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 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 [added 'in'] a bad system but it should rasie a warning flag. As systems, we are in competition with each other in order to employ the best possible professionals. Although we may hire that professional, what are we doing to keep him/her?
how about crappy directors and crappier-still library boards? thats why im trying to get a new job.
Comment by anonymous librarian — December 17, 2007 @ 3:44 pm |
here here. pay was the main reason I left my old library for a larger (the state) system. of course dissatisfaction with the attitude of admin was another; read, heads in the sand. I loved the people I worked with, but we were all in the same boat and it is sinking. My suggestion would be for administration to take their employees seriously and actually listen to them. There were countless times when meetings would be called and suggestions flowed and we were all completely ignored. One of the new bldg. additions to the library is a fine example. Not one of the suggestions made by employees about design were incorporated into the new space! Not one! And they wonder why we complained when half a million was spent on “art” and then we were asked to make consessions at the barganing table for pay and benefits! I saw admin get huge pay raises from their cronies on the board and the rest of us told to be happy with our pitance that couldn’t even keep up the the cost of living. If you work for this system, forget about owning your own home. The cost of living in our community is so high that most rent or have a roommate to pay the bills or even work one or two other jobs. Professional development was usually only offered to the “golden” employees deemed worthy by admin. The rest of us suffered with “diversity” training; not that I am complaining about diversity. It’s just that employees were trained to treat the public with the utmost respect and care and then have our own complaints ignored by the very people who did the training! We work in a library because this is what we love. A little respect please!
Comment by Mary — December 21, 2007 @ 4:09 pm |
How about the library that actually prefers “new blood,” rather than hiring from within? The only way for advancement at my library is to move to another one. The director said at one meeting that librarians should stay no more than two years at any library. Of course, she has been here for at least 5.
Comment by almost a librarian — January 26, 2008 @ 4:28 pm |