Wulf Roby is an indigenous leader with a background in a diverse range of disciplines including public speaking and community engagement. They currently serve as the Communications Coordinator for the State Library of Kansas after having completed an MS in Organizational Leadership in late 2020. Their passions include literacy, equity and advocacy for marginalized communities, including black, brown and indigenous rights, transgender and queer rights, and protections for people with disabilities.
After a job search of more than 18 months, they were hired just two months ago. Although written in present tense, they are no longer looking for work.
Your Demographics and Search Parameters
How long have you been job hunting?
√ More than 18 months
Why are you job hunting?
√ I’ve been threatened at my job or had to deal with hostility/danger/scary behavior from the public or coworkers
Where do you look for open positions?
linkedin, listservs, indeed and other job sites
What position level are you looking for?
√ Other: communications/marketing/adult education
What type(s) of organization are you looking in?
√ Public library
√ Special library
What part of the world are you in?
√ Midwestern US
What’s your region like?
√ Urban area
Are you willing/able to move for employment?
√ Other: i did move, from a rural area to an urban location in another state
What are the top three things you’re looking for in a job?
ethics, challenging, making a difference
How many jobs have you applied to during your current search? (Please indicate if it’s an estimate or exact)
over 500
What steps, actions, or attributes are most important for employers to take to sell you on the job?
√ Introducing me to staff
√ Having a good reputation
√ Prioritizing work-life balance
Do you expect to see the salary range listed in a job ad?
√ Yes, and it’s a red flag when it’s not
Other than not listing a salary range, are there other “red flags” that would prevent you from applying to a job?
saying the staff is like family, “unlimited pto” any language implying that there are “must dos” or “must haves” or where the recruiter/hiring manager talks down about the person who vacated the position/other staff
The Process
How much time do you spend preparing an application packet?
30 minutes to several hours
What are the steps you follow to prepare an application packet?
resume tailoring, cover letter if required, writing or work samples, I generally gather everything required and put it all together in one pdf in the order of the ask list.
How do you prefer to communicate with potential employers?
√ Email
When would you like potential employers to contact you?
√ To acknowledge my application
√ To tell me if the search is at the interview stage, even if I have not been selected
√ Once the position has been filled, even if it’s not me
How long do you expect an organization’s application process to take, from the point you submit your documents to the point of either an offer or rejection?
non government: 1-2 weeks; government: up to 8 weeks
How do you prepare for interviews?
I research the company, and if possible, whoever is interviewing me
What are your most hated interview questions, and why?
i’m not a fan of “behavioral” questions or cheeky/puzzle questions. i’m here about a job in which i have particular expertise.
During your current search, have you had any of the following experiences:
Submitted an application and got no response√ Happened the majority of the time or always
Had an interview and never heard back√ Happened more than once
Interviewed for a job where an internal candidate was eventually chosen √ Happened more than once
Asked for an accommodation for a disability √ Happened more than once
Withdrawn an application before the offer stage √ Happened more than once
Turned down an offer √ Happened more than once
If you have ever withdrawn an application, why?
In one case, it was because a friend also applied for the job, and it was unlikely she would be hired if i were in the pool (rural area, she was hired after i withdrew); other times it has been because i found out someone i couldn’t tolerate worked at the location or discovered something unsavory about the agency
If you’ve turned down an offer (or offers), why?
refusal to use correct name/pronouns for me; low ball on salary; offered a lesser position when leadership + staff were both available
If you’ve asked for an accommodation, what happened?
usually people are okay with captions for zoom calls, it makes sense: background noise and the like makes things difficult. i have had issues asking for leeway on “assignments” even with the caveat that while i ask for extra time, i rarely actually use it
If you want to share a great, inspirational, funny, horrific or other story about an experience you have had at any stage in the hiring process, please do so here:
during the probationary period for a state position, co-workers “discovered” that i’m transgender. it’s not a secret. they posted photos of me, my car, and my house on social media, and complained to leadership about which bathroom i used at the office. needless to say we did not part ways amicably
What should employers do to make the hiring process better for job hunters?
make things transparent. don’t make minority candidates hunt for information on whether or not we’re welcome. make it obvious. salary/salary range. always, no exceptions. don’t take forever. or if your agency makes the process lengthy, TELL US. otherwise you get to the start date with no employee because you made an offer and then didn’t tell us how things would go down. also, the best interviews have been the ones where someone on staff called ahead and gave me a person to ask questions of, get parking and accessibility info from, etc. do that.
You and Your Well-Being
How are you doing, generally?
√ I’m maintaining
√ Other: i actually recently accepted a new position
What are your job search self-care strategies?
take breaks, log off. make time for fun things.
Job Hunting Post Graduate School
If you have an MLIS or other graduate level degree in a LIS field, what year did you graduate? (Or what year do you anticipate graduating?)
does organizational leadership count? if so, 2020
When did you start your first job search for a “professional” position (or other position that utilized your degree)?
√ Less than six months before graduating with my MLIS/other LIS degree, but still before I graduated
In relation to your graduation, when did you find your first “professional” position?
√ I was actually hired before I graduated
What kind of work was your first post-graduation professional position?
√ Part Time
√ Contract
Did you get support from your library school for your first job hunt (and/or any subsequent ones)?
nope
Is there anything else you’d like to tell us about searching for or finding your first post-graduation position?
nonprofits are great, but the pay is not; same goes for schools. i think we all know that, but it bears repeating. also: remote work and consulting are great ways to get some experience in and network!
Please note: this is an anonymous response to an online survey; I do not have any way of contacting the respondent or verifying responses. Their answers may reflect good, bad, or middling hiring practices. I invite you to take what’s useful and leave the rest.
