Human Resources ABLE: Administering Better Libraries—Educate Module 4.

Human Resources

ABLE: Administering Better Libraries—Educate

Module 4

Learning Objectives Participants will be able to

Recognize the importance of advocating for staff compensation.

Integrate effective supervision strategies into staff management practices.

Recognize situations which call for legal counsel.

Examine and improve (if necessary) current library hiring and job performance procedures.

Overview

Staffing and Strategic Planning What is compensation? The hiring process Strategies for successful

supervision Managing employee job

performance

DISCLAIMER

The following human resources strategies are guidelines and

general practices. Please do not consider themlegal advice.

Check with your library policies and legal counsel when questions arise.

Caveat

Civil Service Librarian’s Guide to Civil Service:

http://www.nyla.org/index.php?page_id=332

Unions

Staffing and Strategic Planning

5 Year Goals Changing expectations for libraries

and workplaces Checklist of personnel policies

What is Compensation

Direct Compensation Indirect Compensation Total Compensation

Advocating for Staff Compensation

Working with the Library Board Tie library successes to staff

efforts Give an economic context Examples of similar libraries’

strategies Be open to creative options

Bibliostat Connect

http://www.nysl.nysed.gov/libdev/libs/biblcnct.htm

Hiring Process Overview

Writing job descriptions Hiring and the ADA Interviewing Making job offers Orientation and training Probationary periods

Hiring and the 5 – Year Plan

Library goals Staff workload Job descriptions

Writing Job Descriptions

Structuring the position Abilities and skills Sample job descriptions Advertising

Hiring and the ADA

Americans with Disabilities Act Equal opportunities Essential Job Functions Reasonable Accommodations

Interviewing True or False

I notice that you are in a wheelchair. What illness do you suffer from?

Will you be able to arrange for child care?

Will your pregnancy cause you to miss work?

Are you under 18?

Preparing Interview Questions

Open-ended questions Closed questions Scenarios Including other staff members

Conducting the Interview

Follow a set procedure Ask set questions Allow time for candidate questions Tour of the library

Making Job Offers

Verbal offers Accepted/Declined Contacting the other candidates

Informing current staff of new hires

What if we can’t find any suitable candidates or everyone turns us down?

Reconsider the most qualified candidate

Review the job description Re-advertise the position Review candidates’ reasons for

declining the position

Orientation and Training

Elements of the Orientation Personnel files Opportunities for meeting staff Interesting early tasks Training

Probationary Periods

What are probationary periods? 6 months – 1 year Importance of feedback

Successful Supervision Overview

Challenges in the small library Checklist for creating a positive &

productive workplace Communication Teambuilding Meetings Training

Supervisory Fact and Fiction

You are in charge of everything. You cannot trust your staff.

Challenges in the Small Library

Interruptions Assumptions Budgets Resistance to change

Making Changes

3/3/3 Communicating Networking Priorities

Checklist for a Positive & Productive Workplace (I) I know what is expected of me. I have the equipment and materials to

do my work right. I understand the library’s mission &

goals and know how my work helps us fulfill them.

Someone cares about me and encourages my development.

My co-workers are committed to doing quality work.

My opinion counts.

Checklist for a Positive & Productive Workplace (II) I have a best friend at work. I have an opportunity to do what I

do best each day. In the past week, I’ve been

recognized for what I’ve done well. In the last six months, I’ve

received feedback on my progress. In the last year, I’ve had

opportunities to learn and grow.

Keys to Facilitating Great Work

Communication Teambuilding Training

Communication

Keeping everyone in the loop Information and Feedback

Barriers to Communication

Distractions Irrelevant info and too much detail Jargon Bad timing Mixed messages Personal prejudice and emotional

states

What are you saying?

Words Voice Actions

Active Listening

Listening for understanding Body language Wait time Clarifying and summarizing

Active Listening Techniques

Encouragement Clarification Restatement Reflection Summary Validation

Ongoing Feedback

Daily check-in Keeping everyone “in the loop” Regular meetings with each staff

member Lots of effective feedback

Effective Feedback

Timely Descriptive and specific Emphasize the positive Constructive Active Listening Private v. public feedback

Teambuilding

Teams are productive Open communication Ongoing feedback “I hate meetings!”

The Best Meetings

Short Sweet To the point

Meeting when staff schedules don’t overlap

Power of everyone being in the same place at the same time once a month

Mini-meetings Designated information spot

Training

Everyone’s work matters Opportunities for continuing

education Matching training to job functions

Training with No Budget

System Meetings Job swapping Mentoring Online Tutorials Grants and scholarships

Managing Employee Job Performance Overview

Annual Performance Evaluations/Reviews

Performance issues/disciplinary action

Terminating Employees Rewarding Employees Caveat: Unions and Contracts

Annual Performance Evaluation

Formal review of year Documents job performance Clarifies expectations Establishes goals Identifies areas for training

Results of a Successful Evaluation

Higher job performance and progress toward library goals

Identifies areas that need improvement

Reassess job activities Establishes criteria for rewards and

disciplinary action

Performance Issues and Disciplinary Action

Standards and expectations Documentation Follow library procedure Don’t wait until the annual review!

Addressing a Problem with an Employee

Are you avoiding confrontation? Steps to take Effective Feedback Plan of Action Follow Up

Disciplinary Action Process

Follow library policy and procedure Verbal warnings Written warnings Coaching Review procedure with employee

Coaching

You are in this together! Develop a plan Training or mentoring Follow up and feedback Document everything

Termination of Employment

The last resort When is it appropriate to fire

someone? Legal Aspects No surprises

What do I do?

Review the disciplinary process Who should inform the employee? The termination meeting Informing the rest of the staff

Rewards for Job Performance

Ongoing positive feedback Checklist for Creating a Positive

Workplace Options for small libraries

Legal Aspects of Employment

Caveat: “Not always so” Federal Laws Children and Teens Minimum Wage and Breaks Consult your legal counsel

Resources

ABLE Human Resources Fundamentals of Library

Supervision. Giesecke, Joan and Beth McNeil. Chicago: ALA, 2005.

Public Librarian’s Human Resources Handbook. Baldwin, David.

Englewood, CO: Libraries Unlimited, 1998.

Thank you for coming

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