More than money: recruiting and retaining library IT staff

More Than Money: Recruiting and Retaining Library IT Staff

Janet Crum, Head, Library Technology Services, Northern Arizona University, [email protected] @crumj

Aaron Dobbs, Scholarly Communications, eResource Development, and Web Librarian, Shippensburg University of Pennsylvania, [email protected] @awd

Bill Helman, Information Technology Librarian, Towson University, [email protected], @thinkpol

Kelly Sattler, Head of Web Services, Michigan State University, [email protected], @ksattler

LITA Forum, Nov. 14th, 2015 $$$

$$$

All meeple images by Caig, modified under CreativeCommons

Topics for today: Overview – the why and what of the research Demographics – who’s responded so far Recruitment factors – what attracts good talent Retention factors – what keeps them Gender and retention – one way to break out the data Wrap up and discussion

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Overview

What we did, why we did it and who’s responded so far.

The Questions

“How should we be recruiting for library IT jobs?”

“How do we keep good people once we get them?”

Why We’re Interested

We wanted to provide management with evidence to support decisions on pay, benefits, and organizational culture.

As well as to provide feedback on how to improve the overall workplace not just for IT, but for all library staff too.

Research!

photo by flickr user ubarchives

Please take the survey: https://www.surveymonkey.com/r/B2RVW77

Primary household income earner

Plenty of library experience with same employer

Works in higher ed, lives in the US

Has a spouse or domestic partner

White male. Late 30’s/early 40’s

Demographics

photo by flickr user kalexanderson

Not a librarian, doesn’t supervise anyone

Please take the survey: https://www.surveymonkey.com/r/B2RVW77

RecruitmentWhat factors encourage library IT staff to accept a position?

How people found their library IT job

Already working there Online Knowing someone

41%

35%30%

45%

39%

30%

All respondents Past 3 years

Social media platforms used

YouTubeTwitter

PinterestOther / Already work here

None, because none existed back thenNone, because I don't use Social Media

LinkedInGoogle +

GlassdoorFacebook

0% 10% 20% 30% 40% 50%

<= 3 yearsAll respondents

Meet and Interrogate Majority of people (81%) when interviewed got to meet their future

teammates Almost all were able to ask questions of the perspective employer (95%-

98%) This influenced their decision to take the job at least somewhat (74%-84%) Stated reasons it didn’t influence a person’s decision:

• Needed a job• Didn’t know better/too young• Responsibilities added

without interview

• I am “the team”• Went by description alone• Already familiar with

environment/people

Our Recruitment Factors Salary Opportunities for promotion

and/or professional growth and development

Prestige/reputation of institution Insurance benefits for self/family Tuition benefits for self/family Perceived job security Organization’s mission and values

Paid time off (vacation, sick leave, etc.)

Diversity of Workforce Location of work site (city,

climate, housing options, etc.) Flexible hours/alternative work

schedules/telecommuting Perception of employer as family-

friendly (childcare, parental leave, etc.)

Top 3 influencing factors for accepting the job*

All Respondents:1. Salary2. Insurance benefits3. Perceived job security

Respondents who started <=3 years:1. Salary2. Opportunities for

promotion/growth/development3. Location of work site

*Reporting based on overall score of our stated factors. Factors were ranked and weighted by rank.

Other factors had significant influence

The people met during the interview / work climate Job description - what I wanted to do Needed a job Already working there / personal investment Supervisor Changed job for family Spouse already worked there / job opportunity for spouse Training opportunities Dissatisfaction with previous job

Retention

What factors encourage library IT staff to stay in a position?