This person hires for a:
√ Public Library
Title: Deputy Director
Titles hired include: Branch Manager, Technical Services Manager, Public Relations and Outreach Manager, Information Services Coordinator, Circulation Services Coordinator, Archives Assistant
Who makes hiring decisions at your organization:
√ The position’s supervisor
√ A Committee or panel
Which of the following does your organization regularly require of candidates?
√ Online application
√ References
√ Supplemental Questions
Does your organization use automated application screening?
√ No
Briefly describe the hiring process at your organization and your role in it:
In addition to being Deputy Director I also handle human resources. So I handle the whole hiring process and I also participate in at the interview process depending on the position
Do you have any instant dealbreakers?
Taking shortcuts in the application process, for example when the applicant uses the phrase “see resume”. To me that is just lazy.
What do you wish you could know about candidates that isn’t generally revealed in the hiring process?
Ability to work with others. Deciphering between what the applicant states in their interview with reality.
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
Do you conduct virtual interviews? What do job hunters need to know about shining in this setting?
We have done a few virtual interviews, usually due to an out of town applicant. They should be sure that they have privacy and no interruptions. Also they need to be sure that their equipment is working properly prior to the designated interview time. To shine they need to be comfortable and personal in a virtual setting maybe even sharing their screen (if appropriate) for any document or presentation sharing
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?
I like when the candidate mentions having done research about our library and asking questions about what they have learned. I also like when they ask what the panel this have been some challenges and major accomplishments of our library system
Additional Demographics
What part of the world are you in?
√ Northeastern US
What’s your region like?
√ Suburban
√ Rural
Is your workplace remote/virtual?
√ Some of the time and/or in some positions
How many staff members are at your organization?
√ 51-100
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.
Kestrel Ward (they/them) is an early-career librarian currently working as a staff member for a large R1 university library in Florida. Their current research is on LGBTQ materials in archives and using digital literacy to fight digital violence.
√ This is the next step after finishing library/archives/other LIS graduate degree
√ I’m underemployed (not enough hours or overqualified for current position)
√ Looking for more money
√ Looking for remote/virtual work (or at least hybrid)
√ Other: My job is currently under attack by state government with a particular vendetta against my demographic
Where do you look for open positions?
ALA Joblist, Twitter, Mastodon, LinkedIn, word of mouth
What position level are you looking for?
√ Requiring at least two years of experience
√ Supervisory
What type(s) of organization are you looking in?
√ Academic library
√ Archives
√ Library vendor/service provider
What part of the world are you in?
√ Southeastern US
What’s your region like?
√ Rural area
Are you willing/able to move for employment?
√ No
What are the top three things you’re looking for in a job?
Enough money to live on in my area as a single parent, remote, not beholden to the state of florida government
How many jobs have you applied to during your current search? (Please indicate if it’s an estimate or exact)
About a dozen maybe?
What steps, actions, or attributes are most important for employers to take to sell you on the job?
√ Pay well
√ Having (and describing) excellent benefits
√ Prioritizing EDI work
√ Prioritizing work-life balance
Do you expect to see the salary range listed in a job ad?
√ Yes, and it’s a red flag when it’s not
Other than not listing a salary range, are there other “red flags” that would prevent you from applying to a job?
No
The Process
How much time do you spend preparing an application packet?
Depends on how invested in getting the job I am. Anywhere from half an hour to a week.
What are the steps you follow to prepare an application packet?
Read the description and requirements carefully and compare to my CV, write a cover letter which covers as many of the requirements as possible that are not already covered by CV, if I have doubts ask around about the job.
How do you prefer to communicate with potential employers?
√ Email
When would you like potential employers to contact you?
√ To acknowledge my application
√ To tell me if the search is at the interview stage, even if I have not been selected
√ Once the position has been filled, even if it’s not me
How long do you expect an organization’s application process to take, from the point you submit your documents to the point of either an offer or rejection?
My viewpoint is skewed by my institution taking ages, so months are possible.
How do you prepare for interviews?
Panicking
What are your most hated interview questions, and why?
“What do you think will be most challenging about the job?” I don’t want to tell you about the parts of the job I can’t do! I want to tell you what I CAN do and figure out the rest as I go along!
During your current search, have you had any of the following experiences:
Submitted an application and got no response√ Not Applicable
Had an interview and never heard back√ Not Applicable
Interviewed for a job where an internal candidate was eventually chosen √ Happened more than once
Asked for an accommodation for a disability √ Not Applicable
Withdrawn an application before the offer stage √ Not Applicable
Turned down an offer √ Not Applicable
You and Your Well-Being
How are you doing, generally?
√ Not out of money yet, but worried
√ Other: Slightly frantic as the situation in my state worsens
What are your job search self-care strategies?
Distraction from worrying.
Do you have any advice or words of support you’d like to share with other job hunters, is there anything you’d like to say to employers, or is there anything else you’d like to say about job hunting?
I just want someone to hire me so I can stop being in a weird limbo and so I can stop panicking about my situation! Also, I wish employers would pay better. There’s only been a couple jobs I’ve applied for where the pay and benefits felt fair, and neither of them have hired me.
Job Hunting Post Graduate School
If you have an MLIS or other graduate level degree in a LIS field, what year did you graduate? (Or what year do you anticipate graduating?)
2022
When did you start your first job search for a “professional” position (or other position that utilized your degree)?
√ Less than six months before graduating with my MLIS/other LIS degree, but still before I graduated
In relation to your graduation, when did you find your first “professional” position?
√ I was actually hired before I graduated
What kind of work was your first post-graduation professional position?
√ Other: In the same job I had since starting my LIS, which is a library assistant supervisory job at a major university library.
Did you get support from your library school for your first job hunt (and/or any subsequent ones)?
Not really. There are things my library school probably would do, but I live far from my school and trying to figure out what help is available is overwhelming.
Is there anything else you’d like to tell us about searching for or finding your first post-graduation position?
