LIS 7040: Case Study 1 – Si Quaeris University

Approach

As the newly appointed Library Director for Si Quaeris University, I have much to do to manage the merger of the four colleges, particularly with regard to planning for the Library and integrating the staff into cohesion. I used a multifaceted approach to reviewing the information about the state of the current four college libraries and their employees to identify the problems and develop the subsequent analysis and plans provided below.

First, I pulled out all pertinent information (such as staff information, college strengths and weaknesses, terms to research, etc.) and wrote each item on a sticky note. Then I put the sticky notes into relevant groupings and stuck them to my wall (Appendix A) to garner a better understanding of the situation. Then I reviewed my old 7040 class lecture notes and syllabus to obtain a list of germane management issues. Like the information above, I listed each one on a sticky note and put them into relevant groups (Appendix B).

These groupings allowed me to more easily flow between the big picture (planning for the library and integrating staff) to details (one strength of Our Lady is their ILS). It also helped me to turn the issues into problem statements. Then given that the problems drive what management issues are spotted, I mapped the relevant management issues to each problem statement. The next step involved analyzing each problem, and finally drafting a plan for how to proceed. This resulted in the following organization for the first phase of my master plan:

Problem Statement: A problem faced by the Library due to the merger.

Issues: What management issues are spotted in this problem?

Analysis: What is the problem really about? How do the issues influence this problem? What are the pros and cons of various approaches?

Plan: How will I fix the problem based on what I learned in the analysis? What will be done in the short-term (next four months before school starts), and what will be done in the long-term (over the course of the next several years)?

Finally, I grouped all of the problems into two categories to better organize the plan as a whole: planning problems and organization problems. The planning problems center on planning for the Library and its leadership. The organization problems center on integrating the staff into a cohesive whole at the University Library.

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Planning Problems

ProblemThe Library does not have a mission statement.

IssuesPlanning, Mission Statements/Visions

AnalysisThe text states, “essentially a mission statement is the organization’s very long-

term strategy…” (p. 149), therefore, I must look to what I know of the University’s long-term strategy and apply it to the Library. Horatio Halger’s (HH) vision for the University is that “it becomes a program of international repute, and that it will change lives by teaching people the important skills of self- sufficiency and sustainable farming techniques, particularly in regions that lack access to healthy food” (Case Study). Additionally, HH has the goal of full accreditation by Agricola et Magister (AgMag) within two years. AgMag’s Standard 101 states, “the Library will have a visionary mission statement that is philosophically aligned with the larger institution. The library Director will serve as the chief advocate for this vision” (Case study). Therefore, the mission statement devised for the library needs to incorporate the University vision and apply it to the library, and as Library director, I will serve as the chief advocate for this mission.

Although I may be the chief advocate, I believe in the importance of staff involvement, particularly in terms of ownership of the mission statement. This will help to facilitate staff buy-in and enthusiasm, which is important in proceeding with strategic planning as well as enabling a happy, healthy staff and, therefore, Library. Indeed, “for a strategy and/or a plan to be useful, there must be congruity between the organization’s capabilities and its operating environment” (Text, p. 149) and given that the mission statement will feed into and instruct the strategic plan, and that the employees help to construct the operating environment, it is critical that they are all involved.

However, it is also essential that the mission statement be devised quickly to help “guide [me and my staff] in all [our] actions” (Lecture Notes – Planning & Leadership) during this transition and the Library’s initial reorganization and planning phases. Therefore, as Library Director, I will craft a temporary mission statement based on HH’s vision of the University at large, as well as the “four activities for an environmental scan” (Text, p. 152) to unify the four former colleges into the single, cohesive University Library. I will present this temporary mission statement to the Library staff as our guide in traversing the transition. I will then request that all staff members provide feedback and invite them to join the (voluntary) mission statement committee. This committee is necessary to ensure staff involvement, and given that the mission statement is to address the “long-term perspective,” it will need to be revised “periodically (in case of environmental or organizational changes)” (Text, p. 150). Therefore, once the staff settles into their roles and the organizational structure is resolved, it will be beneficial for the committee to revisit the temporary mission statement. By involving the Library staff in both the mission statement and subsequent planning process, “the final product reflects,

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or should reflect, the thoughts and input from the staff, the service community, and the governing and advisory bodies, as well as other interested parties” (Text, p. 159).

PlanUsing the method I discussed above, I created the following draft mission

statement for the short-term (4-6 months while the Library is in transition): Promote and provide solutions to world hunger by educating people on self-sufficiency and sustainable farming techniques through service and technology. This statement will help guide the library through our short-term, outward facing goals (this document addresses inward facing goals). It will also serve as a starting point for the collectively generated and owned mission statement.

I emailed this mission statement to the staff members, who so far have been supportive. The email also requested staff involvement, and four of the six respondents volunteered for the mission statement committee. At the end of the review period (this week), I will set up a meeting to include all volunteered staff members for us to begin the process of crafting the more permanent mission statement. The initial meeting will mostly be brainstorming to determine what long-term goals the library has, and most importantly identify any short-term goals and objectives needed to meet the long-term goals. Then the committee will take a brief hiatus until everyone is a bit more settled in our roles so that when we do regroup, everyone has a better sense of the Library.

