√ Employees at the position’s same level (on a panel or otherwise)
√ Other: the committee may include a faculty member from the area the librarian will be supporting
Which of the following does your organization regularly require of candidates?
√ Online application
√ Cover letter
√ CV
√ References
√ Proof of degree
√ Supplemental Questions
√ More than one round of interviews
√ A whole day of interviews
√ A meal with hiring personnel
√ Other: Prior to a formal job offer, the proof of degree is just a copy of unofficial (free) transcripts. Official transcripts are only required from the person who gets the job offer. We also require a presentation, but not in the form of a demonstration
Does your organization use automated application screening?
√ Other: We use an online system, but we haven’t been approved to hire since we got it. I think that’s an option not a requirement.
Briefly describe the hiring process at your organization and your role in it:
My role depends on the committee, which depends on the position we’re hiring for. We also haven’t had a position approved since the pandemic started. If we get approved, we will explore virtual options to replace the on-campus interviews.
A committee is formed, generally consisting of 5 people, including 2-4 people from the department the position is in, one staff member, and maybe one faculty member from another discipline, as appropriate for the role. The hiring committee drafts the job ad, including requirements, and gets approval from the dean. And then the ad is posted to various job sites and email lists. After the deadline, we review applications and select 6-9 candidates for a round of phone interviews. Of those, we select 3 candidates to invite for on-campus interviews, which are full day interviews. The candidate usually flies in the day before and rents a car to drive to the area (1 hour from the airport), which gives them more freedom to explore the area. The interview day was grueling for all of us, starting around 8 or 8:30am, and ending with dinner around 5:30 or 6 – how that conversation went determined how late it would be when the candidate would be dropped off back at their hotel. And then the candidate traveled home the following day.
After all interviews, the committee would discuss the candidates and agree on who to make the offer to and how to proceed if that person turned the offer down (would we be happy with another candidate as the second choice or would it become a failed search?). If the supervisor is NOT on the committee, then the committee outlines its decision to the supervisor. The supervisor conveys the committee decision to the dean, who then gets whatever higher approvals are needed. And then the supervisor calls the candidate to make an offer.
Think about the last candidate who really wowed you, on paper, in an interview, or otherwise. Why were they so impressive?
In the last search I chaired, there was one candidate who really wowed us on paper and on the phone. Honestly, I don’t remember why, though. There was another candidate who looked good on paper, but seemed a bit awkward in the phone interview – timing was off since nobody could see body language. Both were invited to on-campus interviews. The first candidate was good with the short answers and small talk, but the second candidate stood out as really thoughtful, asking questions that showed they were really listening to what we said and putting pieces together, and thinking strategically about things. We made the offer to that second candidate.
Do you have any instant dealbreakers?
poor understanding of how structural oppression works; poor treatment of anyone “below” the rank they’ll be hired into; microaggressive behaviors
What do you wish you could know about candidates that isn’t generally revealed in the hiring process?
I can’t think of anything now
How many pages should each of these documents be?
Cover Letter: √ Two is ok, but no more
Resume: √ We don’t ask for this
CV: √ As many as it takes, but keep it reasonable and relevant
What is the most common mistake that people make in an interview?
Failing to interview us as well
Do you conduct virtual interviews? What do job hunters need to know about shining in this setting?
We haven’t, but we plan to explore this in the future
How can candidates looking to transition from paraprofessional work, from non-library work, or between library types convince you that their experience is relevant? Or do you have other advice for folks in this kind of situation?
The complaint I hear most about people transitioning from parapro work to faculty positions is that they don’t really understand the difference between the two. It may not be as significant in academic libraries where librarians are staff, but here we are tenure track faculty, which entails a lot more self-motivated work on your own schedule. Nobody cares how long you sit at your desk, you are judged by what you accomplish, including publications and conference presentations, serving on committees at all levels (university, system, prof org), in addition to core functions within the library.
For a position as a subject librarian in my department, experience as a school teacher is more visibly relevant than work at a circulation desk. So what did you do at that circulation desk that connects with what we do? Did you answer reference questions? Did you take initiative to build your knowledge of resources available to support students in particular subject areas? How did that prepare you to build relationships as an equal (not providing a service to them but collaborating as a peer) with faculty across campus?
When does your organization *first* mention salary information?
√ It’s part of the job ad
What does your organization do to reduce bias in hiring? What are the contexts in which discrimination still exists in this process?
I’ve written too much and am running out of time! We attend conference presentations and keep up on current literature on best practices to reduce bias as much as possible.
What questions should candidates ask you? What is important for them to know about your organization and the position you are hiring for?
Read up on suggestions for questions to learn about the climate (is this a toxic workspace?). And think about all the info you get thru the day in order to ask questions that show you’re thinking strategically about how you fit and how you could succeed in this role.
Additional Demographics
What part of the world are you in?
√ Southeastern US
What’s your region like?
√ Rural
√ Other: About an hour from a good sized city, many faculty commute, but the uni is in a small town.
Is your workplace remote/virtual?
√ Some of the time and/or in some positions
How many staff members are at your organization?
√ 11-50
Author’s note: Hey, thanks for reading! If you like reading, why not try commenting or sharing? Or are you somebody who hires Library, Archives or other LIS workers? Please consider giving your own opinion byfilling out the survey here.
[Librarians feeding large sheets of paper through a machine at the Card Section of the Library of Congress, Washington, D.C.] From the Library of Congress
This anonymous interview is with someone who hires for:
Titles hired include: Research Publications Coordinator, Education & Digital Initiatives Specialist, Medical Writer, Medicare Editor
Who makes hiring decisions at your organization:
√ The position’s supervisor
Which of the following does your organization regularly require of candidates?
√ Online application
√ Resume
√ CV
√ Proof of degree
√ Supplemental Questions
√ More than one round of interviews
Does your organization use automated application screening?
√ No
Briefly describe the hiring process at your organization and your role in it:
Create job description, send to compensation, send to recruiter, review applicants meeting requirements, interview applicants, extend offer to prefer candidate via recruiter
Think about the last candidate who really wowed you, on paper, in an interview, or otherwise. Why were they so impressive?
So very knowledgeable about information systems and architecture
Do you have any instant dealbreakers?
No energy, doesn’t ask questions
What do you wish you could know about candidates that isn’t generally revealed in the hiring process?
How they got along with co-workers
How many pages should each of these documents be?