So many places seem to want more experienced folks, finding a place as a recent grad feels very demoralizing.
A hunter and his dog quail hunting De Funiak Springs, Florida
Please note: this is an anonymous response to an online survey; I do not have any way of contacting the respondent or verifying responses. Their answers may reflect good, bad, or middling job searching practices. I invite you to take what’s useful and leave the rest.
Your Demographics and Search Parameters
How long have you been job hunting?
√ More than 18 months
Why are you job hunting?
√ I’m underemployed (not enough hours or overqualified for current position)
√ Looking for more money
√ Looking for a promotion/more responsibility
√ My current job is boring
Where do you look for open positions?
INALJ, Indeed, ALA Connect
What position level are you looking for?
√ Entry level
What type(s) of organization are you looking in?
√ Academic library
√ Public library
What part of the world are you in?
√ Midwestern US
What’s your region like?
√ Urban area
√ Suburban area
Are you willing/able to move for employment?
√ Other: Yes to any places with public transportation (I don’t drive)
How many jobs have you applied to during your current search? (Please indicate if it’s an estimate or exact)
50+
What steps, actions, or attributes are most important for employers to take to sell you on the job?
√ Pay well
√ Having (and describing) excellent benefits
√ Funding professional development
√ Prioritizing work-life balance
Do you expect to see the salary range listed in a job ad?
√ Yes, and it’s a red flag when it’s not
Other than not listing a salary range, are there other “red flags” that would prevent you from applying to a job?
If it sounds like it’s actually multiple jobs in one.
The Process
How much time do you spend preparing an application packet?
1-2 hours
What are the steps you follow to prepare an application packet?
Looking up the institution, tailoring a cover letter to that specific job posting, making sure my resume is up to date/appropriate for that job posting.
How do you prefer to communicate with potential employers?
√ Email
When would you like potential employers to contact you?
√ To acknowledge my application
√ To tell me if the search is at the interview stage, even if I have not been selected
√ Once the position has been filled, even if it’s not me
How long do you expect the application process to take, from the point you submit your documents to the point of either an offer or rejection?
A few months
How do you prepare for interviews?
I have a document with some questions I expect/have been asked in the past that I practice. I also recently discovered your database of interview questions and pick out some from there to practice that seem relevant to the job posting. Do more research on the institution/a deep dive of their website.
What are your most hated interview questions, and why?
Tell us about yourself at the start of the interview. It’s so vague and I don’t know how much to say/which experiences to highlight because what if I highlight something that is going to be a main question later in the interview.
During your current search, have you had any of the following experiences:
Submitted an application and got no response√ Happened more than once
Had an interview and never heard back√ Happened more than once
Interviewed for a job where an internal candidate was eventually chosen √ I don’t know
Asked for an accommodation for a disability √ Not Applicable
Withdrawn an application before the offer stage √ Not Applicable
Turned down an offer √ Not Applicable
What should employers do to make the hiring process better for job hunters?
Not ghost people. One institution gave a date for when they would contact people for interviews so you knew if you weren’t contacted by then you probably weren’t being considered. I liked that since some folks don’t contact you until a person is picked months later so it’s just kind of hanging in limbo.
You and Your Well-Being
How are you doing, generally?
√ I’m somewhat depressed
√ I’m frustrated
√ I feel supported in my search
Job Hunting Post Graduate School
If you have an MLIS or other graduate level degree in a LIS field, what year did you graduate? (Or what year do you anticipate graduating?)
2015
When did you start your job search?
√ Less than six months before graduating with my MLIS/other LIS degree, but still before I graduated
In relation to your graduation, when did you find your first “professional” position?
√ Six months to a year after graduating
What kind of work was your first post-graduation professional position?
√ Full Time
Did you get support from your library school for your first job hunt (and/or any subsequent ones)?
Yes they offered mock interviews and there were two interview rooms you could book.
This resource holds questions that people were asked in interviews from more than 550 respondents over nearly a decade.
Click on the upside down triangle to the right of the question in the header row to sort by things like interview type, position, etc.
Please help this resource grow! Share the link widely with your friends and colleagues and if you’ve had a library interview recently, report the questions you were asked.
If you have feedback, I’d love to hear it. Please feel free to email me or use the contact form.
Please note: The links should give you everything you need – please use and share those rather than requesting access through Google Drive. You can always find these links in the static pages listed in the tabs up top (Interview Questions and Salary Info).
The first run of Hiring Librarians was pretty eye-opening. I learned that there is no secret to hiring and that people who hire library workers have all sorts of contradictory opinions and practices. And I saw that many of those opinions and practices are rooted in internal bias. I am very grateful to the readers who took the time to point out problematic answers, and the problematic questions I was asking. So this time around, I’ve been looking for ways to help mitigate harm, both in the work of this blog and in our collective practices.
In my recent 2023 Job Hunter Survey, one of the questions I ask is if candidates have ever asked for an accommodation during the hiring process, and if so what happened. Of the people who responded yes, many said things like “I won’t ask for accommodations because I fear it will impact my getting the job.” and “it was not given, app withdrawn.”
Back in October, I saw a tweet about a presentation at the Pennsylvania Library Association conference entitled “Reasonable Accommodations from the Employee Perspective.” The presenter, Katelyn Quirin Manwiller, was providing her slides, script and research handout for anyone who might be interested. I got in touch to see if she’d be willing to write something up for the blog and she was gracious enough to say yes.
