HIRING & EVALUATING LIBRARY DIRECTORS
HIRING & EVALUATING
LIBRARY DIRECTORS
Rick Vander Wende NJLTA 2016
Trustee to Trustee
Hiring A Director
Hiring a Director is the Library Board’s most
important duty. It can be a daunting task and
all Boards should make a commitment to the
time and effort necessary to get the best
library professional to fill their vacancy.
Hiring a new Director is an opportunity to
infuse your library with new energy, vision, and
leadership.
Re-Envisioning the Future of Your
Library
During the hiring process the Library Board has
an opportunity to take a fresh look at services,
the development and morale of staff, the
library’s relations with the community, and the
library’s future direction.
There may be a right way for an individual
library to hire a Library Director, but there is no
one
right way for all libraries.
Hiring a new Director – timeline:
3 – 6 months
Hiring Plan
The
Hiring Plan
is a formal document that starts
with the Library’s strategic plan and set by the
library board to identify the characteristics,
skills, and attributes needed in the new
Director to achieve the Board’s goals.
Included in the Hiring Plan
•
Job Description.
•
A statement that describes the most critical
characteristics, skills and attributes desired.
•
Determination if a interim Director will be hired.
•
Scope of responsibility and appointment of
selection/search committee, including the formal
appointment of any HR consultants that will assist in
the process.
•
Set targets and deadlines for timeline.
•
Appropriation of funds necessary to complete the
search, including a compensation range.
Selection/Search Committee
This committee should represent the community that is
served by the library. Members should be available to
attend ALL meetings, ALL interviews. The committee
proceeds according to the Hiring Plan. The committee
makes regular reports to the Board on their progress
and must seek approval to deviate from the Hiring
Plan.
Selection/Search Committee Activities
•
Develops and places advertising for the position.
•
Articulates a process for fairly reviewing all
applicants (using a matrix or other device).
•
Prepares a package of information for applicants.
•
Conducts initial review of applicants and identifies
those that will be invited to interview.
•
Schedules and conducts interviews.
•
Conducts reference checks.
•
Presents a recommended hire to the Board.
Advertising-Search Effort
The Search/selection Committee creates and places
ads and uses other means to reach out to find
qualified applicants, in accordance with the Hiring
Plan and within the budget set by the Board.
Adequate time must be allowed for placing ads,
which may require more than a month’s lead time.
Review of Applications
The process for reviewing applications should be set
before the review begins. Every applicant should be
subject to the same review process. The
Search/Selection Committee must document this
process and retain records of the review process
.
•
“85% OF A PERSONS SUCCESS IS
DUE TO THEIR
PERSONALITY
AND
ABILITY TO
COMMUNICATE
,
NEGOTIATE
, AND
LEAD
.
SHOCKINGLY, ONLY 15% IS DUE TO
TECHNICAL KNOWLEDGE.”
Carnegie Institute of Technology
Interviews and Selection
Applicants should be interviewed by the same group
of people. Any specific processes or instruments used
by the interviewers should be determined in advance.
The Search/Selection committee must document this
process and retain records of the interview. The
committee also checks references as part of the
interview process. The committee’s selection is
actually a
recommendation
to the Board.
About the Interview
•
Forget the canned questions
•
Have a conversation
•
Look for past results and concrete
examples
•
Lay your cards on the table
Trustees Approve Appointment
The Selection/Search Committee reports on their
recommendation to the Board in accordance with
the Open Public Meeting Act. The committee will
answer the Boards questions before they deliberate
and authorize an appointment to be made. If the
Hiring Plan did not designate the committee to do so,
the Board President or their designee will
communicate and negotiate with the chosen
applicant. An offer letter should conclude the process
noting details of compensation and terms of
employment.
When Should You Have an Interim
Library Director?
•
Efficient use of time.
•
Stabilization.
•
Objectivity when most needed.
•
Avoiding conflict of interest.
•
Board/staff separation.
•
Objectivity (revisited).
Performance Evaluation Checklist
•
Review the Director’s job description.
•
Review the goals you and the your Director
established at the beginning of the year.
•
Ask the Director for a self-evaluation, provided to
you in advance.
•
Seek input from others who interact frequently with
the Director.
