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 Many people think that technology spending should primarily go to concrete technology products like new computers and software programs. If you find yourself thinking that way, take a step back and look at the larger picture. The best new computers and software in the world will not help your library at all if staff do not know how to use them effectively. The accepted rule of thumb is that only 30% of technology spending should go to hardware and software, and a full 70% should go to training and support.

On top of that, training is a good monetary investment and will lead to savings in the long-term. Here are a couple of ways you will save money:

• If staff members feel they are increasing their skill sets and keeping up to date with new technologies, it often increases their loyalty to your library and decreases expensive staff turnover.

• A staff person who receives training in one area can share that information with other staff. In this way, you will maximize your initial investment; by financing one person's training, many will get trained.

It is essential to integrate your plans for technology training with your library's technology plan and with your overall strategic action plan. Technology training should be a part of your general plan for staff training. See the Technology Planning section for a guide to the planning process. Technology training should also be a line item on your budget. Figure in the cost of staff time in your calculation of training costs. Make sure you plan time for training into your employees' work plans. It's hard for people to be enthused about training when it means they have to work all weekend to do the work they missed while they were at class.

Before you bring in a trainer or send staff off to a class, there are a few questions you should ask yourself.

Can your problem be solved by training?

You will not solve outdated hardware and software problems, slow Internet connections, or a hatred for technology through a class in Microsoft Office. You will also not solve your systems troubleshooting problems by simply training someone to repair hardware (they'll still need time assigned each day to do the work). Be clear that what you have is a training need and not a personnel or organizational development need. Otherwise you will waste your money and your staff's time.

What kind of training do you need?

Get a sense of where their skills are currently, as well as a clear sense of what your library's needs for staff skills are. A training needs assessment is a quick and easy way to figure out what skills staff need and what they can already do. For example, a computer usage survey may take ten minutes for everyone to fill out at a staff meeting. However, take heed. Self-rating isn't always accurate. As the saying goes, "Those who know, don't say, those who say, don't know." Studies have shown that women consistently rate themselves lower on confidence and ability with technology than men do, even when their skills are more advanced.

Do you have "buy in" to do training?

In order for training to make a positive impact on your library, you need staff and management to agree that it is important. It is not enough for you to think that a staff person should participate in a training session. If your staff is not interested in developing the skills you've recommended, you have a problem that training won't address. If management can't allocate any staff time for attending a training or for sharing the results with others, staff will have a hard time finding the time to take advantage of training.

Make it clear to staff that you see training as a priority. If staff see your name first on the list for a training session, they will be more likely to take it seriously. If you ask them about their training progress in your regular meetings, they will get the idea that it is part of your performance expectations. You can consider making certain training sessions mandatory, or offering rewards and incentives for training. It can also help if staff members have a say in what training sessions they attend. Show that you see training as a privilege and an opportunity for growth - it will take you a long way towards creating the culture of a learning environment in your library.