One avenue for improving the diversity of librarianship is providing a more inclusive hiring process and examining potential barriers to marginalized library workers. Much of this work requires current library employees, managers, and search committees to undergo training on federal discrimination laws and the positive benefits of having a diverse workforce. Despite these efforts, many library workers remain completely unfamiliar with the protections afforded to disabled Americans during the hiring process. For example, my university requires all search committee members to complete diversity training prior to posting the job which I completed while recently serving on a search committee for a librarian position. Throughout the training, disability was mentioned only in terms of not asking candidates about their health during interviews. At the end, I asked what our procedures were for candidates requesting accommodations, and the HR presenters were shocked, saying I was the first person to ever mention it. Many library workers have never encountered accommodations in the hiring process – or at all. But the accommodations process serves as the baseline for disability inclusion in employment and library workers must be knowledgeable about it to provide inclusive and accessible hiring experiences.
So, what are accommodations? The Americans with Disabilities Act protects the right to equal employment for people with disabilities, meaning anyone who “has a physical or mental impairment that substantially limits one or more major life activity” (ADA National Network, 2023, para. 2). The ADA Amendments Act of 2008 emphasizes that this definition should be interpreted in the broadest terms possible, including medical conditions that are permanent or temporary, physical or psychological, visibly apparent to others or not. The law outlines the reasonable accommodation process as “a modification or adjustment to a job, the work environment, or the way things are usually done during the hiring process” (Office of Disability Employment Policy, n.d., para. 1). It’s important to note that both disability and accommodation are legal terms meant to protect equal rights and not necessarily related to whether a person identifies as disabled. The ADA only applies to workplaces with 15 or more employees. Even though smaller libraries may not be legally obligated to provide accommodations, all libraries should adhere to these practices to ensure that they provide equal access to all candidates. Lastly, I will emphasize that the ADA and the accommodations process are the bare minimum legally required, not the epitome of inclusion or accessibility. This blog serves as a primer to these legal requirements because they are frequently left out of equity conversations, but please know there is far more libraries can do beyond accommodations to provide inclusive hiring to disabled candidates.
Accommodations occur when a candidate requests an adjustment to some aspect of the hiring process, often the structure or format of an interview. The candidate would submit a written or oral request for an accommodation to an official human resources office or whoever is doing the hiring at the library. The employer will then grant the accommodation for an obvious request. Obvious in this context is what it sounds like – something where the disability and accommodation are obvious to the employer. An example of this would be a candidate who uses a wheelchair saying they will need access to an elevator during the interview process. If it is not obvious, the employer will require additional documentation from a healthcare professional, either a letter or standardized forms explaining how the candidate’s impairment requires the adjustment. Then the employer will (hopefully) grant the accommodation and incorporate it into the application or interview process as needed. This entire process must be kept confidential because requesting an accommodation requires disclosure of a disability. As such, the HR or the library employee managing the request is legally prohibited from telling anyone else in the library that the candidate requested an accommodation.
For larger HR structures, the online application system may ask candidates if they will need an accommodation. This allows the candidate to potentially keep the details of the accommodation from the people interviewing them, but also may not be that helpful. If the candidate does not know the interview structure, they may not know what type of accommodations to request. Either way, if the request is made through HR, the person or committee doing the interview will be informed what the adjustment is, but not that it is an accommodation. For example, they may be told that a specific candidate will receive an extra break between interviews. These adjustments can easily lead to negative perceptions of the candidate or even discrimination if the hiring person, committee, or even library employees at large are not trained on the accommodations process and its role providing inclusive hiring for disabled people. Accommodations are not special treatment for specific candidates. They are what allow candidates to have equitable access to employment and cannot influence hiring decisions. But the potential for discrimination leads many disabled candidates to never request accommodations, even if it makes the hiring process significantly more difficult for them.
To conclude, I want to provide some general tips that you as the hiring manager or search committee can incorporate into your hiring practices to provide a more inclusive experience for disabled candidates:
Know how the accommodations process works at your institution and include information about requesting accommodations in your communication with candidates.
Ensure accommodations are covered in your library training on hiring for all library workers involved.
Provide easy access on your website to accessibility information about your library and share that with all candidates you bring for an interview.
Consider ways to build flexibility into your hiring practices and policies so that candidates may not need to request accommodations. These can include sharing interview questions in advance, building in multiple breaks during the interview, skipping mandatory meals or walking tours for candidates, and providing options for interview setting (e.g. telephone or Zoom).
Include disability throughout your diversity, equity, and inclusion work beyond hiring to familiarize yourself and your library with disability inclusion outside of the bare minimum ADA compliance. Disability is not limited to accessibility because it does not exist in a silo. It intersects other marginalized identities and is inherently part of the systems of oppression being addressed with DEI work.
For more information on accommodations from the employer and employee perspective, I highly recommend the Job Accommodation Network, at askjan.org. They have a guide dedicated to the hiring process, linked below in my references.
References
ADA National Network. (2022). What is the definition of disability under the ADA?
Katelyn Quirin Manwiller is the Education Librarian and Assistant Professor at West Chester University.
She lives with chronic illness and is dynamically disabled. Katelyn’s research and advocacy focuses on improving disability inclusion in libraries through incorporating disability into DEI work, addressing disability misconceptions, and creating accessible work environments. You can find her @librariankqm on Twitter or kmanwiller@wcupa.edu.
Each week (or every other week) 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(s) are:
Do you think it is possible for applicants to be too qualified to succeed in a position? If so, at how and at what point in the process do you determine over qualification– from the application/CV/cover letter, phone interview, in-person interview, or something else? Do you ever include a maximum amount of experience that you will accept in your (internal) rubrics? What are the pros and cons of hiring an individual who is overqualified?
Donna Pierce, Library Director, Krum Public Library:
Can applicants be too qualified to succeed in a position? Yes and no. Yes, if they think they are “too good” to be doing this “low level” job. No, if they come into the position with an attitude of doing whatever is needed. Just recently I hired my 4th part-time person (myself and 1 other staff are the only full-time people.) This person was formerly a youth services librarian and a library director (at a library bigger than mine.) I am thrilled to have his expertise and experience to help me with programming, especially with the teens. His attitude is one of doing whatever is needed – nothing is “beneath him.”