Compensation (Importance)

Salary Retirement Vacation Professional development Sick time Parking/travel costs Sabbaticals0%

10%

20%

30%

40%

50%

60%

Very Important

Important

Somewhat Important

Little Importance

Unimportant

Compensation (Satisfaction)

Sick time Vacation Retirement Parking/travel costs Salary Professional development Sabbaticals0%

10%

20%

30%

40%

50%

60%

70%

80%

Great ExtentSufficientlySomewhatVery LittleNot / Not Offered

Benefits (Importance)

Insurance Vacation Carryforward Materinty/Paternity Leave

Tuition Remission Job Security On-site Childcare0%

10%

20%

30%

40%

50%

60%

Very ImportantImportantSomewhat ImportantLittle ImportanceUnimportantTotals

Benefits (Satisfaction)

Insurance Vacation Carryforward Materinty/Paternity Leave Tuition Remission Job Security On-site Childcare0%

10%

20%

30%

40%

50%

60%

70%

80%

Great ExtentSufficientlySomewhatVery LittleNot / Not Offered

Work/Life Balance (Importance)

Hours/Week Flexible Schedule Telecommuting Onsite Wellness/Fitness Job Sharing Private Space for Nursing Mothers0%

10%

20%

30%

40%

50%

60%

70%

Very ImportantImportantSomewhat ImportantLittle ImportanceUnimportantTotals

Work/Life Balance (Satisfaction)

Hours/Week Flexible Schedule Onsite Wellness/Fitness Telecommuting Private Space for Nursing Mothers

Job Sharing0%

10%

20%

30%

40%

50%

60%

70%

80%

Great ExtentSufficientlySomewhatVery LittleNot / Not Offered

Location (Importance)

State/Province Proximity to family Length of Commute

Population Size Afordable Housing Quality of Public Schools

Convenient Public Transportation

Recreational Opportunities

Climate0%

10%

20%

30%

40%

50%

60%

Very ImportantImportantSomewhat ImportantLittle ImportanceUnimportantTotals

Location (Satisfaction)

Length of Commute State/Province Proximity to family Recreational Opportunities Population Size Convenient Public Transportation

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Great ExtentSufficientlySomewhatVery LittleNot / Not Offered

Personal Growth (Importance)

Variety

of Pro

jects

Opportunity

to Le

arn New

Skills

Involve

ment in

Strat

egic P

lanning

Opportunity

to le

ad projec

ts

Opportunity

to be in

novative

/creati

ve

Career/

Promotion paths

New Sh

iny Stuff

On the J

ob Autonomy

Mentorin

g Progra

ms0%

10%

20%

30%

40%

50%

60%

70%

80%

Very ImportantImportantSomewhat ImportantLittle ImportanceUnimportantTotals

Personal Growth (Satisfaction)

Variety

of Pro

jects

Opportunity

to Le

arn New

Skills

Involve

ment in

Strat

egic P

lanning

Opportunity

to lea

d projects

Opportunity

to be in

novative

/creati

ve

Career/

Promotion paths

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Great ExtentSufficientlySomewhatVery LittleNot / Not Offered

Org Culture (Importance)Tr

eate

d wi

th R

espe

ct by

colle

ague

sHa

ving n

eede

d re

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Relati

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eived

Fina

ncial

Stab

ility o

f Org

Wor

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Miss

ion/

Goals

/Valu

esOr

g Typ

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n-pr

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etc.)

Supp

ort f

or Su

stain

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Dive

rse W

orkf

orce

Oppo

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Affini

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oups

bas

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ce/c

ultu

re/b

ackg

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Pres

tige o

f ins

tituti

onSu

ppor

t for

volu

ntee

ring

0%

10%

20%

30%

40%

50%

60%

70%

Very ImportantImportantSomewhat ImportantLittle ImportanceUnimportant

Org Culture (Satisfaction)Or

g Typ

e (no

n-pr

ofit,

etc.)