ProblemThe Library does not have short-term and long-term plans, and so far only a few identified goals from HH exist.

IssuesPlanning, Goals, Change management/strategic planning/SWOT planning/short & long range planning

AnalysisAs noted above, the mission statement is to address the “long-term perspective”

(Text, p. 150). However, “mission and value statements and the strategic plan are all painted with broad brush strokes […] They do not provide enough guidance to develop operational activities. Rather they are the pool of information from which you draw a series of goals […]” (Text, p. 154). The draft mission statement above will help to identify and create a framework for the short and long-term planning and goals (Lecture Notes – Planning & Leadership (continued)), and the staff-owned mission statement will further this initiative and generate buy-in from the staff.

“Goals must align with the mission” [Text, p. 154] and are essential to identify and complete to “aid in the achievement of a strategy” [Text, p. 154]. Additionally, our goals should be” SMARTER” [Text, p. 154] and then broken down into objectives which “are the basis for achieving tactical and strategic plans” [Text, p. 154]. After the Library has identified its goals and objectives, “it becomes relatively easy to identify appropriate activities, programs, policies, procedures, and rules as well as the resources required to

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achieve the desired results” [Text, p. 155]. Thus, by using the mission statement as a guide, we can break down high-level concepts into smaller (goals), and smaller (objectives), and finally manageable, doable chunks of work (activities and their associated tasks, programs and their associated tasks, etc.). This will allow us to fulfill and be accountable to the Library’s mission, as all of our work will be generated from it and work towards it.

PlanLike the mission statement, I believe that staff buy-in is critical to make the short

and long-term plans, goals, and objectives meaningful to and thus achievable by the staff. However, also like the mission statement, I feel that given the constricted timeline, I need to begin this work so that the Library has a starting point. Therefore, I outlined some internal and external-facing short and long-term goals below (not necessarily SMARTER, and not complete, as this is only a starting point). Like the mission statement, I will involve staff by soliciting feedback and then by creating a voluntary committee for staff to provide input on the goals and subsequent planning.

Short-Term goals: Integrate staff into a cohesive whole (relocation, job redesign, org structure,

motivation, compensation). Begin relationship development with HH and staff. Develop temporary/initial mission statement. Begin physical and digital integration, including integration of all four catalogs into

the Wicked-Good ILS system. Be ready for classes to begin in four months. Begin technology upgrades. Determine staff interests within the University beyond the Library to determine

possible committee and department work.

Long-Term goals: Finalize mission statement and generate strategic plan with staff input. The Library must be fully accredited by AgMag in two years, this includes meetings

Standards 101, 202, 203, and 701. Continue upgrading technology. Create outreach programs to get in touch with people in target communities (third-

world, inner city, etc.). Create programming that reflects Library’s mission statement. Be active members of the University community (committees, departments).

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ProblemHH is the new University President and I do not know how him well, and neither do my staff.

IssuesKnow your Boss, Leadership/Followership

AnalysisHH’s directive is ambitious and demands much from all University and Library

staff involved in turning his vision into reality. Based on what I learned about him so far (in-person observation, things he’s said, his goals, and my own research), I believe that provided I work towards moving the library to meet his University vision, HH will be supportive and enable me to meet my goals so the Library can attain its goals. Additionally, I discerned that he values talent, creativity, innovation, clear hierarchies and communication, and Drive by Daniel H. Pink (Case Study), and his values will help to “shape strategic plans” (Text, 342) for the University, and thus the Library.

All of the above is useful information, but to inform my actions and directions as the Library Director further, I need to understand better who HH is as a leader. To do that, I must garner an understanding of his leadership style and approach, so I refer to my LIS 7040 text. Per Fielder’s contingency theory, HH appears to fit the profile for a charismatic leader (Text, p. 333). Additionally, HH seems to have markings of a transformational leader, as he brings, “vision, self-confidence, and the ability to arouse strong follower support” (Text, p. 334) (at least he is arousing support in me). He also seems transformational, “possess[ing] two other factors – intellectual stimulation and individual consideration” (Text, p. 334) as evidenced by his asking me to review Drive, his desire to not lose talent, and his statement, “I appreciate the fact that each and every staff member brings something unique and valuable to the team” (Case Study). Given this, my hope is that transactional leadership will occur between the two of us, and therefore, between him and the Library staff. This would occur with exchanges of “valued “things”,” (Text, p. 334) which seems to be HH’s intent given that he told me, “you have my word that I’ll support your vision of library excellence…” (Case study).

PlanI will use the above information, both given and inferred, to guide my actions and

directions in directing the Library and its staff. Given that HH is a fan of Drive, I will review the text, see what is applicable to the Library’s situation, and use it. Since values “shape strategic plans” (Text, p. 342), I will look for ways to incorporate HH’s values (above) into the Library, from its mission down to day-to-day operations. It helps that I also value these things, and have placed an importance (though perhaps to a lesser degree than I will now) on them in the current Library. Understanding HH’s leadership style is helpful to inform how to communicate effectively with him. To do so, I need to communicate clearly to achieve desired results, as I did previously with the voicemail I left him, which achieved and fulfilled the need I had. Finally, I think exchanges of “valued “things”,” between the two of us, such as him providing the means to achieve Library goals (e.g., money, support, etc.) and me directing the library so that it achieves its goals is a good approach (at least initially) to our professional relationship. So far, this approach has worked well. I have made several proposals as I worked through the

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problems presented in this document and HH has been nothing but receptive and supportive.