Celia Rabinowitz, Dean of Mason Library, Keene State College: Over-qualification is a tricky issue. Given the job market it is understandable that, for many (most?) people, having a job is better than not. Even one for which they are over-qualified. It is often pretty easy to see that in an application. I have hired individuals with an MLS in hand several times for positions that do not require more than a high school diploma, AA degree, or BA (ILL coordinator, Access Services Manager). When a high school diploma is the minimum requirement and an applicant has a higher degree I don’t usually think of that as an over-qualification, particularly if they don’t have any experience doing the work. When they have been doing similar work, had more authority and/or responsibility, or clearly have more advanced skills I know they may find the job less than satisfying. And they may be hoping, and still searching, to find a job that better matches their credentials even after they are hired.
But – I shifted my thinking about this a number of years ago and accept that an individual’s motivation for seeking employment is not my business. I certainly want to know why the job they applied for interests them. But I never ask why they would take a job they seem over-qualified for or whether they might be bored in the job. I assume anyone applying for, and accepting, a position will work hard at it to do well.
The challenge, of course, is that an individual in a position that does not challenge them or use their range of skills will result in their leaving. And these days turnover is always a scary proposition for those of us who have to jump through hoops just to get existing positions filled (not to mention time-consuming). But this happens all the time anyway – people find a job that pays more, is closer to home, has better hours. If a staff member with a MLS working in an hourly benefitted position finds a job that acknowledges and compensates them as a librarian then I am glad we were able to help them get there. And sometimes they stay even when I know they are not using their degree fully. And as long as they are doing good work, and seem happy, I can ask where they see themselves in five years, or how I could help them think about options, but the choice to stay or leave is theirs.
To be honest, the biggest challenge is often advertising an entry-level position for staff or library faculty that does not require any prior experience and getting applicants who have experience at the specific job which often pushes really early-career applicants out. The experienced applicants are not really over-qualified (unless we say their experience over qualifies them which doesn’t make a lot of sense). But the entry-level applicant with little or no experience isn’t under-qualified. And we want to bring new librarians and staff into the profession. I think this is an issue that many of our newer colleagues are grappling with.
Brandon Fitzgerald, Deputy Director, LAC Federal: My short answer to your question is that I try not to rule out candidates for being overqualified before I have an opportunity to speak with them. Everyone has different life circumstances, interests, and goals that led them to apply. Maybe they want to get their foot in the door with my company or a particular library we support. Perhaps they heard from someone in their network something about our company culture that they value. Or they might know how we like to promote from within and are interested in growing with our company. You can’t glean any of that from a resume. If I were applying for a job I felt overqualified for but had my reasons, I would definitely address that in a cover letter to ensure I’d be given proper consideration.
Jimmie Epling, Director, Darlington County Library System: When hiring for a position we often encounter an applicant who appears to be over qualified for a job. The first impulse of many is to pass on the candidate because in their mind that person “is over qualified and we should not be hired because (insert a favorite excuse).” My belief is not considering a candidate on the grounds the person is over qualified is either shortsighted, discriminatory, or both.
Why might it be shortsighted? This person is interested in the position you have to offer and offers a set of skills needed for the job. What is the logic of hiring someone who doesn’t have the skills and must be trained to do the job? Someone who appears over qualified will very likely be able to learn and perform the job duties required without a lot of training…read “short learning curve.” This staff member will reach the performance level you need soon than someone just meets the job qualifications when hired, saving you staff time and money.
An assumption often made for not hiring someone who is “over qualified” is that person “will not be with you long.” True, this person may be with you only a few months or a year, but the time they are with you may very well be worth it! Hiring an over qualified candidate can provide your library with talents and expertise that even for a short time are invaluable. I’ve often thought, “give me a talented and motivated employee for a year because that person will do more for my library than one who is average will for five years.”
Lastly, not considering someone for a position due to the candidate being, in your view as an employer, “over qualified” is a form of discrimination. As an employer, you have posted the minimum qualifications which the candidate clearly meets. Not interviewing the candidate means you have made a judgement call based on speculation of the individual’s motivations for applying for your open position, not the individual’s qualifications. There are legitimate reasons a person who is over qualified is applying for your open position. You may be able to determine the reasons the person wants the job during the interview. To not offer a candidate with the required qualifications for your job an interview is discriminatory as you are using subjective hiring criteria.
The bottom line is saying a candidate is “over qualified” is a subjective judgement in the eye of the beholder, the employer. Passing on a candidate who appears over qualified is to risk losing a great employee.
Ellen Mehling, Job Search Advisor/Instructor: I don’t think it is possible to be “too qualified”, but as a hiring manager or someone on a hiring committee, I want to know that the applicant who may appear “overqualified” really understands the duties of the job they are actually applying for, and that this position is what they are really interested in.
My concerns would include: the person would be unhappy with the responsibilities and maybe with the pay, would be taking this job only out of desperation, and/or would be looking to get something “better” elsewhere asap. Or they might be used to being in charge and will still behave that way, in a role where that is not appropriate.
I’d look for this to be addressed in the cover letter, perhaps with the applicant saying something like, “In the recent past my position was one of upper administration; I did that for years and was successful at it and enjoyed it. After giving it a lot of thought, I’ve decided that a position where I can contribute strongly as a team member without the leadership component is what I prefer now.” It is always better for an applicant to convey that their reason for making a change is moving towards something they want, rather than running away from something they don’t want (like the challenges of supervising others, for example). Another reason could be that the applicant wants a healthy work-life balance, but that has to be conveyed with a realistic understanding of what the work-life balance at the new job will be, and without bashing a current or former employer.
