and I want to know how a librarian could telecommute?

At a previous job, we were required to participate in committees, conferences, and other professional development activities. Admin supported it financially, with release time, and with verbal support and encouragement. This did not, however, extend all the way down through the system. So while I did have support from admin, and many of my peers, my supervisors actively made my life a living hell for doing it.

I was required to engage in professional development activities, but if I did, I was punished by my supervisors. And who would want to work in an environment like that?

You have to have support from ALL levels for such things to be successful.

My first year of teaching I had a principal who visited our classrooms regularly both while we were teaching and after hours just to chat. He was not being intrusive, just interested. About once every 6-8 weeks I would receive a quick handwritten note from him complimenting on something that I had done recently. Sometimes it was just two sentences to say he liked how I had done a bulletin board display and other times it would be a paragraph or two summarizing several things he noticed that he liked. I loved working in that school and for that principal. I have never worked for anyone like that again, but during a stressful first year as an 8th grade teacher it help me keep my sanity. I still have those thank you cards tucked away.

Money isn’t so much the motivator. If you are allowed to innovate or adjust what you are doing to really meet the needs of those you serve, morale goes up.
It isn’t so much money as “Do I love my job?”

However, money becomes and issue if you can’t afford decent housing in the area. For my area, a librarian’s salary couldn’t pay for decent housing. A majority live in a
neighboring community and commute. They still make $41,000 which is what librarians make in bigger systems, and the average according to Library Journal, but that’s not
enough to live on with one income.

I agree that directors need to work the front lines more for morale. It isn’t always easy if you are always going to meetings, but it will keep you more engaged and understand
what is going on. Nothing worse than a director who doesn’t have a clue what is going on in their own library.

I would say the biggest detriment at any job is working hard and getting things done (to much success) with no recognition. I am surprised by the power of thank you and how little
it is used. Unfortunately, this isn’t just a library issue.

I work at a library that has relatively good pay (I say relatively as it is still not enough, but it is more than most). The problem with being at a library that has better pay is that you generally can not leave to go elsewhere without taking a pay cut. If you are unhappy, you just tough it out as most people can not take a pay cut (at least in my experience).

I have been unhappy for quite some time, but feel trapped and feeling trapped is not good.

People stay and people go for all sorts of reasons. What really helped me stay before at a different library before this one was that I was repsected for my contributions. I no longer feel this is the case and the better pay does not make up for feeling like my opinions do not count.

Hours/Nights. It’s one thing to go in being told hours and workweek. It’s another to have that changed, either formally or informally, so that you have staff working more nights/weekends than other staff for the same (or less) pay. Not to mention the pressure that can be put on to work “over” the minimum hours and not record it.

Professional Investment can make a big difference. But, unless its clear how this works, it can turn into favoritism.

Advancement: I also think some people pursue advancement not because they want to but rather because it’s the only way to increase pay. Worst case scenario for that: staff advancing into positions that they are not really qualified to do. Plus, a person may start at a library that appears to have room for advancement, only to have “reorganzation” remove those opportunties.

I think the respect shown to staff also matters; and all of the above can be a reflection of how staff is valued and respected.

As a young adult librarian, I had great success in turning a bland and empty teen area into the regular teen hangout. I spent many of my own hours (and money) working to get those kids in and to provide outstanding programs. But admin responded poorly and trouble with noise and typical teen behavior balooned. Soon, the programs I once enjoyed holding, became a nightmare. One librarian for over 50 kids on a regular basis. Ultimately, I left the position to work in a different, better-supported department.

My super said I was a victim of my own success, that I would have to “cut back” on programming. Why anyone should be a victim of success is beyond me. Why stop something that is so clearly working? If I had been supported or compensated for my acheivement, perhaps I would have stayed. As it is, my former position remains vacant.

I’d love to see more people in admin pitching in and helping staff reference and circ desks ESPECIALLY on weekends. This would of course help with the hours issue but it would also help build employee morale and improve communication within the library.

Would this help with employee retention? It couldn’t hurt.

Even though my pay is higher and I get double the vacation (to name just two of the difference between my old job and my current one) – what really drove me out of my last job was being asked to fill 5 positions. It is such a relief to work at a place where funding is definitely not an issue and staffing levels are more than adequate (both are public libraries).