Cover Letter: √ We don’t ask for this
Resume: √ Only One!
CV: √ As many as it takes, but keep it reasonable and relevant
What is the most common mistake that people make in an interview?
Not asking questions
Do you conduct virtual interviews? What do job hunters need to know about shining in this setting?
Yes. It is really no different than an in-person meeting
How can candidates looking to transition from paraprofessional work, from non-library work, or between library types convince you that their experience is relevant? Or do you have other advice for folks in this kind of situation?
Provide examples of happy clients and successful projects. Have a good answer to “Why should I hire you”?
When does your organization *first* mention salary information?
√ Other: Salary discussion is handled by the recruiter
What does your organization do to reduce bias in hiring? What are the contexts in which discrimination still exists in this process?
Lots of training, practice interviews
What questions should candidates ask you? What is important for them to know about your organization and the position you are hiring for?
Leadership/management style, culture, team and individual expectations
Additional Demographics
What part of the world are you in?
√ Southeastern US
What’s your region like?
√ Urban
Is your workplace remote/virtual?
√ Some of the time and/or in some positions
How many staff members are at your organization?
√ 201+
Author’s note: Hey, thanks for reading! If you like reading, why not try commenting or sharing? Or are you somebody who hires Library, Archives or other LIS workers? Please consider giving your own opinion byfilling out the survey here.
Which of the following does your organization regularly require of candidates?
√ Online application
√ References
√ Supplemental Questions
√ Oral Exam/Structured interview
√ More than one round of interviews
Does your organization use automated application screening?
√ No
Briefly describe the hiring process at your organization and your role in it:
I participate in panels as SME in children’s services.
Think about the last candidate who really wowed you, on paper, in an interview, or otherwise. Why were they so impressive?
Facility with language.
Do you have any instant dealbreakers?
Yes
What do you wish you could know about candidates that isn’t generally revealed in the hiring process?
Attitude
How many pages should each of these documents be?
Cover Letter: √ We don’t ask for this
Resume: √ We don’t ask for this
CV: √ We don’t ask for this
What is the most common mistake that people make in an interview?
Assume they can do things alone, not ask for help.
Do you conduct virtual interviews? What do job hunters need to know about shining in this setting?
Yes.
How can candidates looking to transition from paraprofessional work, from non-library work, or between library types convince you that their experience is relevant? Or do you have other advice for folks in this kind of situation?
Make connections with experience to new position.
When does your organization *first* mention salary information?
√ It’s part of the job ad
What does your organization do to reduce bias in hiring? What are the contexts in which discrimination still exists in this process?
Reach out to national library associations
What questions should candidates ask you? What is important for them to know about your organization and the position you are hiring for?
ALA Camp Kearny library Left to right: J.H. Quire, Camp Librarian, Fr. Herbert Putnam, Gen’l. Director, Library War Service, I.N. Lawson, Jr. Assistant Librarian From the Library of Congress.
This anonymous interview is with someone who hires for a:
Which of the following does your organization regularly require of candidates?
√ Online application
√ Cover letter
√ Resume
√ References
√ Proof of degree
Does your organization use automated application screening?
√ No
Briefly describe the hiring process at your organization and your role in it:
Fill out position request forms, get approval, obtain funding, post job, review resumes, convene hiring panel, interview (w. HR rep present), make offer, get salary benchmarking, formalize offer by letter, receive signed offer letter back from employee.
Think about the last candidate who really wowed you, on paper, in an interview, or otherwise. Why were they so impressive?
Researched the role, even brings notes (that is fine!); could give clear structured answers to questions (Describe a situation related to question; what actions they took, or things they had to consider, and the outcomes. Demonstration of practical experience in this way is helpful, and answers matter even if they are not directly related to the field (Eg a newly graduated librarian might given an example from another job and that would be okay provided it was well structured around the process they use in a given scenario). 3 minutes long is usually okay for each question, better to be a bit longer than not detailed.
Do you have any instant dealbreakers?
Short interview answers with no details. Resumes that don’t list a speficif work duty and output or outcome related to it.
How many pages should each of these documents be?
Cover Letter: √ Only One!
Resume: √ As many as it takes, but keep it reasonable and relevant
What is the most common mistake that people make in an interview?
I don’t think anyone ever intends to make mistakes, we are human, people sometimes seem overconfident, but it’s nerves; or they seem nervous, but they steadfastly answer the questions, no one is perfect and my hope is that every qualified candidate understands that sometimes they only don’t get the job because they made it to the interview as 1 of 2 or 3 highly qualified candidates. It’s not often a lack of anything, just competitive markets sometimes.
Do you conduct virtual interviews? What do job hunters need to know about shining in this setting?
Yes. Job hunters – when asked to attend a virtual interview – should ask about the process: will someone be there navigating the virtual interview, introducing each panel member, reminding folks to take breaks, or pause to listen, checking to make sure the technology is working properly etc. It is the most unstructured interview environment otherwise. Another question is, how many will be on the panel for the virtual meeting? I once attended an academic panel interview virtually that I was dropped into from the “lobby” with 14 faces staring at me and they said “Well, in the interest of time, we will just get going, I am so and so and here’s my question.” By the 5th interviewer question, I was lost on the screen, had not had a chance to set my Zoom side to speaker view only, etc, and every time someone spoke, they shifted on the screen. As a hiring manager now, I would make sure everyone is ready, comfortable and relaxed and technologically set up for the interview first. If someone says you will be facing a 7 to 12 person panel online, consider carefully what that flow will feel like for you, and what you need as the interviewee.
How can candidates looking to transition from paraprofessional work, from non-library work, or between library types convince you that their experience is relevant? Or do you have other advice for folks in this kind of situation?
My biggest problem with libraries hiring library staff is this presumption that every library is so different. They are not. Organizations all have their people, budget, facility and online pain points. Soft skills and innovative thinking, program planning, etc is all transferable. My advice here for librarians in particular is to stop talking about being relevant as a library, and start talking about the profession and it’s components – it is information technology (from relational database work to tech management to teaching IT skills), it is information classification, it is community development (which transfer to any library, special, academic or otherwise, stakeholder, community, it’s all interchangeable), it is program planning, budget management, engagement work, adult education, etc. Everyone thinks they know what a library worker does – they truly do not.
When does your organization *first* mention salary information?
√ We only discuss after we’ve made an offer
What does your organization do to reduce bias in hiring? What are the contexts in which discrimination still exists in this process?