The pros of an “overqualified” applicant can be that they may require less training and may already have many desirable skills and years of experience that other applicants don’t yet have. The cons could be: dissatisfaction with the position and a bad fit due to comparison with their former duties, pay, position in a hierarchy, power and control, autonomy, etc.
Thoughtful questions during the interview, that assess how well the applicant understands what the job really entails, should be asked, to determine if they will be happy and comfortable and productive in that specific role.
Alan Smith, Director, Florence County, SC Library System: I don’t believe I’ve ever rejected an application solely because of overqualification, though it’s possible other employers may do this, especially those who get a huge volume of applications. I have interviewed lots of “overqualified” candidates, hired some, and chosen not to hire others, and it really comes down to the context the candidate provides.
(Side note: at risk of being pedantic, I don’t like the term “overqualified.” I think of it like the word “unique” — there aren’t varying degrees of unique; something is either unique or not unique, and a job applicant is either qualified or unqualified. In what other context would someone reject something for being too good or too much like what they wanted? Some employers may fear that a candidate who isn’t able to use their full skill set, one they built over a long period of time at great expense, might be dissatisfied with the work or would leave the position quickly. But I also suspect some employers reject “overqualified” candidates because they are intimidated or unsure how to supervise someone with more knowledge or experience.)
Back to that context: If you are the extremely qualified candidate, just explain why you want this position specifically. Prefer the schedule flexibility of a part-time position? Want fewer responsibilities and a better work/life balance? Trying to gain experience in another area of operations? I’ve hired staff who gave each of those reasons and they all worked out well.
On the other hand, I’ve rejected highly qualified candidates who seemed to think their experience meant they had nothing to learn, or would automatically perform better than other employees in the department. For example, we once interviewed the former Director of a sizable library system for a paraprofessional circulation position. When asked why they wanted the position, their answer was along the lines of, “I can do these duties twice as well as anyone else, and in half the time. Frankly I should be doing your job.” Maybe that was true! But if they say that to the Director in an interview, I can only imagine how they would treat their coworkers.
To answer the original question, though, I don’t think it’s possible for candidates to be too qualified to succeed in a position per se. However, an extremely qualified candidate may not succeed in a position because they feel simpler tasks are worth less effort, are dissatisfied with the work, or are trying to meet the standards of the position they used to hold, or trained for, rather than the one they have.
Julie Todaro, Dean, Retired:
Do you think it is possible for applicants to be too qualified to succeed in a position?
Although both applicants and employers have many things to consider in the hiring process, a great deal of care should be taken when qualifications are considered. This includes employers needing to be very careful in:
Getting clarification on whether or not the organization’s qualifications are measurable for assessing applicants, and if not, instructions on how to assess applicant hard-to-measure qualifications,
Which qualification categories are being considered? (ex. HR guidelines – as we know – typically include specifics such as:)
one or more specific degree(s) or professional designation(s) or certification(s),
specific industry knowledge such as proficiency with hardware or software products,
the number of years of experience – in general or in specific institutions or with age levels, etc. unique materials or other areas of the profession,
and the more typical – no matter the level or type of position –
skills and abilities to perform tasks such as lifting, pushing loaded carts of materials, etc.
Creating a rubric for identifying/measuring quantifiable qualifications and determining presence of non-quantifiable elements/areas (ex. concepts such as time management, multi-tasking, teamwork, decision making and commonly used attributes such as taking initiative, commitment to continuous learning, flexibility, optimism, valuing critical elements of society or the profession),
Choosing required vs. preferred qualifications needed for a position,
Determining the latitude in making decisions such as substitutions for experience? education? etc., ranges in categories such as a range of years or presence and placement in an educational program (enrolled in …candidacy status for PhDs),
Assessing educational or training curriculum present in entities providing preferred or required qualifications (ex. is the graduate school granting their degree presenting contemporary curriculum?)
Determining terminology (ex. only specific credentialling, experience and what ‘experience’ means such as the meaning of post graduate work, etc.)
And just like employers, applicants need to be careful in matching their education, training, background, etc. to the organization’s identified areas and in providing honest representations of what IS and ISN’T present.
Giving the many issues surrounding current hiring practices – qualification issues might also
include:
Who determines if an applicant possesses the qualifications as stated; and,
The question at hand – the “over” qualification of an applicant.
Beyond the determining of what you need and who has what if an organization does have latitude to hire someone with more qualifications that advertised or needed employers should take great care to:
explain the position to applicants – specifically what the person is supposed to do and NOT supposed to do,
identify compensation issues and if they affect the salary placement,
share other benefits of the position at hand such as access to travel funding, personal technology,
be clear about opportunities for advancement that is:
can someone in a position “transfer” to another? be promoted? or must they apply and compete for other positions that their qualifications more closely match?
Final recommendations
In my last institution, rejecting someone from an applicant pool because they were “overqualified” was not allowed. This meant that applicants applying for positions with the thought of getting their foot in the door and bypassing our processes had to have the situation very carefully explained to them. I must add; however, that when we did end up doing this – against my better judgement – I might add – it failed twice – once with the employee being clearly told – becoming unhappy they weren’t “using their degree” and “applying” for a position or title change and ultimately leaving unhappily after – frankly – doing a mediocre job at the job they were originally hired to do. In the second event, an employee would literally NOT stop doing other people’s work – again – work they felt they were qualified to do even though it isn’t why they were hired. In that case, the employee was let go – again, because they could not accept the fact that this process applied to them.
I should also add that there is an additional category – and that is an employee who completes a qualification during their employment and then – upon completion – being qualified for another position, but – again – not being able to automatically “move into another position.” Even with careful explanations, it worked FOR the employee on one instance and against the employee in another. In the first, they followed our recommendations, keep within their original job, applied for the other position and was awarded that position. In the second instance, they appeared to disdain their current position as they increased their qualifications and not only did other work – as the earlier example, they did not do the work they were hired for. In that instance the person left before they were let go for poor performance.