ProblemThe Library has a new Director: me, and the University has a new President: HH. I need to get to know HH well enough to properly guide my actions, be an active follower, all while remaining a good leader for the Library staff, and enabling them to be active followers.

IssuesLeadership/followership

AnalysisTo be an active, critical follower of HH, I must focus on my leadership and

followership skill sets, getting to better know HH as a leader, and determine how best to integrate my skills and styles with his leadership style. Additionally, as everyone does, I must flow between follower and leader (Lecture Notes – Planning & Leadership) as my time is divided between being a follower (of HH), being a leader (of the Library), and being a manager (of the Library), I need to adapt and flow through each of these roles, as followership differs from leadership, which differs from management (Text, p.331). Based on what I have learned about HH (see know you boss section above), particularly his desire for clear communication, I think that being an active, critical follower of HH will be achieved by effectively following him, and also by empowering the Library staff to be effectively followers in my Library leadership role.

PlanFor me to be an effectively follow HH, I need to be a “critical, independent,

questioning, thinking, engaged employee who will bring the most value to the organization as a follower [… and] bring both questions and commitment to projects” (Lecture Notes – Planning & Leadership). Given this, while I should embrace his values, and his goals, I should also question them if they do not seem appropriate, and seek a deeper understanding of why he wants these things accomplished. This process will not only ensure that his agenda is the best course for the Library, but will also identify any other related but unstated or unidentified goals or actions beneficial to the Library.

The second method for me to achieve effective followership is by using my leadership role to empower the Library staff to be effectively followers. To do this, I need to foster the characteristics of “confidence, courage, competence, and critical thinking skills, and […] commit[ment] to the larger aim of the organization” (pdf1, p. 7) in the staff. As a leader, I need to follow by example, and can do this effectively by “asking questions instead of giving answers; providing opportunities for others to lead you; doing real work in support of others instead of only the reverse; becoming a matchmaker instead of a "central switch."; seeking common understanding instead of [superficial] consensus.” (as quoted in pdf, p. 8). Therefore, achieving effective followership of HH in both the Library’s staff and myself, will contribute to success by ensuring that both the 1 Source: PDF - www.arl.org/bm~doc/li2.pdf

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Library’s goals as well as the actions taken to accomplish them will be critically examined, and carried out by engaged, thoughtful people who are committed to the success of the Library and thus the University.

Organization Problems

ProblemStaff members from the other colleges are relocating to Owosso.

IssuesChange management, Orientation/Training

AnalysisThe employees at the other college libraries are likely worried about working in a

new environment, fitting in, and other professional concerns, as well as the personal concern of relocating themselves and their families to a new city. These employees must deal with change on multiple fronts, and I must acknowledge and help them to manage the “frequent, prolonged and consequential change - they will be feeling heightened levels of loss and heightened levels of emotions” (Lecture Notes – Motivation and Change Management).

Although I only have limited ability to help the relocating employees in their personal life, I will do my best by researching and hiring a relocation consultant to assist with the move, attempt to provide a relocation stipend, etc. Prior to finalizing moving arrangements with HH, I will also create a quick survey for relocating staff to get a sense of where their biggest concerns are, to help inform the relocation plans that I propose to HH.

PlanI drafted a short survey with questions such as “how long is your commute to the

new college,” “do you have to sell a home,” “how familiar are you with Owosso,” “what is your biggest concern about the relocation process?” Of the nine responses, two people will not be moving because their commute is manageable (Fred and Ollie who live just outside of Laingsburg), but the seven other staff members do plan to move. Of those seven, three are married and concerned about their spouses finding work, four are home owners concerned about selling their homes in the bad real estate market, and the three renters are worried about breaking their leases. Also, everyone expressed concern about a moving timeline and receiving time off to pack, move, and find housing.

Based on these concerns I contacted HH and provided him with a list of top relocation needs including:

Hiring a consultant to coordinate relocations, realtor suggestions, and assist spouses in finding work

Providing a moving company to pack and move staff’s belongings Providing a stipend ($2000 suggested) to assist those moving with associated

costs (e.g. breaking a lease, cover realtor fees)

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Contacting the Shiawassee county convention and visitors’ bureau to gather information so that the movees will be more familiar with their new surroundings

HH approved these measures, and in fact made them applicable to the University as a whole. He has hired and assigned someone to coordinate these tasks for the entire University, and I am the coordinator’s contact for the Library staff.

ProblemWith the four previous college libraries merging, I need to ensure that staff members remain (and in some cases become) interested and motivated despite the changes taking place.