This is something that needs serious addressing and as a hiring manager, I have been advocating for changes in this area, including naming the biases when I see them. This is serious work and it requires more than just a policy to change it and personally, I do not think my organization can even see it’s extensive hiring biases. What I see happening in Canadian library job markets is this: Library headhunters, especially those tasked by boards to hire at the highest levels of college, university and public libraries in Canada particularly continue to do a terrible job of seeking out diverse candidates. Of late, in Western Canada, many libraries are installing men almost routinely into the highest roles, including men without even a library background or the ALA degree – and male librarians have never been held back from leading in libraries in the first place. For example, in 2021, Calgary Public Library hired it’s first woman librarian CEO in its 109 year tenure – that screams bias that it took so long and sadly, I see that bias against woman leadership in libraries continuing without any critique into 2022. I can safely say that no woman has run a library in my province without all the required qualifications and then some. We hold men and women and people from diverse backgrounds to different standards for performance and it needs to stop.
What questions should candidates ask you? What is important for them to know about your organization and the position you are hiring for?
Candidates may want to ask a question to assess their own fit to the organization. For example, the candidate might say “In the past, I’ve enjoyed working in collaborative teams where ideas are respected and methods to act upon ideas are in place, how do you promote collaboration, respect and new ideas and innovation in your organization?”
Is there anything else you’d like to say, either to job hunters or to me, the survey author?
I applaud this survey. I am wholeheartedly disheartened as a Canadian librarian that in my 20 years of library work, the strong guard of female and diverse mentors is reverting back to the traditional male library leader with a stay at home wife or not kids. It’s troubling in a way I cannot even express and I do believe hiring firms contracted by library boards or academic institutions are truly doing a terrible job and have no idea about the issues in feminized professions and continue to have processes that favour men, mostly white men, but generally men.
Author’s note: Hey, thanks for reading! If you like reading, why not try commenting or sharing? Or are you somebody who hires Library, Archives or other LIS workers? Please consider giving your own opinion byfilling out the survey here.
Each week (or thereabouts) I ask a question to a group of people who hire library and LIS workers. If you have a question to ask or if you’d like to be part of the group that answers, shoot me an email at hiringlibrariansATgmail.
When designing your hiring process, what steps does your organization take to make sure that it is accessible to candidates with disabilities? Bonus questions: Do you have advice for candidates who are requesting accommodations? Do you have advice for candidates about whether or not to disclose a disability, and at what stage?
Celia Rabinowitz, Dean of Mason Library, Keene State College: In thinking about my response for this week I decided it would be helpful to provide some context. The last time I hired someone for a full-time position in my academic library was in 2019. Since then, the library has lost two faculty and three staff positions. Since I arrived in 2014 the number of library faculty has gone from 8-3 and staff from 12-5 (not including me). There is very little chance that I’ll be able to do any hiring in the next 3-5 years unless someone resigns and I am able to hold onto the position.
That said, over my 30 years as an academic librarian I have participated in many searches for a variety of positions on two campuses and have been responsible for hiring for 20 of those years. My first thought about this question was that our Human Resources office (through the university system I work in) controls many aspects of our searches, and particularly the very first interaction a candidate has with us through the online application. And I have no idea whether access to that application meets accessibility guidelines. I eventually found a paragraph about accommodations in employment (presumably negotiated after an offer is made), but could not determine how one would request accommodations for submitting the online application, or even to read through all the FAQ information for someone who found that difficult.
My campus has fairly good ADA compliance and the library is fully physically accessible. So far as I know, we have not interviewed candidates with disabilities. I hope that anyone needing an accommodation in order to have a successful interview experience would feel comfortable requesting that during the interview planning process whether that is something we would need to do online or on the phone, or in person. If the accommodation is something that would be important once the person was hired, I have to admit I’m not sure. I think I would be fine with the person waiting until an offer was made. But, again, I think the decision should be the candidate’s and our role as employers is to try to make stating the need for an accommodation (not requesting one) a part of the hiring process. My sense is that we do this in fits and starts, especially those of us without a lot of experience. And that we will also make mistakes. Our growth in supporting the use of appropriate pronouns has helped us learn to make mistakes and use them as ways to become better. In many ways I think this is still how we are approaching supporting colleagues for whom accommodations are needed in order for them to be successful members of our teams.
Laurie Phillips, Interim Dean of Libraries, J. Edgar & Louise S. Monroe Library, Loyola University New Orleans: For myself, I would want to know if someone has a disability or needs accommodation, especially for a campus interview. If it’s a Zoom first round, it would depend on whether or not the candidate felt like their disability would create issues that could be explained if the disability were disclosed. We don’t ever want to make ableist assumptions that would affect decision-making, when we could have had the information we needed, in the same way that we must remind ourselves of everywhere that lack of privilege may play a role in how a candidate handles themselves in an interview situation. Obviously, our buildings should be accessible, but if the person is giving a presentation, we need to know how best to make the person most comfortable. Can the person walk around campus on a tour? Do they need captions in Zoom? There are so many possibilities that would even the playing field, but we have to know about it. I think it makes the interviewers more comfortable if we know in advance and can offer those accommodations rather than being presented with a situation on the spot. I’m not sure if we design our hiring process in a certain way to accommodate, but I think we should!
Julie Todaro, Dean, Library Services, Austin Community College:
When designing your hiring process, what steps does your organization take to make sure that it is accessible to candidates with disabilities? I think we do. Our position descriptions are clear as to our commitment and our website is said to be 508 compliant. We take great care to not only ask applicants if they need anything for any stage of the search and application process. AND we also include and support an inclusive interview team – making sure – for example – we have ASL assistance as needed for applicants and committee members. That is NOT to say that we only have – for example – deaf committee members when we might have a deaf applicant – rather we include our employees on our committees to be representative of who our candidates will be working with at the College – students, faculty and staff.
Do you have advice for candidates who are requesting accommodations? My opinion is that they should assess position descriptions carefully to see what they might need. If they see no need to disclose, that is, they determine they can be a successful employee without benefit of disclosure, then they shouldn’t. If interview committees ask – as we typically do – do you see any reason why – given the position description, etc. you could not perform any aspect of the work successfully, they just need to answer truthfully.
