactive in using latest management models/tools
– TBEM, CMM, PCMM, Six Sigma, Six Hats etc.
• Total alignment of all the functions with business.

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 About LIS in TCS

• LIS function started in 1970

• Presently network of 52 Libraries
• Aligned with vision, mission, goals of organization
• Over 100 Library staff
• Developing librarians as Business Domain Experts

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 Balanced Scorecard

• The Performance Measurement tool developed by

Kaplan & Norton
• Measures how you are doing presently that may
impact future performance
• Translates the strategic plan into measurable
actions
• Balances all the perspectives of running the
business
• Timely actions to meet targets

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 Balanced Scorecard
Continued…

• All the perspectives of BSC are interconnected and

aligned to corporate vision & each other
• The Goal of each perspective cascades from top to
bottom
• Departments/Units/Individuals know the impact
of contribution
• Integrates & links anything unconnected

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 $ %&

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 Vision, Mission, Values of TCS
• Vision: Global Top 10 by 2010
• Mission:
o To help customers achieve their business objectives, by
providing innovative, best-in–class consulting, IT
solutions and services.
o To make it a joy for all stakeholders to work with us.

• Values: Leading change, Integrity, respect for the

individual, Excellence, Learning and sharing.

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Application of BSC in LIS

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 Financial Management
Objectives
Goals/Targets
Emerging Practices (ii.)

User’s Perspective Internal Processes

Objectives Objectives
Vision and Strategy Goals/Targets
Goals/Targets
Emerging Practices Emerging Practices

(iii.)
(i.)
Learning & Development
Objectives
Goals/Targets
Emerging Practices
(iv.)
Application of Balanced Scorecard for LIS Function
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 Users Perspective - Objectives

100% satisfied users (Demand Satisfaction)

Increase the number of users (Demand
creation)
Thought satisfier (Proactive in
understanding the needs of users)
The LIS skills, operations, etc evolve with
the users’ demand

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Users Perspective – Goals Vs Achievements
Understanding the changing needs of the users
- associates satisfied with collection
- associates satisfied with Information Services
- satisfaction index overall
Building confidence of the users in libraries
- compliance to SLAs
- response to users of their queries
- implementation of PIPs
Converting non-users into users and converting
partial users into active users
- motivate non user associates to use library services

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 Users Perspective – Emerging
Practices in LIS
Conduct surveys at local, branch & corporate level
Domain specific Information Services
Keep track of best sellers acquisitions
Extending working hours, library corners
Track PIPs/SLAs quarterly
Library Week, Screening of movies, book talks,
book exhibitions / subscription drives
Best user award, help in personal books purchase
Knowledge sharing/ brainstorming sessions/Team
meetings
Feedback after every query based service

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Financial Management - Objectives

Appropriate spending
Value for Money
Budget planning and allocation

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Financial Management – Goals Vs
Achievements
Optimum utilization of budget on resources (collections)
- document usage within six months
- documents shared
- increase in document usage
- consumption of budget
Reduce costs in areas exceeding users requirements
- document not repurchased/discontinued
Optimum utilization of budgeted staff
- 1 Librarian for 600 staff
- Job rotation/Timesheet/Targets for staff

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Financial Management – Emerging
Practices in LIS
Quarterly tracking of expenditure & savings
Tracking of discounts/Indian editions on each
heavy purchase
Allocation of measurable goals & targets every six
months to staff
“Star of the Month”/other service
awards/induction programmes/campus
recruitments
Resource utilization surveys
Sharing of resources across branches/membership
of good libraries

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 Internal Processes – Objectives

Best internal processes

To deliver high quality services

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 Internal Processes – Goals Vs
Achievements
Standard processes to handle all library activities,
services, staff
o 2:1 collection minimum
o 100% compliances to library procedure manual &
induction manual
o Compliance to TBEM, BSC, Dashboard, Annual Planner
Save the time of librarians and users
Service level agreement
o Processing time for new acquisition 24 hours
o Acquisition time for books available in market- 3 days
o Process improvement two processes in a year
o Processing of suggestions/grievances – 100% are
communicated back & if possible action taken

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 Internal Processes – Emerging
Practices in LIS
Quarterly audits
Review of procedure manual at senior level once a
year
Centralized acquisitions, Integrated Information
Services, control duplication of efforts of staff,
library staff meetings
Parameters defined for each library activity,
quarterly tracking of SLAs
Stretching of SLAs after achievement

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Learning & Development - Objectives

Recruit, motivate and develop high quality library

staff

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Learning & Development – Goals Vs
Achievements

Support staff to meet the changing needs of users

o Mandatory ten days training for each staff
o Participating in PSU meetings
o Quarterly knowledge sharing and brain storming sessions

Equal career growth opportunities to all staff

members
o Track staff satisfaction index

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Learning & Development – Emerging
Practices in LIS
External/Internal/Classroom/Computer based
training opportunities to all staff members
iCALMS – Track gaps in competency, councilors
availability, staff feedbacks in annual surveys

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 End Note
• Best practice for one corporate library may not be a
best practice for other corporate library. Every
library should recognise their own best practices
and further improve towards perfection
• Continuous learning is the demand of the day for
librarians
• Libraries must align their services with the
objectives of the parent organisation

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Library Week Inauguration

Back

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Book Exhibition

Back

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 Back

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