Relati

onhs

ips w

/ cow

ork

ers

Perc

eived

Fina

ncial

Stab

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f Org

Trea

ted

with R

espe

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colle

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s

Wor

k Spa

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estig

e of i

nstit

ution

Miss

ion/

Goals

/Valu

esHa

ving n

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d re

sour

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Dive

rse W

orkf

orce

Supp

ort f

or vo

lunt

eerin

gOp

portu

nitie

s to

have

fun

OTJ

Affini

ty G

roup

sDi

vers

e Sen

ior M

anag

emen

tSu

ppor

t for

Susta

inab

ility

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Great ExtentSufficientlySomewhatVery LittleNot / Not Offered

Leadership/Management (Importance)Tr

ust i

n Di

rect

Supe

rviso

r

Dire

ct Su

pev L

isten

sTr

eate

d wi

th re

spec

t by d

irect

supe

rviso

rDi

sagr

eem

entsw

/sup

ervis

or o

kDi

rect

Supe

rviso

r und

ersa

nd IT

wor

kDi

rect

Supe

rviso

r car

es ab

t mys

ucce

ss

Clea

r Exp

ecta

tions

Trus

t in

Sr Ld

rshp

Lib Ld

rshp

und

ersta

nd IT

wor

kTr

eate

d wi

th re

spec

t by s

r ldr

shp

Reco

gniti

on/A

ppre

ciatio

n fo

r Wor

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Ldrs

hp ca

res a

bout

my s

ucce

ssRe

gular

Com

m fr

om Sr

Ldrs

hp

Evalu

ation

Pro

cess

0%

10%

20%

30%

40%

50%

60%

70%

80%

Very ImportantImportantSomewhat ImportantLittle ImportanceUnimportant

Leadership/Management (Satisfaction)Tr

eate

d with

resp

ect b

y dire

ct su

perv

isor

Dire

ct Su

pev L

isten

sDi

sagr

eem

entsw

/sup

ervis

or o

k

Dire

ct Su

perv

isor u

nder

sand

IT w

ork

Trus

t in

Dire

ct Su

perv

isor

Dire

ct Su

perv

isor c

ares

abt m

ysuc

cess

Trea

ted

with re

spec

t by s

r ldr

shp

Regu

lar C

omm

from

Sr Ld

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Reco

gniti

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bout

my s

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ss

Clea

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ecta

tions

Lib Ld

rshp

und

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nd IT

wor

k

Trus

t in

Sr Ld

rshp

Evalu

ation

Pro

cess

0%

10%

20%

30%

40%

50%

60%

Great ExtentSufficientlySomewhatVery LittleNot at All

Retention by GenderHow does gender influence factors that encourage people to stay in

their jobs?

Results by Gender: Financial Factors and Benefits

Financial factors Retirement contributions rated more highly1 by men Paid time off (vacation, holidays, sick leave) rated more highly by

women Benefits

Carryover or payout of vacation/sick time rated more highly by women

Tuition benefits for self/family rated more highly by men

1"Rated more highly"="more likely to rate as important or very important

Results by Gender: Location and Work/Life Balance

Location – all factors differing by > 5% favored by women State/province, proximity to family, population size, recreational

opportunities, and climate. Work/Life Balance - all factors differing by > 5% favored by women

Number of hours expected to work, flexible hours/alternative work schedules, telecommuting, onsite fitness/wellness programs, private space for nursing mothers

Results by Gender: Personal Growth Rated more highly by men

Opportunity to be creative/innovative – rated more highly by men Rated more highly by women

IT staff involved in strategic planning, idea generation, treated as valuable partners, not just brought in to accomplish tasks – rated more highly by women

Mentoring programs – rated more highly by women

Results by Gender: Environment/Organizational Culture, Leadership/Management

Environment and organizational culture - all factors differing by > 5% favored by women

Work space, diverse workforce, diverse senior management, relationship with coworkers, affinity groups, environmental sustainability/recycling, type of organization

Leadership and management Men and women differed by > 5% on only one factor:

Recognition/appreciation for my work, which was favored by women

Overall importance by Gender More important to men

Work/life balance Personal growth

More important to women Work environment/organizational culture Leadership/management – more important to women

Least-important factors – no variance of > 5% by gender for items ranked 6 or 7.

!!!

Discussion / Questions

???$ < Y!X > $?