Do you have advice for candidates about whether or not to disclose a disability, and at what stage? Candidates who have a need for assistance should respond to the phone call or the email setting up the interview with a “Yes I would love to interview. For a video interview I need….For an in-person interview I will need..” That is, the approach should never be…”For the interview I need – now that you know this, do you still want to interview me?”…accept the interview and then provide what you need to be successful.
Also, the U.S. Department of Labor, Office of Disability Employment Policy has great content for employers, employees and potential employees. Their “News and Publications” area also has great content for interviewing “Focus on Ability.”
We’d love to hear your thoughts here in the comments, on Twitter @HiringLib, or written on a scrap of paper, shoved into a bottle, and thrown into the deepest ocean. If you have a question to ask people who hire library workers, or if you’d like to be part of the group that answers them, shoot me an email at hiringlibrariansATgmail.
√ Employees at the position’s same level (on a panel or otherwise)
Which of the following does your organization regularly require of candidates?
√ Online application
√ Cover letter
√ Resume
√ References
√ Proof of degree
√ Supplemental Questions
√ Oral Exam/Structured interview
√ Demonstration (teaching, storytime, etc)
√ More than one round of interviews
Does your organization use automated application screening?
√ Yes
Briefly describe the hiring process at your organization and your role in it:
The library staff write the position description for approval by HR. We create a selection committee of 3-5 people (usually supervisor, a coworker, and someone from outside the library). We have access to applications and review candidates, and choose 5-8 for interviews. For most positions, after interviews, we choose a candidate and do reference checks (our HR requires two, one of which must be supervisory), then HR approves the hire and calls to make the offer. For any MLS required position, there may be a second interview with administration above the library director.
Think about the last candidate who really wowed you, on paper, in an interview, or otherwise. Why were they so impressive?
Candidates that are attractive have specific experience that fills a hole in my library. We are a staff of 5, so someone with expertise in an area we don’t have is usually attractive – something like e-resource management, coding and technical skills, archives, etc. It’s also impressive when candidates are able to answer interview questions with relevant examples that demonstrate their experience – many candidates try to do this, but are often too vague.
Do you have any instant dealbreakers?
If someone didn’t follow the directions in the posting, they usually don’t make my interview list, unless there aren’t many candidates.
What do you wish you could know about candidates that isn’t generally revealed in the hiring process?
As a very small community college in a rural area in the midwest, I’m always curious why people from out of state are applying, or why people very over qualified for the position are applying. Answering those questions in a cover letter could be helpful.
How many pages should each of these documents be?
Cover Letter: √ Two is ok, but no more
Resume: √ As many as it takes, but keep it reasonable and relevant
CV: √ We don’t ask for this
What is the most common mistake that people make in an interview?
In situational questions, saying “I don’t know how I would handle that” or “I’ve never been in that situation before” without speculating about how they would handle it. In general, just being short with answers and not providing details or not connecting their experience to the question.
Do you conduct virtual interviews? What do job hunters need to know about shining in this setting?
Yes we do. Make sure you’re in a quiet location with a generally not-distracting background, with a functional camera and mic. Make eye contact with the camera, and be as engaging as you would be in person.
How can candidates looking to transition from paraprofessional work, from non-library work, or between library types convince you that their experience is relevant? Or do you have other advice for folks in this kind of situation?
Focus on skills – someone with k-12 education experience knows a lot about curriculum and organization and deadlines. Someone with retail experience has skills in dealing with patrons and answering phones, and potentially social media and marketing or inventory management. Those are all things we’re looking for, so just make sure to take the time to explain the tasks that you have done and how they are similar to what we do in libraries. With my small staff, I’m often looking for someone comfortable making decisions on their own and responsible enough to work alone sometimes – highlight those kinds of skills, it doesn’t matter what the decision was about.
When does your organization *first* mention salary information?
√ Other: We list a range in the job ad, and that’s all I can speak to at the interview. HR determines their salary based on education and experience, and discusses specifics in the offer.
What does your organization do to reduce bias in hiring? What are the contexts in which discrimination still exists in this process?
We have required EDI training before being placed on a selection committee. All committees have a person of color serving on them, and ideally a mix of genders as well. HR also reviews interview selections, and sometimes adds additional candidates to ensure diversity. Because of the size of our institution, the same people keep getting asked to be on interview committees, which is not a fair ask.
What questions should candidates ask you? What is important for them to know about your organization and the position you are hiring for?
I just want them to ask something. I don’t mind if they ask about salary or benefits, but like it when they ask something about the library or the job too. Questions about management style, daily work and responsibilities, interaction with other departments, the college or library in general – all of that is good.
Additional Demographics
What part of the world are you in?
√ Midwestern US
What’s your region like?
√ Rural
Is your workplace remote/virtual?
√ Never or not anymore
How many staff members are at your organization?
√ 0-10
Author’s note: Hey, thanks for reading! If you like reading, why not try commenting or sharing? Or are you somebody who hires Library, Archives or other LIS workers? Please consider giving your own opinion byfilling out the survey here.
I’m so pleased to be able to return to Researcher’s Corner, where I invite LIS researchers to provide an informal look at what they have recently learned about hiring or job hunting.
And I’m even more pleased that the first post is this piece by Gail Betz on hiring and disabilities. In the first iteration of Hiring Librarians, I regularly heard from job hunters with disabilities who were looking for advice on navigating a process that can often be ableist. Gail’s research brings together the experience of librarians with disabilities to provide just such advice. It also serves as an excellent window for hiring managers who wish to learn about the barriers they may be creating or reinforcing.
This blog post is a synopsis of an article I published with In the Library with the Lead Pipe called Navigating the Academic Hiring Process with Disabilities in April, 2022. The purpose of that article is to provide strategies and recommendations to librarians with disabilities on how to manage all the complexities that come with the academic interview process. As a way to formally gather insights into people’s strategies with navigating the hiring process successfully, I interviewed 40 academic librarians with disabilities about their interviewing experiences. The following is based on the qualitative data they provided as well as my own lived experience of library interviews with a disability.
While this research project focused specifically on in-person academic library interviews, many of the librarians I spoke with had also interviewed in public and special libraries. Many were law librarians, some had previously worked in government libraries or as solo hospital librarians. So while academic library interviews can be distinct from other types of library interviews, I do think some of the strategies people discussed carry over into any interview situation where there is social interaction between potential employee and employer. Much of the experience of disability isn’t about the structure of a setting, but the social interactions between people. Another important note is that this research was done immediately before Covid in 2020, so virtual second round interviews were not common. Returning to in-person interviews exclusively is, in and of itself, a barrier for a significant number of disabled applicants.