So, with the burden on employers to make it clear and an equal burden on the employee to follow processes, all employers want to assist employees in advancing along a career path. If an organization wants to be clear, written continuing education pathways with clear explanations of the benefits of existing qualifications and increasing educational, attribute and competency attainment are an important part of the infrastructure of an organization committed to employee growth and continuous improvement practices that include increasing experience and education.
NOTE: Because no one knows what really makes up a professional position until they have the specific professional experience and/or credential, there are a number of people who will apply saying “they know they can do the job” or “they used the library a great deal in getting their credential” and they just know they can now be successful in the position, no matter if they have the credential or not. A longer list of overqualified applicants might include those who are:
simply looking for any job and can’t get one in their field,
are burned out in their field and are seeking an entry level position only,
looking for an opportunity to change positions but are seeking a position that will help them gather information about another area and thus want a lower level or “any” job,
want to get into an organization by volunteering (and the organization allows that), and we have those who are admitting they “don’t want to work as hard” as their original qualification required in a position and they want a position that doesn’t extend – for example – beyond a more classic workday and they know they are overqualified, etc.
My same thoughts as stated above exist for these reasons as well – think carefully about hiring anyone who isn’t – in some way – committed to your patrons, their services and resources, the organization and their peers/the workforce. We aren’t in business to help someone else only find themselves, and although that sounds callous, people may well be applying for positions because of any of the five areas above, but they shouldn’t and don’t need to share that with the hiring manager. Employers must realize that if applicants express these reasons and you DO hire them, you are culpable in possible behaviors – because “you knew it when you hired them.” Obviously, managers should focus their time on the MANY applicants who are committed to their work and will be an asset to the organization.
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.
The first run of Hiring Librarians was pretty eye-opening. I learned that there is no secret to hiring and that people who hire library workers have all sorts of contradictory opinions and practices. And I saw that many of those opinions and practices are rooted in internal bias. I am very grateful to the readers who took the time to point out problematic answers, and the problematic questions I was asking. So this time around, I’ve been looking for ways to help mitigate harm, both in the work of this blog and in our collective practices.
Back in July, the ACRL Residency Interest Group held a webinar for Resident Librarians on starting the post residency job search. Panelists created and shared a resource list on Twitter, which I then combed through, looking for things to delve into deeper. One of the items on the list was a Library Juice Academy course called, “Recruiting and Retaining Librarians from Underrepresented Minoritized Groups.” I’m really happy Tarida Anantachai and Twanna Hodge were willing to provide more details about how the course is run and who might benefit from enrolling (and am actually looking forward to starting the course myself).
Who are the instructors?
Tarida Anantachai (she/her) is the Director, Inclusion & Talent Management at the NC State University Libraries, where she oversees the recruitment and hiring process for library faculty and staff positions; leads equity, diversity, and inclusion efforts; and coordinates the Libraries Fellows Program. Prior to this role, she also worked for several years in various public service-oriented positions, all while being actively involved in advancing and advising staff on equity, diversity, and inclusion efforts. Tarida was an ARL Leadership and Career Development Program Fellow, a participant in the MN Institute for Early Career Librarians, and an ALA Emerging Leader.
Twanna Hodge (she/her) is a Ph.D. student in the College of Information Studies at the University of Maryland, College Park. She holds a Master’s in Library and Information Science from the University of Washington. She was the inaugural Diversity, Equity, and Inclusion Librarian at the University of Florida Libraries. Academic librarian for over seven years, with several years, working on improving recruitment and retention structures in her previous organization and has been engaging in diversity, equity, and inclusion work since graduate school. She is a 2013 American Library Association (ALA) Spectrum Scholar and a 2022 ALA Spectrum Doctoral Fellow.
We have been co-teaching this course since 2020. It has been an incredible experience for us, allowing us to collectively connect with and exchange ideas with library and information professionals across the country (and even internationally!). We also want to acknowledge Angela Pashia, who was responsible for first launching this course and then co-taught a session with Tarida; her original syllabus inspired much of the content we’ve developed since taking over this course.
What is it? Tell us about the course.
TheRecruiting and Retaining Librarians From Underrepresented Minoritized Groups course addresses recruitment strategies that will improve participants’ chances of attracting a diverse pool of applicants and minimize the influence of unintended biases in the selection process. Of course, hiring is just the first step to building a diverse and inclusive workplace. We will also address factors influencing the long-term retention of librarians from underrepresented minoritized groups.
The modality is asynchronous over four weeks (adding optional synchronous meet-ups). This is seminar-style and very participant-driven, with readings/videos and required posting and commenting on weekly prompts; we do mention that folks get out of the course as much as they want to engage in it. We also share additional resources as we find them (including relevant upcoming events or other recently published articles) via announcements, including in the optional synchronous meet-ups and on our discussion boards. Library Juice Academy also provides perpetual access to its courses, allowing participants to return to the materials even after the course has been completed.
Regarding course prep, we generally spend several hours reviewing the course materials to ensure relevance/updated readings, coordinate our meet-up times, and provide a welcoming atmosphere for our participants. The course is offered roughly twice a year, depending on our schedules. Currently, the cost of the course is $200.You can register through https://libraryjuiceacademy.com/shop/course/211-recruiting-retaining-librarians-underrepesented-minoritized-groups/.
As with many Library Juice Academy courses, our course is open to all GLAM (Galleries, Libraries, Archives, Museums) library workers, including LIS students, early career folks, senior administrators, etc. Many of those who’ve participated in the past have included library administrators, hiring managers, those who have been or anticipate being part of a search process, etc., but we’ve also had those from adjacent fields, such as rare book dealers or those doing community-based information work. Even if they don’t have a formal role in hiring at their organizations, we have also had and welcome those who are generally interested in creating more inclusive and equitable processes and supporting historically minoritized populations.