IssuesChange Management, Motivational Theory

AnalysisAfter reading the LIS 7040 text’s chapter on motivation and not connecting with

any of the theories presented, I investigated Daniel Pink’s Drive. Although I did not read the book, I read the review on his website, and watched a video of his Ted Talk. The notions of his motivational theory, “an approach built much more around intrinsic motivation around the desire to do things cause they matter cause we like it cause they're interesting because they're part of something important” (TED Video2) resonated with me, and I think will resonate with the Library’s employees. Also, the three concepts that his theory is built upon: “autonomy: the urge to direct our own lives,” “mastery: the desire to get better and better at something that matters,” and “purpose: the yearning to do what we do in the service of something larger than ourselves” (TED Video) strike me as being at the heart of the librarian profession and in sync with the vision set forth by HH.

The merger of the four college libraries into the a single, cohesive University Library is not an easy task, and is one that has a broad focus and needs creativity from the staff in order to be achieved. Per Pink’s talk, this makes me hesitate to use traditional “carrot and stick” motivational approaches as these incentive approaches “dull thinking and block creativity,” only working “if it’s an easy task” with a “narrow focus” (TED Video). While I will do my best to ensure good pay and benefits for the staff (per Pink, these issues must be off the table), I will then focus on fostering and improving the staffs’ intrinsic motivation. This will involve working individually with each staff member to better understand his or her motivators and interests, and developing a way to integrate these into job roles. I also think the idea of 20% time would be beneficial to the library as a way to innovate and drive new programs and better fulfill the vision set forth by HH.

PlanMy first step in managing staff motivation was to ensure that good pay and

benefits are obtained for staff members so that these issues are off the table. Compensation is discussed in detail in its own section below, however, I raised everyone’s salary with the exception of Tank (who will be taking advantage of tuition

2 TED Video: http://www.ted.com/talks/dan_pink_on_motivation.htmlaf3973@wayne.edu

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assistance and paid time to attend class and do homework). Additionally I requested extensive benefits, which were approved by HH.

With the concerns of salaries and benefits resolved, my next step was to address individual staff member’s intrinsic motivation. I started this process when I met with everyone to get a sense of what they wanted in their role (see next section regarding organizational structure and roles). I want to use the merger as more than just a forced change, and instead try to use it as a fresh start, enabling staff members to pursue their interests related to their roles. For example, Tank is interested in cataloging and reference but not acquisitions, so I modified his role to have greatest emphasis in cataloging and some reference opportunities. Likewise, Pansy likes reference but is passionate about teaching and program development. Therefore, I modified her role to 75% reference and 25% programming with the understanding that we’ll see how it goes, and she may be able to eventually move over into a 100% programming role.

Finally, I contacted HH to ask for 20% time so that each staff member is able to focus on a particular area of interest, with the Library benefiting through the generation of new programming. HH is supportive of this so long as the interests coalesce with the Library’s mission.

ProblemGiven the merger of the four colleges, some roles will overlap and job descriptions and roles need modification, and new hiring needs to take place. Additionally, a new organizational structure and reporting structure needs to be created.

IssuesOrganizational Structure & Culture/Committees, Training and Compensation, Decision Making, Authority, and Org structure, Hiring/Terminating, Human Resources & Resumes

AnalysisA strength within this merger is the wide range of professional skill sets found

amongst the employees of the four colleges. As HH said, “I know a couple of employees may not be a good fit in their current positions. But we have a lot of needs and I don’t want to lose talent,” (Case Study). Between the employees at all of the converging colleges, nearly all the needed positions are covered, including traditional library services such as reference, acquisitions, and cataloging librarians, technology services including ILS, and security/proxy, and subject matter experts and program facilitators for the subjects important to the new University’s mission.

These diverse skill sets will allow the new University Library to hit the ground running, as long as motivational needs are met (see above section) and employee integration is appropriately dealt with (see employee integration section). I think the best use of these skill sets will be matching the staff member’s skill set to work that s/he desires to do and is enthusiastic about. By actively working with each individual to get a sense of professional goals and interests and then applying that information to the

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individual’s new role, for example, by “tweaking” the job descriptions (Lecture Notes – Change Management & Motivation). The key is to keep employees enthusiastic and thus intrinsically motivated to do their best work, and I think by ensuring they are interested in their role will help to make this happen. Given the range of professional skill sets, a bit of role tweaking should result in meeting the major needs of the Library.

However, review of all the staff in their current positions reveals some role overlap. For example, both Tank and Benepace perform cataloging duties, and both Tank and Doris perform acquisition duties. Some roles will become outdated due to technology, such as Brother S’s creation of an in-house database, which will no longer be needed when all the libraries’ catalogs are integrated into the Wicked-Good ILS system. Also, combining staff from four separate colleges, including three staff members who were directors pre-merger, a new organizational structure needs to be determined to create a reporting arrangement. I also need to take into account the strained relationship between Tank and Brother S, as “a certain supervisor/employee relationship may appear broken so people are shifted around” (Lecture Notes – Decision Making, Authority and Org Structure).