In the article, I described three themes that surfaced throughout people’s interviews- interview day structure, intrapersonal coping methods, and interpersonal coping methods. Interview day structure strategies included things like asking for breaks during the interview, etc.; Intrapersonal coping methods encompassed things that an interviewee could do to best prepare themselves; interpersonal coping methods revolved mostly around how interviewees can interview a potential employer. All of this is subjective of course; what one person considers a deal breaker another person might not even notice.
Some highlights from each category:
Interview day structure:
Getting the day’s schedule in advance, including breaks– If there aren’t any breaks or you need more, ask for them!
Tours– asking at the start for an accessible route, using the elevators, or opting out entirely. If you know you’ll want to see something specific (like classroom set-up, for example), you should ask to see it!
Meals– depending on the length of the interview, you may be given one or more meals. You can ask for the restaurant name ahead of time to look at the menu, the location, the layout, etc. Prep some open-ended, informal questions for the people you will eat with to let them do more of the talking.
Getting the interview questions in advance- this is a tricky one. It’s hard to ask for this, but if you feel comfortable doing so, you should! Everyone benefits from having the questions in advance as it allows people to prepare ahead of time, give more thoughtful answers, remember all the parts to a question, etc.
Intrapersonal coping:
Preparedness- people talked about “overpreparing” for any part of the interview that they felt could be impacted by a disability – memorizing everything, visiting the building ahead of time, picking out several different outfit choices depending on pain levels. This was described as the most time-consuming part, but that it ultimately became an advantage during the interview.
“Self-accommodating”- tying in with preparedness, people talked about ways they hid their disability by creating accommodations for themselves. This included things like bringing extra painkillers to offset stairs and walking, bringing allergy medication to offset possible food allergies from provided meals, or sitting in a specific spot in a conference room to enhance hearing or sight.
Strategically applying to institutions- also related to preparedness, people did extra research on institutions before applying to see if they had strong track records of anything DEI-related. Searching institutional websites for student disability resources in the library, looking through staff profiles to see if people had any visible differences (whether that’s race, gender, disability, etc), and talking to networks to see if people have had positive experiences at specific institutions they are considering.
Job “fit”- Unlike whether a person is a “good fit” for an institution, people talked about considering whether a job’s tasks were a good fit for their disability. Someone who has a lot of pain from long periods of sitting, for example, realized that a cataloging position was contributing negatively to that symptom. It’s important to note with this one that this is personal preference- many things can be “reasonably accommodated” under the ADA, like this person could schedule walking breaks throughout the day, but it is perfectly reasonable to choose a position that eliminates some tasks completely.
Interpersonal coping:
Navigating social cues- deciding how to handle handshakes, eye contact, or asking someone to repeat themselves were all things that people highlighted as causing specific social anxiety around trying to hide a disability (“pass” as able-bodied). Some people used these situations as one way to pre-emptively disclose a disability to alleviate the social anxiety, and some people used these situations to judge how accepting a potential coworker or supervisor might be.
Interviewing the institution- people did this in different ways, including assessing social interactions, looking for any visible signs of diversity within the staff, or asking about health benefits and sick leave. This was particularly salient for people who had options about where they wanted to work for a variety of reasons (where they were in their careers, geographic location, savings, benefits from a spouse, etc); people who did not have much choice talked about noticing red flags and just trying to mitigate or reduce them. People who had more choice talked about deciding not to work somewhere based on disability-related red flags.
Boundaries- these were personal and again, some people were able to set boundaries more concretely than others based various aspects of security. One person summarized it with “…hardest part is, you know…where is the line with my dignity versus, you know, enjoying eating every single day and having a place to live.”
Strategic disclosure- people spent a lot of time discussing and considering this and it was very personal. Do you tell a potential employer you have a disability and need accommodations, so that you get what you need and can focus on performing your best at an interview? Or do you hide a disability so as not to risk discrimination and hope everything is fine? People talked about being prepared for both (if it’s feasible to hide a disability, which it sometimes isn’t!) and then deciding at the interview based on how things are going. Some people had very positive experiences with disclosing and discovering that other people at the institution also had disabilities; others had negative stories about discrimination and microaggressions. When people did decide to disclose, this was one of the most impactful ways they said they interviewed their interviewer- what is the response to disclosure?
There’s so much that goes into interviewing for any job and dealing with the implications of disability makes it more complex. Society has reinforced the idea that people with disabilities are “less”- less capable, less useful, less desirable as employees. And the unemployment rate for people with disabilities in the United States reflects those stereotypes, with the unemployment rate being twice as high for people with disabilities as able-bodied people (see Bureau of Labor Statistics data). However, librarians with disabilities offer a wealth of knowledge and lived experience to our coworkers and patrons – we are creative problem-solvers, we’re empathetic and compassionate, and we understand the importance of community, interdependence, and support.
We all handle hiring processes differently because we all have different needs. And all those needs are valid. Some of these strategies will work well in certain settings and others will work better in other settings, but hopefully what comes through with this research is that library workers with disabilities are valuable employees and we do not need to work somewhere that doesn’t treat us accordingly.
Do you have other strategies that you’ve used that you’d like to share in the comments below?
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Gail Betz, MLIS, is a Research and Education Librarian at the University of Maryland, Baltimore’s Health Sciences and Human Services Library. She serves as a liaison to the School of Social Work and has greatly benefited from collaboration with social workers. She is visually impaired and loves walking to work while listening to audiobooks, two things she wouldn’t have prioritized without vision loss. She also loves taking her dogs to the park for lunch on days she gets to work from home. Please feel free to reach out about anything disability or accessibility-related via email at gbetz@hshsl.umaryland.edu.
Which of the following does your organization regularly require of candidates?
√ Cover letter
√ Resume
√ References
√ Proof of degree
√ Oral Exam/Structured interview
√ More than one round of interviews
Does your organization use automated application screening?
√ No
Briefly describe the hiring process at your organization and your role in it:
We post the job ad, review resumes, conduct interviews with 3 to 5 candidates, possibly conduct second interviews with two or three candidates, select one.
Think about the last candidate who really wowed you, on paper, in an interview, or otherwise. Why were they so impressive?