•
Identify variances between your evaluation and the
Director’s self-evaluation and prepare to discuss the
differences.
Performance Evaluation Checklist
•
Identify examples of positive incidents and any
opportunities for improvement based on the
Director’s work.
•
Plan for career development opportunities for the
Director.
•
Develop questions that can be used to engage the
Director so it’s a two-way conversation.
•
Plan for a positive close to the review meeting.
•
Offer the Board’s support to achieve success
.
IMPORTANT
Performance evaluations
are a continuous process.
If either you or the
Director are surprised by
any substantial issue
during the review, the
process is broken.
Improve
Communications!
Questions &
References
•
Canada, C. F. of.
Hiring an executive director
. Retrieved August 25, 2016, from
http://www.hrcouncil.ca/hr-toolkit/right-people-hiring.cfm
•
Janssen, & Top, A. S. to. (2016).
Interim executive directors « Janssen and associates
.
Retrieved August 25, 2016, from
http://janssenrecruiting.com/interim-executive-directors/
•
How to prepare a really useful performance review. (2012). Retrieved August 25, 2016,
from
http://www.xavier.edu/hr/documents/performance-review-powerpoint.ppt
•
Hull, H.A. (2005). Retrieved August 25, 2016, from
http://wsl.state.wy.us/.../boards/guidetofindingtherightlibrarydirector
•
Retrieved August 25, 2016, from COSLA State library agencies,
https://www.cosla.org/documents/hiringdirectortimeline.docx
•
INSIGHTS. (2016 ). Retrieved August 26, 2016, from Third sector New England,
http://tsne.org/blog/when-your-non-profit-might-need-interim-executive-director-and-
questions-you-should-ask-first
•
Stubbs, J.
You want us to do what?!
Retrieved August 26, 2016, from
http://http;//www.njstatelib.org/services_for_libraries/consulting_services/library_trustees/
hiring_and_evaluating_director/
•
Services, C. N. (2016).
Board cafe: Hiring a new executive director?
Retrieved August 26,
2016, from
https://www.compasspoint.org/board-cafe/hiring-new-executive-director
•
admin. (2016, February 29).
Organizational tools for trustees
. Retrieved August 26, 2016,
from
http://ala.org/united/trustees/orgtools
Thank you: Candice Brown, James Keehbler, Kimberly Paone, Lori Quinn & Kat Vander Wende
Hiring a library director is a critical task for the board with a significant impact on the library's future. This guide provides key steps, from creating a hiring plan to forming a selection committee, to ensure a successful process. Learn how to re-envision your library's future through the hiring of a new director.
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Trustee to Trustee HIRING & EVALUATING LIBRARY DIRECTORS Rick Vander Wende NJLTA 2016
Hiring A Director Hiring a Director is the Library Board s most important duty. It can be a daunting task and all Boards should make a commitment to the time and effort necessary to get the best library professional to fill their vacancy. Hiring a new Director is an opportunity to infuse your library with new energy, vision, and leadership.
Re-Envisioning the Future of Your Library During the hiring process the Library Board has an opportunity to take a fresh look at services, the development and morale of staff, the library s relations with the community, and the library s future direction. There may be a right way for an individual library to hire a Library Director, but there is no one right way for all libraries.
Hiring a new Director timeline: Trustees approve Hiring Plan Review of applications Selection/Search Committee Advertising - Search Effort Interviews & reference checks Trustees approve Appointment 3 6 months
Hiring Plan The Hiring Plan is a formal document that starts with the Library s strategic plan and set by the library board to identify the characteristics, skills, and attributes needed in the new Director to achieve the Board s goals.
Included in the Hiring Plan Job Description. A statement that describes the most critical characteristics, skills and attributes desired. Determination if a interim Director will be hired. Scope of responsibility and appointment of selection/search committee, including the formal appointment of any HR consultants that will assist in the process. Set targets and deadlines for timeline. Appropriation of funds necessary to complete the search, including a compensation range.
Selection/Search Committee This committee should represent the community that is served by the library. Members should be available to attend ALL meetings, ALL interviews. The committee proceeds according to the Hiring Plan. The committee makes regular reports to the Board on their progress and must seek approval to deviate from the Hiring Plan.
