Posts tagged ‘policy’
Thank you for coming–we love to share our space and are happy to have you here. As in many libraries (and I suspect in yours), we have a policy here that states: No Food or Drink in the Library. We hate to tell our patrons no, but have no choice—this is a sensible policy as food and drink stain furniture and carpets and destroys library materials. In this age of the ubiquitous Starbucks cup, coffee cop is one of the worst parts of our jobs.
We try to enforce the rules fairly, but sometimes we do not see the offense. However, when you approach the public desk with a steaming cup of coffee in your hands, you should expect to be told about the policy. Please do not roll your eyes, sigh, or scowl—as you know, we are on the front-lines and just doing our job. When you follow-up with “I am here for the [Insert meeting name here]”, please understand that is the library equivalent of a celebrity exclaiming ‘Do you know who I am’. It does not change the rule which we are duty bound to enforce fairly.
Please keep this in mind when visiting another library—we understand your desire to have coffee while at your meeting. We understand you are careful and are unlikely to spill. We do not want to tell you no. However, we can not make an exception for you. It is unfair. It makes our job harder. Please do not ask. You see, the other patrons do not know who you are.
If someone leaves your system for the same job in another (i.e. lateral move), that should get you thinking.
If the average new-employee retention is less two years before they move on to another position, you definitely want to take notice.
If your system sees people leave and then watches them flourish in another position, you shouldn’t brag that “they started off in this system.” It should raise questions as to why your system couldn’t seem to hold on to him/her.
Employee retention has always been difficult in our profession but, sometimes, we unknownngly encourage people to leave.
The list below is a compilation of reasons I’ve heard Librarians give for leaving their positions. If any of these sounds like a familiar complaint of former employees, you may want to consider it, especially from the employee’s perspective.
Pay– Bosses, Directors and Board Members tend to roll their eyes when this issue is brought up. However, this is going to be a key factor for applicants. If two positions are posted and one offers more money than the other it is no surprise which will get more applications. Furthermore, I know several people over the last two years who have earned up to ten thousand dollars a year difference in pay simply by moving, laterally, into another system. How much of a difference can that be? How about the difference of affording your own rent or having to live with someone else.
Vacation and/or Holidays– Some New Jersey Library systems offer 10 days of vacation a year while others offer 24+ days. This does not include federal, personal, floating holidays or sick time. If everything else is equal (pay, benefits, etc.) which system would you rather work for?
Hours and/or Nights– How many nights a week do you require your librarians to work? How many Saturdays and/or Sundays a month?
Yes, we are in public services but we are also highly educated professionals with families, friends and social needs. On the nights that I work I don’t get to see my children or wife. One night is tough enough but two nights a week would be nearly impossible and a bigger strain on my family as it means my wife would have to feed, bathe and put both kids to bed by herself. The effects of working multiple nights are further reaching than just the employee’s schedule.
Professional Investment– Some systems have a budget for training and others do not. Some systems encourage employees to pursue professional interests and others look for a homogeneous staff. Employees who feel invested tend to support their systems and be happier as they know they may not get the same treatment elsewhere. This can also be a big draw for new employees as it shows the system’s interest in professional development. And consider this; the more an employee can pursue their interest, the more they are noticed in the professional realm as an expert in that subject which, in turn, is good for the system’s noticability.
Advancement– A professor once told me that Librarians tend to have to promote themselves and that means they leave the system they are working in. Obviously, we cannot promote everyone as there are fewer positions the higher up we go. But, other than steady employment, what are we doing to encourage these people to stay?
If employees leave because of these reasons it doesn’t necessarily mean that they are in a bad system but it should rasie a warning flag. As systems, we are in competition with each other to employ the best possible professionals. Although we may hire that professional, what are we doing to keep him/her?