Well-written cover letter that addresses the specific job, well formatted résumé, solid relevant job experience. Understanding of library work.
Do you have any instant dealbreakers?
Lack of required skills, experience, or education.
What do you wish you could know about candidates that isn’t generally revealed in the hiring process?
Whether they plan to stay long term or if this position is just until something better comes along.
How many pages should each of these documents be?
Cover Letter: √ As many as it takes, but keep it reasonable and relevant
Resume: √ As many as it takes, but keep it reasonable and relevant
CV: √ As many as it takes, but keep it reasonable and relevant
What is the most common mistake that people make in an interview?
Being late, unable to articulate what they will bring to the job.
Do you conduct virtual interviews? What do job hunters need to know about shining in this setting?
We have, due to Covid. They should be sure to check out their technology before the interview starts to make sure it is working properly.
How can candidates looking to transition from paraprofessional work, from non-library work, or between library types convince you that their experience is relevant? Or do you have other advice for folks in this kind of situation?
What I look for in this situation is that they have solid customer service experience, such as retail, restaurants, and the like. Showing us that you understand that Library work is fundamentally customer service-based is important.
When does your organization *first* mention salary information?
√ Other: We often mention in the ad that we need the states salary guidelines.
What does your organization do to reduce bias in hiring? What are the contexts in which discrimination still exists in this process?
We are currently working with a DEI consulting firm to improve in this area.
What questions should candidates ask you? What is important for them to know about your organization and the position you are hiring for?
They should ask what a typical day looks like, and what the management style of their supervisor is.
Ellen Mehling has been assisting job seekers, both librarians/info pros and the public, for over 15 years. She has worked in academic libraries, special libraries, and archives, for an organization that serves libraries, as director of a library school program, and works currently as a job search advisor/instructor and for Brooklyn Public Library’s Business & Career Center. She is founder/writer/editor of BPL’s Work Life blog.
Briefly describe the hiring process at your organization and your role in it:
Serve as hiring manager and/or on hiring committees, reviewing resumes, on interview panels (at current and past workplaces)
√ Employees at the position’s same level (on a panel or otherwise)
Which of the following does your organization regularly require of candidates?
√ Online application
√ Cover letter
√ Resume
√ References
√ Proof of degree
√ Other: interview (usually a panel)
Does your organization use automated application screening?
√ Yes
Think about the last candidate who really wowed you, on paper, in an interview, or otherwise. Why were they so impressive?
An archivist hired at a past job – she had done her homework about the organization, and presented herself as calm, confident, and professional, in her interview. She turned out to be a great employee.
Do you have any instant dealbreakers?
Dishonesty, including exaggeration of skills and experience.
What do you wish you could know about candidates that isn’t generally revealed in the hiring process?
What really happened at a past job, the real reason someone left a past position, and how things went with former supervisors and colleagues. Applicants are not always honest about these things(!), and if references aren’t checked properly and thoroughly, you can end up with a big problem. I have seen this happen more than once.
How many pages should each of these documents be?
Cover Letter: √ Only One!
Resume: √ Two is ok, but no more
CV: √ We don’t ask for this
What is the most common mistake that people make in an interview?
Not preparing and practicing! This includes doing some research about the employer. Also, applicants trying to take over the interview and steer the conversation to what they want to talk about and things they want to share. The interviewer(s) is/are conducting the interview – I have learned that it is a huge red flag when an applicant is pushy and tries to take over the interview. AND dishonesty! (did I mention that already?)
Do you conduct virtual interviews? What do job hunters need to know about shining in this setting?
Yes. Practice so you are comfortable on camera, and remember that “eye contact” = looking at the camera, not at the people on your screen. Being interviewed via Zoom or Teams or whatever is very different than just attending a meeting or presentation. Make sure the light source in the room is in front of you so you are not a faceless silhouette.
How can candidates looking to transition from paraprofessional work, from non-library work, or between library types convince you that their experience is relevant? Or do you have other advice for folks in this kind of situation?
Think of which skills you have already that can be applied to a different kind of work (transferable skills). Figure out what skills you may need to improve or acquire, and how you can do that. NETWORK NETWORK NETWORK! Explain (briefly) anything that needs explanation, in your cover letter and interview. It is always better if your reason for making such a transition is that you are moving toward something you want, rather than running away from something you don’t want (or a bad situation in current position).
When does your organization *first* mention salary information?
√ It’s part of the job ad
What questions should candidates ask you? What is important for them to know about your organization and the position you are hiring for?
How is success measured in this position? What are the first things they will need to get up to speed on if they are hired? They should know the job description thoroughly and know about the organization too. Their knowledge of the organization doesn’t have to be comprehensive but knowing nothing is a bad look.
Additional Demographics
What part of the world are you in?
√ Northeastern US
What’s your region like?
√ Urban
Is your workplace remote/virtual?
√ Some of the time and/or in some positions
How many staff members are at your organization?
√ 201+
Is there anything else you’d like to say, either to job hunters or to me, the survey author?
I am so happy Hiring Librarians has returned. It is such a helpful resource!
Author’s note: Hey, thanks for reading! If you like reading, why not try commenting or sharing? Or are you somebody who hires Library, Archives or other LIS workers? Please consider giving your own opinion byfilling out the survey here.
Each week (or thereabouts) I ask a question to a group of people who hire library and LIS workers. If you have a question to ask or if you’d like to be part of the group that answers, shoot me an email at hiringlibrariansATgmail.
This week’s question is from someone who hires library workers:
Hiring for a position that has both external and internal candidates can be tricky. Is it possible to do this fairly? If so, what are some specific recommendations to ensure an equitable process?
Laurie Phillips, Interim Dean of Libraries, J. Edgar & Louise S. Monroe Library, Loyola University New Orleans: I do and have done it and I believe it’s been fair. I’ve also witnessed situations where it wasn’t fair, but that may be for an anonymous answer… First, the job description and ad must be written to reflect the needs of the library and not to match the specific qualifications of an internal candidate. Otherwise, you’re stacking the deck and it’s not even fair to the internal candidate. I had a position last year where I had the possibility of two internal candidates. I met with each of them to determine if they were truly interested (or just wanted a job that paid more) and what my questions might be about their candidacy. Second, the process must be the same for all candidates. The internal candidate must apply in the same way and interview in the same way. Other than maybe a library tour, the interview questions must be the same and they must meet with the same people. We often use similar interview questions for searches, so I’ve tried, when I have an internal candidate, to switch things up so they won’t have an unfair advantage. I’d say it’s a double-edged sword. On one hand, you’ve worked with the person and know their strengths and what they could bring to the job (in addition to what they say in an interview situation – maybe they’ve just never had the opportunity to contribute at that level). On the other hand, you also know their weaknesses and where they need development. It’s all a part of the process and the manager has to be responsible for keeping it fair to both internal and external candidates.
