Presenters Dora U Sims Trustee Birmingham Public Library Trustee at Large United For Libraries Board Assisted by Georgia Morgan Blair Trustee Birmingham Public Library Birmingham AL 35203 ID: 258234
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Slide1
Hiring & Evaluating the Library Director
Presenters:
Dora U. Sims,
Trustee, Birmingham Public Library
Trustee at Large, United For Libraries Board
Assisted by Georgia Morgan Blair
Trustee, Birmingham Public Library
Birmingham, AL 35203
Member, United for LibrariesSlide2
Hiring A Library Director
Basic
Legal
Requirements
……
Some library boards of trustees are appointed by State
, Municipal Government, or Council,
etc.
The full library trustee boards have the
basic legal authority to hire, evaluate or
terminate
a
director.
ADA Compliance
…
requires that job
applications 1)
do not seek to discriminate or is bias on whether an individual is
handicap,
2)
make reasonable
accommodations or adjustment to the work environment, job procedures,
rules
to allow a handicap to perform the job,
and 3
)
provide equal
access to insurance, benefits as offered to other employees.Slide3
Hiring A Library Director
Hiring a Library Director has some basic guidelines. These basic guidelines are outlined in this PowerPoint Presentation.
This presentation has an attached sample tool to Evaluate the Director. It is suggested that the director is evaluated during the first six months of hire, and thereafter annually, or as the board deems necessary.
The Evaluation helps the board to determine if the director is meeting the Performance Objectives as agreed upon by the board. Slide4
Hiring A Library Director
The first order of business for the board in the absence of a director is to appoint an Interim Director.
The Interim Director in most cases is the Associate Director.
The next order of business is for the board to determine the method of hiring the new director.
T
here are at least three methods boards may use to hire a director. Library boards can:
Hire a Recruiter/Consultant
Appoint a Board
C
ommittee
Utilize full Trustee Board Slide5
Hiring a Recruiter/Consultant
To hire a
Recruiter/Consultant:
The
board
may
consult with state library
organizations
Advertise
through ALA job sites, library journals,
Professional groups, newsprint
media, television, internet,
twitter, etc.
Interview and choose the recruiter/consultant most likely to work well with the board and meet the board’s
expectations
Agree on payment cost for services to be provided by the recruiter/consultant.Slide6
Appointing a Board Committee
Board President appoints Personnel Committee with a designated chairperson.
The committee develops a job description for board approval.
Select media sites for advertisement for board approval; (see partial listing under Recruiter/Consultant) .
Compile a list of interview questions for board approval with approval by legal advisors or attorney.
Ensure that all committee members participate in the interview process.
The committee submits its recommendation to the full board.Slide7
Appointing Board Committee (cont.)
The Process continues………
The board meets with the final candidates along with key staff members, if board deems admissible, for final interviews.
Checks
references making sure legal guidelines are followed.
Make offer including benefits, usually be phone, etc.
Follow up with a letter that includes important details to make sure all information is complete and accurate.
Contact other
applicants not selected
after receiving the candidate’s acceptance letter.Slide8
Hiring by the Board
Determine Job Description for new director:
Review Long-Range Plan, analyze progress, determine unmet goals, objectives, etc
.
Experience working with library boards.
Knowledge of Budget preparations
Policy Development
Administrative & Employee supervision
Collection Development
Experience in Public Service, Technical Services, Public
Re
lations, and Automation.
Demonstrated Leadership & Dependability
Experience in Fundraising, Financial Management, Legal Compliance, Customer Relations, Organizational Growth.Slide9
Hiring by Board
The Hiring Process (Cont.)
Develop
job description that reflects qualifications and duties of the new
director (MLS degree).
Advertise in select media sites for prospective candidates.
Determine
a competitive salary range and fringe benefit package.
Check references of applicants & evaluate qualifications.
If the board desires to contact current or past colleagues of the top potential candidates to get a more complete picture of an applicant’s qualifications, seek written permission from the
candidates.
Compile a list of questions for contacting references
approved by legal advisors or attorney
.
Arrange interviews with potential candidates; agree to pay part or all necessary travel expenses if any.Slide10
Hiring by Board (cont.)
The Hiring Process (
cont.)
Compile a list of uniform questions cleared by legal authority for the interview.
Board president may determine how questions will be administered; each board member may be assigned specific questions or the decision by full board.
Schedule interview time best for all trustees.
Each candidate is asked the same questions.
After
the interview, tally
votes
per each trustee.
Once board has made a hiring decision,
Board president contacts
the selected
applicant, confirms appointment, starting
date in writing.
The employment contract or letter of appointment
may
specify that as a condition of employment, the director must obtain and maintain the appropriate
certification (MLS degree), or as
deemed by the
board
,
etc
.Slide11
Hiring by Board (cont.)
The
Hiring
Process (
cont.)
Clarify with candidate any probationary status, performance
evaluation,
salary adjustment procedures, and all other terms of employment.
The
Board President promptly
notifies the applicants not selected.
New director may be recommended to attend
a thorough orientation program.
Board determines whether to have a six-month
or
one-year probationary period.
The board and director should have a mutual agreement of short and long term goals for this probationary period.
Board evaluates performance regularly throughout the probationary period.Slide12
Hiring by Board (cont.)
The Hiring Process
(cont.)
Upon successful completion of probationary period, the board’s supervision and evaluation responsibilities continues.
Board should review director’s performance and attainment of goals and objectives annually.Slide13
Evaluating the Director
Why Evaluate
the
Director?
The library director executes board policy. In order to measure the library director’s accomplishments, requires
a semi-annual or annual
evaluation by the board.
This evaluation determines
how well the library is being
managed; a
well managed library is an effective library.Slide14
Evaluating the Director (cont.)
Methods
or Tools needed for the
Evaluation
Evaluation Performance Objective
Tool*
Summation Form to tally Ratings from
Evaluation*
Director’s Job Description
Self-Evaluation
provided by director (optional)
Strategic Plan listing goals, objectives, etc
.
*Please see sample Evaluation Performance Tool and Summation Talley Sheet as a separate document.Slide15
Evaluating the Director (cont.)
Required
Elements to Perform
Evaluation
Hint:
Create an
Evaluation Process Flow Chart
To evaluate the director, the board needs a Flow Chart
Guide as follows:
Board & Director to establish
date
for Evaluation
Board & Director agree on Evaluation Performance Objectives
Director submits Self-Evaluation (optional)
Board evaluates & rates performance objectives.
Board
tallies
rating scores
for
overall percentage points.
Board
President or full board meets
with Director to discuss
evaluation.Slide16
Evaluating the Director (cont.)
If
director does not meet required
expectations:
B
oard
may implement a Performance Improvement
Plan
Permit director to come up with a Performance Improvement Plan or,
Board
determines if director should be dismissed
.
If director is dismissed, the hiring process begins again.Slide17
Evaluating the Director (cont.)
Conclusions…
There is no one perfect evaluation system.
The evaluation process is a continuous one.
Most directors welcome the opportunity to have a formal evaluation of their performance.
This Hiring and Evaluation Director format is being presented only as a help guide to use when the need arises to hire a director.