Please take the survey: https://www.surveymonkey.com/r/B2RVW77Slides will be posted to the LITA Forum site after the conference.Special thanks to the members of our team who couldn’t be here

Mark Dehmlow, Program Director, Information Technology, Hesburgh Libraries, University of Notre DameLisa O'Hara, Head, Discovery & Delivery Services, University of Manitoba LibrariesStephanie Walker, Dean of Libraries and Information Resources, University of North Dakota

photo by flickr user walkingsf

Appendix

A closer look at the data used in this presentation.

Appendix

Recruitment

How people found their Library IT jobAll respondents (342):Method % * Method (Other) %

Internal posting (if you were already employed at the institution before taking the position)

19.6Reassigned/institution reorg/promotion

3.8

Listserv/Mailing list/discussion board 17.8 Newspaper ad/print ad any publication 2.3

Invitation to apply by a colleague/manager 17.5 Friend/Spouse/Relative shared it 2.0

Institutional website 14.3 invitation from a person who is at the institution 1.2

Invitation to apply by a former colleague/manager 6.1 job listing website / Neo-gov / state website 1.2

Professional Publication 4.7 Other library association job center 0.6

University placement program, job fair, etc. 2.9 Friend from library school / professional network 0.6

Social Media 1.8 referral / referral by social media (twitter) 0.6

Invitation to apply by a recruiter/headhunter 1.5 took initiative - gave resume to institution 0.3

ALA Placement Center 0.9 unemployment office 0.3

*The percentage is adjusted to include “other” comments that matched with what we meant the category to represent.

How people found their Library IT jobThose who started within the past 3 years (57):Method % * Method (Other) %

Internal posting (if you were already employed at the institution before taking the position) 24.3 Reassigned/institution reorg/promotion 4.1

Institutional website 18.9 Friend/Spouse/Relative shared it 2.7

Listserv/Mailing list/discussion board 16.2 invitation from a person who is at the institution 2.7

Invitation to apply by a colleague/manager 16.2 Friend from library school / professional network 1.4

Invitation to apply by a former colleague/manager 6.8 Newspaper ad/print ad any publication 0.0

Social Media 4.1 job listing website / Neo-gov / state website 0.0

Professional Publication 2.7 Other library association job center 0.0

University placement program, job fair, etc. 0.0 referral / referral by social media (twitter) 0.0

Invitation to apply by a recruiter/headhunter 0.0 took initiative - gave resume to institution 0.0

ALA Placement Center 0.0 unemployment office 0.0

*The percentage is adjusted to include “other” comments that matched with what we meant the category to represent.

Social Media Platforms UsedSocial Media Platform ( all respondents) % Social Media Platform (<=3 years) %None because none existed when I was performing my search

40Other: None, I already worked here (17 of 18)

38

Other 29 LinkedIn 32

Facebook 15 Facebook 30

LinkedIn 12 Twitter 19

None because I don’t use social media 11 Glassdoor 17

Twitter 9 None because I don’t use social media 6

Glassdoor 8 YouTube 4

YouTube3 None because none existed when I was

performing my search4

Google + 1 Google + 0

Pinterest 1 Pinterest 0

Got to meet the team and ask questions

All respondents % <=3 years %

Met the team members they’d be working with 81 Met the team members they’d be working with 81

Met other future, relevant collegues 67 Met other future, relevant collegues 68

Was able to ask questions of perspective employer95 Was able to ask questions of perspective

employer98

All respondents % <=3 years %

Yes 44 Yes 47

Somewhat 30 Somewhat 37

No 25 No 16

Which influenced their decision to take the job …

Influencing factors for accepting the job

Factors All respondents (%) <=3 years (%) Rank (all/3yr)