Anonymous: It can be tricky, but not always for the reasons you might expect. Sometimes candidates automatically assume they’re out of the running when they find out there is an internal candidate, but being an internal candidate comes with its own advantages and disadvantages. For example, I will almost always interview an internal candidate if they meet the position’s basic requirements, as a professional courtesy. So they do have a foot in the door. But, we have more detailed knowledge of an internal candidate’s skills and abilities than we do for an external candidate, and sometimes that means we know the internal candidate would not be a good match for a certain department or position. In other words, an external candidate is evaluated on their application, interview, and references, while an internal candidate is evaluated on those factors plus their history of work at the organization. Honestly, this extra information usually works in the internal candidate’s favor; after all, if their performance was not good enough, presumably they wouldn’t still be working here.
My one recommendation: don’t penalize a good internal candidate for any vacancies or staffing problems their promotion would create. Sometimes the internal candidate really is best, but then you remember how hard their current position was to fill, and how well they’re doing there, and how long it will take to find another good candidate. Don’t hold that against them! If they’re outstanding enough to be promoted in your library, they’re outstanding enough to get a higher position somewhere else, and I’d rather have the temporary problems associated with rewarding good employees rather than the longer-term problems associated with an organizational culture of no room for recognition or advancement.
Anonymous: I am sure it is possible, but damned if I have ever seen it, either as an applicant or a hiring team.
My only suggestion is to be honest and transparent with all the candidates if you can, but that would probably get you sued.
Actually, I have nothing that can make this situation better. Almost all of my worst horror stories on both sides of the table involve internal with external candidates.
Jaime Taylor, Discovery & Resource Management Systems Coordinator, W.E.B. Du Bois Library, University of Massachusetts: This question should not be answered at the time a search is being conducted! Instead, this is a policy question, and if your library does not have policy about internal candidates, it should create it. If your library does have policy, then those conducting the search should refer to it.
Examples of policies might be that there is always an internal posting for x amount of time before an external one, or that internal candidates will be considered first, or that internal candidates will be considered first if there are x number of internal candidates — or the opposite, a written policy that says internal candidates will not be given first consideration. Either way, everyone’s expectations are clear and you’re on the same page. If you have a union and a collective bargaining agreement, these policies likely are (or could be!) in your contract. If your library is developing this kind of policy for the first time, be sure to think about how the policies, whatever they are, will influence your ability to recruit and retain a diverse staff and create an inclusive organization.
Ellen Mehling, Job Search Advisor/Instructor and Brooklyn Public Library’s Job Information Resource Librarian: This is an example of why it is always better to have a panel/committee reviewing resumes and conducting interviews, rather than a single person (who would usually be the hiring manager). Those on the committee should discuss pros and cons and skills/experience/strengths of each applicant that meets the requirements of the position, and internal applicants should be considered and vetted as thoroughly as external ones. In general you’ll have more information about internal applicants, but that should not automatically mean that they are preferred for the new position.
Katharine Clark, Deputy Director, Middleton Public Library: Yes, it can be very tricky to interview internal candidates at the same time. Having been a part of the process on both sides, as an interviewee and interviewer, here are my two recommendations. First of all make sure and contact everyone to set up initial interviews the same. Don’t ask your internal candidate in the break room if next Thursday works for them. They are most likely going to tell coworkers about the upcoming interview, so be vague when talking to others at work about the process. You want it to be a fair and equal process. Secondly, if you don’t hire the internal candidate make sure and follow up with them. If you are part of a large system that sends out generic emails to candidates that aren’t hired, be sure to have a one-on-one chat with your co-worker that didn’t get the job. Let me know what they can work on and how much you appreciated them taking the time to apply for the position. I highly suggest this second piece of advice, makes for a more comfortable work environment for both parties.
Jaime Corris Hammond, Director of Library Services, Max R. Traurig Library, Naugatuck Valley Community College: I think that hiring when there is an internal candidate can be done fairly, as long as the committee is clear on what they can and cannot consider when they are comparing candidates. If the committee agrees ahead of time that they will treat the internal candidate as a new person, and only consider what is on the person’s resume and cover letter, then the hiring process can be fair. In many cases, the internal candidate has the advantage because they have direct experience at the institution, but I have also seen outside candidates be hired because they had deeper and/or broader experience that better aligned with the goals of the hire.
Jimmie Epling, Director, Darlington County Library System: It is possible to hire from a pool of external and internal candidates fairly. From experience, my recommendations are:
1) Use the same hiring process for both internal and external applicants. An internal applicant must go through the same application process as external candidates. If you require an application and/or resume of an external candidate, the internal candidate must provide the same.
2) Provide external candidates with information that may only be readily available to the internal candidate. As an example, provide youth services programming statistics to both internal and external candidates. Offer a tour of the facility or area to the external candidate before the interview. For an IT position, offer a tour of the server area and schematic of the network (of course leaving off specific information).
3) Have the candidates perform a job related task or program. When interviewing for a children’s position, a story time presentation can be a decisive factor between an external and internal candidate.
4) Have a nonemployee who is knowledgeable about the position on the interview committee. The nonemployee will not know any of the candidates, providing the best opportunity candidates can have for an unbiased opinion.
Having a non-employee who is knowledgeable about libraries as part of the interview committee is one of the best way to assure fairness and equitable treatment between internal and external candidates.
When interviewing for an IT Manager position, the South Carolina State Library help us by allowing its IT Manager to be part of the interview team. This person provided excellent questions, spotted exaggerators, and was impartial. I regularly invite either a director friend or someone from State Library services to participate in branch manager interviews as they do not know the candidates and are knowledgeable on public library services and issues. As part of the interview committee, the non-library employee has no knowledge on the internal candidate and requires us as employees on the committee to explain our observations and choices.