There are several options with regard to a new organizational chart. The first decision is whether to make the organizational structure flat or vertical. “A flat structure with a wide span will work best in an organization where the employees are well-established in their roles and where there is a shared understanding of how things work,” but “may not work in times of growth or transition” (Lecture Notes – Decision Making, Authority and Org Structure). Thus, I have serious reservations about making a flat structure given the immense transition the Library is going through, particularly because “with a wide span of control might not give the employees enough access to their supervisor,” especially because as the Director my “general knowledge might not be adequate”(Lecture Notes – Decision Making, Authority and Org Structure). I feel its important to recognize that realistically my general knowledge will not be adequate for a while because I too am in transition, and have much to learn. Also, through the incorporation of the strengths of other libraries (diversity of employees and employees skill sets, new ILS system, etc.), I will not be an expert in many of our operations. Therefore, I think it is important to create a system where those staff members who are subject experts are put in positions where their expertise will guide other staff members who are novices or less skilled in these areas.

Given this, a vertical organizational structure appears more appropriate for now. A vertical structure will “be the most efficient report if the employee needs a more engaged supervisor who has specialized knowledge” (Lecture Notes – Decision Making, Authority and Org Structure). Although specializations are important, I also think it is important for some task-sharing to occur. For example, at Our Lady, all three staff members share reference responsibilities. I want to continue this practice as “the Reference Desk is a richer place when the cataloging librarians work the desk,” (Lecture Notes – Decision Making, Authority and Org Structure) and I would extend that to include the circulation and acquisitions librarians as well.

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Finally, as staff roles shift, training takes on significant importance as staff members may not yet have adequate knowledge and expertise to perform their new tasks. Based upon the training needs of the staff, I need to determine if I can “use my own skilled people to provide training, or hire it from a professional” (Lecture Notes – Legal Issues, Diversity, Training and Compensation). Additionally, I think establishing a mentoring program would be beneficial, although that requires consultation with staff to determine interest.

PlanBased upon the pros and cons of flat versus vertical organizational structure, I

decided to create a vertical structure given the state of transition that the Library is in. Next, I needed to determine what roles were necessary and if we have the appropriate staff members to fill these roles. When I first met with each of the staff members, I discussed their current roles, what they liked and did not like about them, and future career aspirations. Most of the staff are relatively happy with their current roles, with the exception of Tank (see section on problem employees). Additionally, Benepace expressed desire to extend her role into a supervisory capacity, Sister Agnes expressed her love of mentoring students and “helping to provide information to those in need,” Brother S’s passion is technology, Pansy expressed interest in developing programming as did Fred, and Ollie actually spoke up with some enthusiasm about the acquisitions process. Additionally, both Fred and Ollie were ambivalent about having a supervisory or leadership role, which was a relief given their desire to maintain their current working hours, which would be difficult given the demands of supervisory and leadership roles under the new mission.

Given Brother S’s passion and skill set for technology, and the technology needs of the University as a whole, I contacted HH and suggested that Brother S’s role be shared between the library and the University, effectively making him .75 FTE in the Library. I think this will be manageable for the Library if Britta (our current Technology Librarian), is provided additional training and mentorship by Brother S (which he agreed to) and two additional technical clerks are hired. HH agreed, and Brother S was thrilled with this idea, I think in part because it gives him more autonomy, which he clearly desired given our initial interaction. Brother S and I will work together throughout the hiring process to create job descriptions, recruit, screen, interview, contact references, and conclude with happy matches (Lecture Notes – HR & Hiring).

Similarly, I felt like Benepace’s role needed some tweaks, given her vast knowledge of the Wicked-Good ILS system and cataloging combined with her interest in a supervisory role. She also expressed interest in mentorship and sharing knowledge. Therefore, I believe she will make a good Technical Services Head, and provide mentorship to Tank as he learns more about cataloging and pursues his MLIS. I will work closely with Benepace to mentor her on supervisory skills and provide her training as needed. She will also work with Pansy to develop an internal training program for the staff on the Wicked-Good ILS system. I think that Benepace’s experience with the system and Pansy’s passion for programming will be a good combination, enabling them

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both to gain experience and benefit the entire staff by getting up to speed with the new (to almost everyone) ILS system.

Finally, after taking all the staff preferences in consideration with the needs of the library and a vertical structure, I created the organizational structure below. Like most everything else, this is temporary in that it will be revisited as needed, which I think is particularly important as staff needs change.

*This organizational chart only include the new to Si Quaeris University staff members (except for me). There are additional staff members (such as the circulation and outreach librarians) who are already staff members at Si Quaeris and are not reflected on the chart.

ProblemThe four previous college libraries have different base pay structures, benefits, and work hours.