Diversity of Workforce 3.72 4.00 12 / 12

Flexible Hours/alt work schedules/telecommuting 6.93 7.21 7 / 8

Insurance benefits for self/family 8.24 7.79 2 / 5

Location of work site (city, climate, housing opts,…) 8.05 8.33 4 / 3

Opportunities for promotion/growth/development 7.78 8.57 6 / 2

Organization's mission and values 6.45 7.25 8 / 7

Paid time off (vacation, sick time, etc.) 7.98 7.65 5 / 6

Perceived job security 8.19 7.98 3 / 4

Perception of employer as family-friendly 4.98 5.03 11 / 11

Prestige/reputation of the Institution 5.49 5.09 10 / 10

Salary 9.54 9.73 1 / 1

Tuition benefits for self/family 5.71 5.14 9 / 5

Influencing factors for accepting the jobfrom the comments

Factors cited in comments # of respondents

People met during interview / work climate 19

Job description – what I wanted to do 15

Needed a job 14

Already working there / personal investment 10

Supervisor 7

Changed job for family 6

Spouse already worked there 4

Training opportunities 4

Dissatisfaction with previous job 4

Promotion 3

Wanted to work in a library 3

Reputation of colleagues 2

Appendix

Retention by Gender

Financial factors - by genderFinancial Factors Rated Important or Very Important

Female Male Transgender Other

# % # % # % # %

Compensation 85 73.91% 100 70.42% 1 50.00% 1 100.00%

Retirement contributions 75 65.22% 102 71.83% 1 50.00% 1 100.00%

Paid vacation/holidays 82 71.30% 92 64.79% 1 50.00% 1 100.00%

Paid sick leave 73 63.48% 76 53.52% 1 50.00% 1 100.00%

Paid sabbaticals 13 11.30% 13 9.15% 1 0.00% 1 0.00%

Professional development funds 62 53.91% 77 54.23% 2 100.00% 0 0.00%

Cost of parking/transport 23 20.00% 23 16.20% 0 0.00% 1 100.00%

Benefits factors - by genderBenefits Rated Important or Very Important

Female Male Transgender Other# % # % # % # %

Insurance benefits for self/family 85 73.91% 100 70.42% 1 50.00% 1 100.00%

Payout or carry over for unused vacation 55 47.83% 56 39.44% 1 50.00% 1 100.00%

Maternity/paternity leave 31 26.96% 34 23.94% 1 50.00% 0 0.00%

Tuition benefits for self/family 33 28.70% 55 38.73% 1 50.00% 1 100.00%Job security (including tenure or union) 81 70.43% 98 69.01% 1 50.00% 1 100.00%

On-site childcare 11 9.57% 12 8.45% 1 50.00% 0 0.00%

Location factors – by genderBenefits Rated Important or Very Important

Female Male Transgender Other# % # % # % # %

State / province 73 63.48% 67 47.18% 2 100.00% 0 0.00%Proximity to family 57 49.57% 61 42.96% 2 100.00% 0 0.00%Population size 34 29.57% 27 19.01% 0 0.00% 0 0.00%Affordable housing 71 61.74% 88 61.97% 1 50.00% 1 100.00%Quality of public schools 42 36.52% 55 38.73% 1 50.00% 0 0.00%Recreational opportunities 54 46.96% 57 40.14% 1 50.00% 1 100.00%Climate 41 35.65% 43 30.28% 1 50.00% 1 100.00%Length of commute 79 68.70% 93 65.49% 1 50.00% 1 100.00%Convenient public transportation 37 32.17% 49 34.51% 0 0.00% 1 100.00%

Work/life balance factors – by gender

Work/Life Balance Factors Rated Important or Very ImportantFemale Male Transgender Other

# % # % # % # %Number of hours expected to work each week 85 73.91% 96 67.61% 2 100.00% 1 100.00%Flexible hours/alternative work schedules 77 66.96% 100 70.42% 2 100.00% 1 100.00%Telecommuting 48 41.74% 49 34.51% 2 100.00% 0 0.00%Job sharing 8 6.96% 11 7.75% 1 50.00% 0 0.00%Onsite fitness/wellness programs 23 20.00% 16 11.27% 1 50.00% 0 0.00%Private space for nursing mothers 21 18.26% 11 7.75% 1 50.00% 0 0.00%

Personal growth factors – by genderPersonal Growth Factors Rated Important or Very Important