Julie Todaro, Dean, Library Services, Austin Community College: When answering this question, we must remember that – within our organizations – librarians move laterally, within levels of promotion, between or among departments, into other roles within libraries, as well as those who apply for temporary or permanent roles, current positions to project management, frontline positions to management, public to behind-the scenes or technical services or technical services or behind-the-scenes to public services – or – and what we think of more typically – further upward on the management track. In addition, managers may choose to step back and apply for leadership or positions that coordinate or facilitate only, rather than management. This means that there are MANY different areas for feedback for our employees so that not only are they aware of how they are performing throughout a year, but they are also better informed on how they might position themselves to apply for other positions, projects, team work, etc. within the organization.
As to the process that we use to select applicants who seek to move up, on, or differently, the best success for hiring for any positions to be filled internally OR from a pool of internal and external candidates comes from a combination of the following practices throughout the process:
Before/The Standard
Organizations should articulate their practices on seeking applicants for positions which could include this variety of approaches:
We are committed to developing our employees.
Our mentor program is designed to not only provide employees multiple avenues for success within the organization for this position but also to get assistance if they decide to move within the organization.
Although the organization is committed to developing employees, we consistently post all available positions both internally and externally at the same time to ensure equitable opportunities and the best possible project and customer services.
The organization values its employees and their development and available positions within the organization will be posted internally for x days, then finding no successful applicants, the position will be posted externally. Internal employees may apply at any time, following the same standards and practices for the hiring process.
To be able to assess internal employees’ performance as well as eligibility for moving within internal work roles and responsibilities, organizations must have up-to-date position descriptions, organizational, departmental and individual goals and outcomes as well as project or team outcomes and evaluation of those outcomes to provide information for employees seeking moves within the organization.
Outcomes – for initial team work – must be assigned in part or overall – to provide direction for completion.
“The usual” must be in place for individual or group successes such as timelines, resources, organizational tools, etc. (Many organizations identify “levels of success,” that is, “the project is completed to level 1 with x available with level 2 articulated as possible only if additional funding is granted.”)
Organizations need organization-wide annual performance evaluation policies and processes.
Organizations need – within their annual performance evaluation processes – systematic feedback for completion, successes, needs for improvement and failures throughout each year. This can come from consistent feedback that provides positive feedback as well as negative feedback with a requirement of constructive examples to accompany both positive and negative comments designed to avoid repeats. Feedback can be given in many ways:
direct manager giving teams feedback on overall performance of the team
a matrix of managers (all involved and/or all affected) providing feedback on overall performance of the team
direct or a matrix of managers giving teams feedback on the product while leaving project or team chairs or leaders the responsibility to provide individual team member assessments based on product assessment or “assigning” feedback to individual
performance
managers giving individuals feedback on their performance for basic as well as advanced duties throughout a year
teams, groups use peer evaluations as part of performance assessment for the project
teams, groups use peer evaluations as part of performance assessment for a project, within basic roles and responsibilities of a department or service, etc.
teams, groups use self evaluations as part of performance assessment for a project or within basic roles and responsibilities of a department or service, etc.
teams, groups use upward valuations as part of performance assessment for a project or within basic roles and responsibilities of a department or service, etc.
Managers need to commit to effective orientation, training, education and development programs that strive to ensure that employees get the information and curriculum – and as possible and as needed – the funding for development for individuals, departments or services to assist in ensuring successful work product and performance and maintenance of required and preferred competencies
Organizations should explore onsite or virtual/digital mentor programs that provide opportunities for employees to discuss roles, receive feedback and experience attention to their performance NOT from their managers of record for job performance or project or team work.
Organizations need processes in place to assess the organization’s future needs in order to provide training, education and development to ensure employee competencies are maintained or upgraded to meet those needs.
Organizations should have clear, fair processes for “acting,” “interim” and temporary roles employees may take on for open, pending positions that include:
clear instructions on whether or not interim or acting employees will be allowed to apply for positions
practices for providing orientation and training – and as needed – development during acting or interim roles
practices for providing feedback during acting or interim roles
articulated, specific practices and scripts for how managers might answer questions from existing employees on internal openings
practices in place for feedback and “next steps” for internal applicants NOT successful in the selection process
If organizations offer internal candidates the opportunity for interim or acting roles and responsibilities, they should take great care in organizational announcements as well as instructions to teams or projects or departments when interim or acting individuals are announced and integrated into the work and consider:
use of the interim or acting or other relevant title
specific timelines to announce for beginning, middle and ending roles and responsibilities
the possibility of announcing whether or not interim or acting can apply for position
Interview Practices and Policies (in general but also to ensure equitable internal applicant consideration:)
Position descriptions and job advertisements should be designed NOT to favor internal applicants (ex. required position elements should avoid – as much as possible – citing specific products or software the organization uses – that is “in-depth knowledge of (the organization’s specific online circulation software) versus “in-depth knowledge of current online circulation software used in (x such as a type of) library
Committees must have identical, carefully designed questions for all applicants.
Identical modes and methods should be used with applicants for interviewing (if – for example – initial interviews are virtual – internal applicants at the first stages are virtual as well)
Standard rubrics should be used for evaluating applicants – based on among other things – position descriptions.
Organizations should have formulas for creating equitable selection committees to assist in the process of balancing internal and external (normal) applicant support or lack of support.
Committee chairs should take great care to have carefully trained committee members who understand and commit to confidentiality during the entire hiring process including post-hiring discussions with both successful and unsuccessful candidates.
Managers must establish practices for organizational announcements for introducing successful applicants in general but especially for internal unsuccessful applicants and co-workers.
Post Interview candidate exchanges:
Human Resources standards and legal issues must be addressed for any q and a with unsuccessful candidates such as sessions on “Why didn’t I get this position?” as well as “What might I have done differently?” or “What should I do next time?” or “What is my future here now that I didn’t get the position?” as well as “How can I work with x who got the job instead of or over me?”
If discussions are allowed by HR for unsuccessful applicants, scripts must be created for what questions can and can’t be addressed such as “Why DID x get this position?” and “Why was x chosen over me for the position?”
Finally – the goal is to have well-designed practices in place avoid:
…”I thought I was getting this position.”
…”I was promised this position.”
…”I was not oriented within this (as interim) position and therefore could not be successful as interim or acting.”
We’d love to hear your thoughts here in the comments, on Twitter @HiringLib, or in a novelty song! If you have a question to ask people who hire library workers, or if you’d like to be part of the group that answers them, shoot me an email at hiringlibrariansATgmail.
Hiring Librarians 