IssuesMotivation, Hiring/Termination, Compensation

AnalysisThe four former libraries have entirely different compensation structures. The

librarians and the director at Our Lady all make $35,000/year, the staff at HCC all make different salaries, ranging from $45,000 for support staff to $60,000 for the director, and the two employees at FuFoo make $38,000 and $37,500 working different hours based on the time of year (50 hrs/week during the winter and 20 hrs/week during farming season) (Case Study). Despite these variations, it is critical that I determine a base salary that tries

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Library Director

Me

Technical Services Head

Librarian II Benepace

Public Services HeadLibrarian IIISister Agnes

Web Services Head

Librarian IIIBrother S

Programming Librarian II

Fred

Reference Librarian IIMenghali

Cataloging Clerk III

Tank

Acquisitions Librarian II

Ollie

WebTechnology Clerk I or IINew Hire

Web Technology

Clerk II or IIINew Hire

Acquisitions Clerk III

Doris

Reference & Programming

Librarian IPansy

to “balance equity and market,” (Lecture Notes – Legal Issues, Diversity, Training and Compensation) particularly given the vast salary ranges of the four former colleges. I need to determine if I will use a system with “overlap and compression” or one with “rigid demarcation” (Lecture Notes- Legal Issues, Diversity, Training and Compensation). Additionally, I believe that salaries need to be extremely competitive given that all staff are being asked to undergo a huge transition, and we need to retain as much talent as possible per HH.

Since there are a broad range of salaries, the “overlap and compression” scheme seems to be the best option for the current situation given “seniority” issues and the “depressed job market” (Lecture Notes – Legal Issues, Diversity, Training and Compensation). Additionally, I want to ensure that no one’s salary is lower than what it is now, and that the librarians with lower salaries receive wage adjustments. Also, I think the establishment of an annual market adjustment to salaries is needed, as well as a well-thought out merit systems. Two options of merit systems would be an annual merit raise, “awarded for past behavior,” or a bonus to reward excellent work (Lecture Notes – Legal Issues, Diversity, Training and Compensation).

In addition to monetary compensation, other factors like benefits, or “indirect compensation” (Lecture Notes –Legal Issues, Diversity, Training and Compensation) are important to employee happiness and motivation, so I must consider those as well.

PlanTo establish a pay scale, I first created a range of Librarian (professional)

positions and a range of Clerk (paraprofessional) positions. Then I made two charts of compensable factors with rankings (1-3, 1 is the lowest, 3 the highest) (Lecture Notes –Legal Issues, Diversity, Training and Compensation), and finally mapped then the positions to the appropriate compensable factor rankings:

Librarian PositionsPosition & Salary Range

Degree* Judgment Independence Specialty** Supervisory

Librarian I$55,000 - $64,000

3 1-2 1-2 1-2 0-1

Librarian II$60,000 - $69,000

3 2-3 2-3 2-3 1-2

Librarian III$65,000 - $74,000

3 3 3 3 3

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Clerk PositionsPosition Degree* Judgment Independence Specialty**Clerk I$35,000 - $44,000

1 1 1 1

Clerk II$40,000 - $49,000

2 2 2 2

Clerk III$45,000 - $54,000

2 and 5+ years of related experience

3 3 3

*Degree: 1 = High School, 2 = Bachelors Degree, 3 = MIS/MLIS**Specialty: Refers to the specialty of the librarian such as cataloging, technology, outreach, etc.

To determine the salary ranges I took into account the current College’s budget, the funds available from the vacant positions across the four colleges ($250,000), and the current salaries of the librarians and support staff. I also wanted to ensure that the librarians received equitable compensation, and that no one’s salary was lowered because of the merger. I reviewed each staff member’s prior work history as well as their new role (see organizational structure section above), to determine each staff member’s salary. Most staff members’ starting salary will be the bottom of their ranking’s range, to provide ample room for growth. The one exception is Benepace, who I am ranking as a Librarian II since this is first supervisory role. Since she will have more responsibility than the other Librarian IIs, I am starting her pay in the middle of the range to make her pay reflective of the additional responsibilities, but still at a number that gives room for growth until she is promoted to a Librarian III. The resulted in the following positions and salaries:

Staff Member Positions and SalariesPerson Position Salary*

Benepace Librarian II 65,000Menghali Librarian II 60,000Doris Clerk III 45,000Sister Agnes Librarian III 65,000Brother S Librarian III 65,000 (as .75 FTE, Library’s

portion is 48,750, University’s portion is $16,250)

Pansy Librarian I 55,000Tank Clerk III 45,000Fred Librarian II 65,000Ollie Librarian II 65,000New Technology Hire Clerk I or II 40,000 (Hire max)New Technology Hire Clerk II or III 45,000 (Hire max)*Total pooled available funds equal $250,000. The salary adjustments plus two new hire max salaries equal $227,250. This leaves the Library with an additional $22,750 to use as needed for additional salary supplements or to hire part-time or student staff.

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I prefer the idea of a yearly market-adjustment raise, with discretionary bonuses based on exceptional work. I proposed this idea to HH, and he was receptive but wants to hold off on any firm decisions until the major components of the merger are complete as this decision has ramification for all University employees and does not need to be made immediately.

With regard to indirect pay and benefits, I wanted to insure that staff members are well provided for, and are enabled to focus on work while they are at work, rather than spending time worrying about personal issues. Therefore, I proposed an aggressive benefits package for full-time employees, which is prorated to employees working 21 hours or more (year round, as none of the Librarian or Clerk roles are academic year appointments), and includes the following:

15 paid vacation days/year 10 paid sick days/year Health Insurance Dental Insurance Vision Insurance Flexible Spending Accounts (FSA), one for healthcare, one for dependent care

(including elder care) Life Insurance Short-term and Long-term disability 403b with 10% employer matching funds Tuition assistance

HH has agreed to this proposal and has made it applicable University-wide. Additionally, tuition assistance will cover one class per semester at any institution related to a staff member’s career path, or one class at Si Quaeris University regardless of subject matter, and include up to ten hours per week for class time and studying.