Selection/Search Committee Activities Develops and places advertising for the position. Articulates a process for fairly reviewing all applicants (using a matrix or other device). Prepares a package of information for applicants. Conducts initial review of applicants and identifies those that will be invited to interview. Schedules and conducts interviews. Conducts reference checks. Presents a recommended hire to the Board.
Advertising-Search Effort The Search/selection Committee creates and places ads and uses other means to reach out to find qualified applicants, in accordance with the Hiring Plan and within the budget set by the Board. Adequate time must be allowed for placing ads, which may require more than a month s lead time.
Review of Applications The process for reviewing applications should be set before the review begins. Every applicant should be subject to the same review process. The Search/Selection Committee must document this process and retain records of the review process.
85% OF A PERSONS SUCCESS IS DUE TO THEIR PERSONALITY AND ABILITY TO COMMUNICATE, NEGOTIATE, AND LEAD. SHOCKINGLY, ONLY 15% IS DUE TO TECHNICAL KNOWLEDGE. Carnegie Institute of Technology
Interviews and Selection Applicants should be interviewed by the same group of people. Any specific processes or instruments used by the interviewers should be determined in advance. The Search/Selection committee must document this process and retain records of the interview. The committee also checks references as part of the interview process. The committee s selection is actually a recommendation to the Board.
About the Interview Forget the canned questions Have a conversation Look for past results and concrete examples Lay your cards on the table
Trustees Approve Appointment The Selection/Search Committee reports on their recommendation to the Board in accordance with the Open Public Meeting Act. The committee will answer the Boards questions before they deliberate and authorize an appointment to be made. If the Hiring Plan did not designate the committee to do so, the Board President or their designee will communicate and negotiate with the chosen applicant. An offer letter should conclude the process noting details of compensation and terms of employment.
When Should You Have an Interim Library Director? Efficient use of time. Stabilization. Objectivity when most needed. Avoiding conflict of interest. Board/staff separation. Objectivity (revisited).
Performance Evaluation Checklist Review the Director s job description. Review the goals you and the your Director established at the beginning of the year. Ask the Director for a self-evaluation, provided to you in advance. Seek input from others who interact frequently with the Director. Identify variances between your evaluation and the Director s self-evaluation and prepare to discuss the differences.
Performance Evaluation Checklist Identify examples of positive incidents and any opportunities for improvement based on the Director s work. Plan for career development opportunities for the Director. Develop questions that can be used to engage the Director so it s a two-way conversation. Plan for a positive close to the review meeting. Offer the Board s support to achieve success.
IMPORTANT Performance evaluations are a continuous process. If either you or the Director are surprised by any substantial issue during the review, the process is broken. Improve Communications!
References Canada, C. F. of. Hiring an executive director. Retrieved August 25, 2016, from http://www.hrcouncil.ca/hr-toolkit/right-people-hiring.cfm Janssen, & Top, A. S. to. (2016). Interim executive directors Janssen and associates. Retrieved August 25, 2016, from http://janssenrecruiting.com/interim-executive-directors/ How to prepare a really useful performance review. (2012). Retrieved August 25, 2016, from http://www.xavier.edu/hr/documents/performance-review-powerpoint.ppt Hull, H.A. (2005). Retrieved August 25, 2016, from http://wsl.state.wy.us/.../boards/guidetofindingtherightlibrarydirector Retrieved August 25, 2016, from COSLA State library agencies, https://www.cosla.org/documents/hiringdirectortimeline.docx INSIGHTS. (2016 ). Retrieved August 26, 2016, from Third sector New England, http://tsne.org/blog/when-your-non-profit-might-need-interim-executive-director-and- questions-you-should-ask-first Stubbs, J. You want us to do what?! Retrieved August 26, 2016, from http://http;//www.njstatelib.org/services_for_libraries/consulting_services/library_trustees/ hiring_and_evaluating_director/ Services, C. N. (2016). Board cafe: Hiring a new executive director? Retrieved August 26, 2016, from https://www.compasspoint.org/board-cafe/hiring-new-executive-director admin. (2016, February 29). Organizational tools for trustees. Retrieved August 26, 2016, from http://ala.org/united/trustees/orgtools Thank you: Candice Brown, James Keehbler, Kimberly Paone, Lori Quinn & Kat Vander Wende