Female Male Transgender Other# % # % # % # %

Variety of interesting projects/assignments 87 75.65% 107 75.35% 2 100 1 100Opportunity to learn new skills 89 77.39% 106 74.65% 1 50 1 100IT staff involved in strategic planning, idea generation - treated as valuable partners, not just brought in to accomplish tasks 88 76.52% 102 71.83% 1 50 0 0Opportunity to lead projects 73 63.48% 85 59.86% 1 50 0 0Opportunity to be creative/innovative 43 37.39% 65 45.77% 1 50 0 0Opportunities for promotion/clear career paths 64 55.65% 79 55.63% 1 50 1 100Availability of advanced/interesting technology or technology initiatives 30 26.09% 30 21.13% 1 50 0 0Autonomy on the job/ability to be self-directed in performing tasks/ initiating projects 59 51.30% 70 49.30% 1 50 0 0Mentoring programs 36 31.30% 32 22.54% 1 50 1 100

Environment and organizational culture – by genderEnvironment and Organizational Factors Rated Important or Very Important

Female Male Transgender Other# % # % # % # %

Mission, goals, and values of the organization 56 48.70% 66 46.48% 2 100 0 0Work space (office, cubicle, etc.) 66 57.39% 74 52.11% 1 50 1 100Having the resources needed to do the job well (people, technology, etc.) 90 78.26% 107 75.35% 2 100 1 100Diverse workforce 42 36.52% 36 25.35% 1 50 1 100Diverse senior management 46 40.00% 35 24.65% 1 50 1 100Relationship(s) with coworkers 82 71.30% 93 65.49% 2 100 1 100Treated with respect by colleagues 85 73.91% 103 72.54% 2 100 1 100

Availability of affinity groups based on race, gender, cultural background, or similar characteristics (e.g. Women in IT) 31 26.96% 18 12.68% 1 50 0 0Prestige of institution 23 20.00% 34 23.94% 0 0 0 0Perceived financial stability of organization 75 65.22% 93 65.49% 1 50 1 100Opportunities to have fun on the job--e.g. social activities, pets at work, celebrations 24 20.87% 34 23.94% 0 0 0 0Encouragement/support for volunteer work 25 21.74% 26 18.31% 1 50 0 0Support for environmental sustainability; recycling 45 39.13% 40 28.17% 0 0 1 100Type of organization (for-profit/non-profit, educational, etc.) 48 41.74% 51 35.92% 1 50 0 0

Leadership and management – by genderLeadership and Management Factors Rated Important or Very Important

Female Male Transgender Other# % # % # % # %

Clear expectations 86 74.78% 108 76.06% 2 100 1 100Evaluation process 57 49.57% 74 52.11% 2 100 1 100Recognition/appreciation for my work 78 67.83% 89 62.68% 2 100 1 100

Access to/regular communication with senior leadership 73 63.48% 84 59.15% 2 100 1 100Direct supervisor who listens to me 88 76.52% 108 76.06% 2 100 1 100Trust in senior leadership 84 73.04% 104 73.24% 2 100 1 100Trust in direct supervisor 88 76.52% 109 76.76% 2 100 1 100Library leadership that understands IT work 83 72.17% 100 70.42% 1 50 1 100Direct supervisor that understands IT work 81 70.43% 105 73.94% 2 100 1 100Treated with respect by senior library leadership 86 74.78% 102 71.83% 2 100 1 100Treated with respect by direct supervisor 89 77.39% 111 78.17% 2 100 1 100Senior leadership that cares about my success 76 66.09% 93 65.49% 2 100 1 100Direct supervisor who cares about my success 88 76.52% 104 73.24% 2 100 1 100

Ability to disagree with my direct supervisor without negative consequences 87 75.65% 106 74.65% 2 100 1 100

What matters most – by gender Important (ranked 1 or 2)

Less Important (ranked 6 or 7)

Retention factors ranked 1 or 2 Female Male Female Male

Compensation 69% 72% 4% 8%

Benefits 46% 42% 15% 14%

Location 22% 22% 36% 32%

Work-life balance 18% 23% 21% 21%

Personal growth 15% 22% 31% 32%

Work environment/organizational culture 17% 8% 48% 47%

Leadership/management 16% 10% 42% 45%