ProblemEmployees need to integrate amongst each other to form good working relationships and come together as a cohesive staff.

IssuesDiversity, Training/Orientation

AnalysisIf I attempt to put myself in the shoes of staff members, the issue of greatest

concern, aside from job security, is echoed in the remarks of one of my staff, Mildred, “the other staff, those people from the other schools. How are they going to fit in? They’re so….Well, they’re so….They’re so exotic. They’re not like us” (Case Study). Everyone is understandably concerned about how this merger will affect him or her. The employees currently at Si Quaeris are concerned about how the new (to us) employees will change their environment, their jobs, etc. Similarly, the employees at the other college libraries are likely worried about working in a new environment, fitting in, and

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other professional concerns, as well as the personal concern of relocating themselves and their families to a new city (see relocation section above).

I must manage and assist with the adjustment to the new and changing work environment and employee integration, for both my current employees, and the employees currently at the other colleges. My goal is to effectively manage the change to have as smooth integration as possible, with staff members respecting and (eventually) appreciating each other’s differences and strengths, so that we can all work together as a cohesive whole in achieving the Library’s goals and carrying out its mission.

This diversity is a huge strength to the library and is featured in many different ways amongst the employees, including nearly all the levels listed in the LIS 7040 text: “national,” “regional, ethnic, religious or linguistic affiliation,” “gender,” “generational,” “social class,” “work socialization” (Text, pgs. 56-59). Although diversity can be a challenge, particularly with respect to employee integration, it is definitely a strength both internally and externally with users.

Internally to the Library, diversity is a strength as it makes individuals unique. This will ensure that the staff brings a variety of opinions, backgrounds, insights and strengths to the Library. These differing and sometimes opposing points of view encourage discussion and help to determine the best course of action, making the Library better as a whole. Additionally, by valuing diversity, there is the creation of a “collegial environment” which “encourages staff to become members of a team” and “optimize[s] both the potential of individuals and their productivity” (Text, p. 54). Diversity also helps the Library to draw and retain the “best talent among staff” (Text, p. 54) and will help the Library to meet Ag-Mag standard 202: “seek to hire a staff that reflects the strengths of today’s diverse society” (Case Study).

Externally facing to the Library, diversity is a strength for Library users. Retaining a diverse staff helps the Library to reflect the community it serves as “in an ideal situation, a service will be staffed by people who together reflect on a diverse composition of the community served” (Text, p. 67). Additionally, HH’s vision for the University includes, “…it will change lives by teaching people the important skills of self-sufficiency and sustainable farming techniques, particularly in regions that lack access to healthy food […] this includes abandoned inner cities, the rural poor in the United States, and countries that other people dismiss as third world” (Case Study). The diversity amongst the Library staff reflects some of the included regions as well as staff who have outside interests in these areas of the vision. This will benefit users in terms of collection development, both the acquisitions policy as well as collection access issues such as “subject headings,” “multilingual signage and OPACS,” “marketing,” and “displays and exhibitions” (Text, pgs. 73-75).

PlanTo achieve a smooth transition, staff integration and appreciation for one

another’s differences, first I need to address how to appropriately manage the changes that this merger brings. Given the extent of the changes, I think the “emergent change” model is the most appropriate, and I need to “think in terms of an open-ended process in which unexpected turns/events are normal” to help myself and the Library staff to “ cope

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more effectively with the complexity and uncertainty” (Text, p. 112). Additionally I need to be prepared to help staff through change resistance and stress (Text, p. 113-115). To help implement the change I will hire a trained consultant in organizational development as the text suggests that this is appropriate given the situation, and my limited knowledge of the subject (Text, p. 115). Other methods that I will employ to help the employees adjust to the change include the use of committees to help foster working relationships and innovative ideas, and training programs to ensure that all staff members are “receptive to cultural diversity” (Text, p. 69). Also, to ensure that communication is clear and nonbiased, I will “use the skills of observation to help assess the comfort level of colleagues” (Text, p. 70), and try to ensure that communication is clear and well understood by everyone.” My hope is that by using clear communication and observation as well as techniques to address staff differences, in conjunction with the help of a change management consultant, I will be able to effectively manage this major change in the staffs’ lives.

ProblemSome employees (Tank in particular) appear to be problematic.

IssuesChange management, Motivational Theory, Training

AnalysisI see three options for dealing with Tank: give him the option to pursue a

buyout/termination, retain him in the same role, or retain him but put him into a different role. Of the three, the first option, a buyout, is likely the easiest in terms of not having to deal with him and his problem behavior in the long-term. However, according to his attorney, HH only wants “fair and equitable buyouts and terminations if absolutely necessary,” and HH has made it clear that he does not “want to lose talent” (Case Study). Tank could also cause legal issues given his comments about the “clause in the handbook that implies continuous appointment” and his previous job with the UAW (Case Study). Therefore, prior to any termination or buyout attempt, consultation with a site such as HRLegisState.com or HRTools.com is critical (Text, p. 361). Therefore, I do not think this is the most appropriate option.

The second option is to retain Tank in his current role. This is problematic for two reasons, one, his role and its responsibilities, and two, his behavior (based on what I have seen so far). His cataloging role is within the context of HCC’s Library, which does not have a systematic library catalog, instead using a “good enough” catalog of an “Access database and Precise Subject String Indexing” (Case Study). The reality is that with the four colleges converging into a single entity, it makes sense to wherever possible replace the weaknesses of one library with the strengths of another. HCC’s non-standard cataloging system is weak compared to that of Our Lady’s Wicked-Good ILS system. Therefore, at the very least, a significant part of Tank’s current role will change, and need to modification based on Benepace’s role. An additional aspect of Tank’s current role is ordering and paying for books, the later he is behind on, and is likely not adequately

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performing his job. Additionally, his attitude problem became clear in the way in which he handled the vendor calls. Therefore, I do not think this is the appropriate option either.

The final option is retaining Tank and modifying his role. This will require a lot of effort on my part, and some on the part of his direct supervisor (whether that remains Brother S, or someone else). The role will need to shift given Benepace’s role and her knowledge of the Wicked-Good ILS system. Additionally, I wonder if part of Tank’s behavioral problems such as “volatility” and “defensiveness” (Text, p.321) are due to his lack of happiness in his current role. Of course, it could also not be typical of him, and instead a change in behavior due to stress, such as “the service […] going through a period of change” (Text, p. 321). I need to have a chat with his current supervisor, Brother S for clarification. That will help me to decide how to approach the situation, and fix it using a combination of intrinsic motivation, job design (Text, 368) (with Tank’s input), and training, both “specific job-related skills and career development competencies and opportunities” (Text, p. 384) to assist in his new role. Perhaps he has lost some of intrinsic motivation due to job boredom or lack of satisfaction. Additionally, I wonder if we could incorporate some of his interests, like his previous role with the UAW or some personal interest that I am yet unaware of, that would make him happier. If his behavior and performance do not improve after the changes, I will use “corrective action” (Text, p. 388) methods. Of the three options, I think this is the best one as it actually addresses the problem, whereas the first option just gets rid of the problem without addressing it, and the second ignores the problem.

PlanAfter deciding to tackle this issue head-on, I scheduled separate meetings with

Brother S and with Tank. Brother S told me that Tank “has always been an issue,” and that they have gotten into numerous arguments in the past over HCC’s cataloging system. According to Brother S, Tank has gone so far as to call the system “stupid,” “inefficient,” and not “standard.” Tank also does not enjoy the acquisitions aspect of his job, and has told Brother S that he finds it “boring” that he has to spend his time ordering books and paying vendors. Brother S also said that their professional relationship is “strained at best.”

After my initial meeting, my second discussion with Tank went much better than I expected. He seemed shocked when he realized that the purpose of the meeting was not for me to fire him, but instead to better understand his role, and how he would like it to change in the upcoming transition. Tank told me that he has:

“been frustrated for years, thought that this job would mean learning cataloging systems which interested me because of my hobby of programming BASIC on old Commodore 64s. I was also told that I would get to spend time on the reference desk helping people to find information- like how I researched policy to assist in grievance cases at the UAW But instead all this job wound up being was typing titles and authors into a rinky dink database and making phone calls. Now I’m stuck. I’m 51 and I don’t have an MLIS and with the job market the way it is I don’t have the option to find a new job, and I don’t have the money to get a degree. And

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now on top of all of that there is a merger! And I have to move! But I can’t risk losing my job…”

This made me think that Tank has a genuine interest in cataloging and reference, but has not been given the opportunity in his current role to really explore it. Also, further discussion indicated he is interested in obtaining his MLIS. I explained to Tank how the new (to us) Wicked-Good ILS system will give the Library a standardized catalog, and that Benepace is the expert in this system, not Brother S. Also, that I plan to continue to have the reference librarians (Menghali and Pansy) do the bulk of the reference work, but that nearly everyone will share time on reference duty, so he would get a chance to perform that duty. Finally, given the new tuition assistance benefit, the Library would help to pay for Tank’s education, and give him up to 10 hours a week towards school (out of a 40- hour workweek) should he decide to return to school to pursue his MLIS.

Tank seemed receptive to all of this, except the 40-hour workweek schedule since he is currently only working 30 hours a week. He did seem more open to it when I brought up 10 hours per week towards school, and told me that he felt excited about his job for the first time in a long time. I will monitor his progress and keep in close contact with his new direct supervisor, Benepace who will work closest with him. Given the (thus far) positive reception with this strategy, I will use it will other “problem employees” in the future. I hope that I will manage to intercept employee issues before the employee becomes a “problem employee.”

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Appendices

Appendix A: Pertinent Information about the Merger

Appendix B: Management Issues

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Alexandra Orchard – Hildur, I did the write ahead option, this document is intended as the full analysis and plan.

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