What topics are covered?
The first half of the course is more focused on recruitment, including exploring the barriers, bias in the hiring process and various strategies that can be implemented to make one’s search processes more inclusive and equitable. The second half of the course is more focused on retention (though retention certainly does come up even in the first half), including research on low morale, building support networks, mentoring, and building more inclusive spaces centered on those from historically marginalized populations. We’re so grateful for the wealth of literature and other resources that we have been able to cite and include throughout the course—particularly those from our BIPOC researchers and practitioners across the field.
What are some of your participants’ takeaways?
Participants have expressed their appreciation in leaving with applicable strategies and changes in mindset, but also in gaining a community of allies working towards equitable and inclusive recruitment and hiring practices. Former participants have shared in person, via email, and even during our meet-ups how valuable they have found the course, how it has changed their approach to structuring finalist interview schedules, or now they send the interview questions in advance based on our discussions. It’s rewarding, and we are grateful to do this work. We, as instructors, gain from the course as well, from insights from those at different institutions, to new resources, to other ways to further design the course for future iterations. Each time we are reminded that there is a necessity for this course and to continue these conversations.
APALA is a nonprofit organization dedicated to enhancing leadership opportunities through informed dialogue that addresses the needs of Asian American, Native Hawaiian and Pacific Islander library workers and those who serve these communities. APALA Career Center aims to connect job opportunities to AANHPI and all job seekers more efficiently and equitably.
When was it started? Why was it started?
The website was launched on April 18, 2022. It was started because we wanted a way for APALA members to connect to job opportunities. Another association also recommended that the additional revenue stream from the Career Center could help us expand our scholarships, awards, and grants.
Who runs it?
Career Center is under the purview of the APALA Finance and Fundraising Committee with oversight from the APALA Executive Board.
Are you a “career expert”? What are your qualifications?
We partner with YM Careers by Community Brands, a career center platform that powers the largest association job board network in the world.
Who is your target audience?
Both employers and job seekers in the LIS (library and information science) field.
What’s the best way to use your site? Should users consult it daily? Or as needed? Should they already know what they need help with, or can they just noodle around?
Job seekers are welcome to sign up for free to view daily content such as the Career Planning feature which provides advice, insights, and coaching information about library job hunting.
Employers can check the products section to find out different pricing models we have, with the most popular one enabling them to email jobs to qualified APALA members and have the positions remain highlighted and high in search results on the Career Center.
What are your standards for job listings (e.g., must include salary)?
We don’t have any specific standards since the current vendor platform does not have a feature to require posting of salary information. However, we are revisiting it over the summer of 2023 and are hoping to include it in the future.
The first run of Hiring Librarians was pretty eye-opening. I learned that there is no secret to hiring and that people who hire library workers have all sorts of contradictory opinions and practices, including many rooted in internal bias. This time around, I’ve been looking for ways to help mitigate harm, both in the work of this blog and in our collective practices, and to help move towards Hiring Better.
I have been interested – and hopeful – about the possibility of Residencies to improve two issues: the difficulty inexperienced librarians have getting their foot in the door and the lack of diversity in the profession. In practice, I have heard that Diversity Residencies can actually undermine the latter.
In the post below, authors of The Diversity Residency Toolkit provide an overview of the resource they created. It is grounded not only in the literature, but in the experiences of Residents themselves. In this thorough and thoughtful post, you will find information about what libraries need to do in order to create Diversity Residencies that actually serve their purpose. I am glad to share their words here. If you are looking for more, the citation for the full toolkit is:
In 2019, members from the ACRL Residency Interest Group (RIG) (an interest group of the Association of College and Research Libraries) were tasked to examine diversity residencies in terms of institutional readiness, support, and success. In response to this charge, the group developed the Diversity Residency Toolkit. This tool was designed to provide guidance for a residency program from its inception to its completion and beyond. While the toolkit was designed to address a growing need for consistency across residency programs, it can also be used to improve hiring practices and assist with onboarding staff from underrepresented identity groups. This blog post was collectively written by the toolkit’s authors and will provide an overview of the tool and how it can be used to improve hiring practices.
What is a Diversity Residency? A diversity residency is an entry-level temporary position that provides early career library workers from underrepresented racial and ethnic groups with professional experience. What this looks like will differ from institution to institution; a residency might have a particular focus, or it might be structured to introduce a resident to different areas of library work before the resident finds their area of interest. Residencies can be anywhere from one year to three years long, with model programs providing three-year contracts.
Why was the Diversity Residency Toolkit created? First, it is important to recognize why diversity residency positions exist. An increase in representation in all types of libraries has been at the center of inclusive hiring practices for a number of years, and in academic libraries, one option for addressing this issue is to create diverse residency positions. These positions are often advertised as a career pipeline for individuals from underrepresented identity groups within the library and information field. In academic libraries, these positions can provide individuals with entry-level experience that can be used to help springboard an individual toward the next stage of their careers.
The Diversity Residency Toolkit was created by RIG members that were appointed to serve on the Diversity Residency Subgroup. The subgroup was tasked by then RIG Convener Twanna Hodge to identify, critically examine, and assess current ACRL Diversity Alliance Member Residency Programs to establish the efficacy of existing programs and develop Diversity Residency best practices.
Can you talk a little bit about the process of creating it? Some of the specifics I’m interested in:
a) The Toolkit was created by a 7-person subgroup of ACRL RIG who were themselves current or former residents. Did they self-nominate? The subgroup was appointed by Twanna Hodge, 2019 RIG convenor. When the work began, it was a space for the subgroup to share their own experiences as residents and learn about the commonalities and differences between the residency programs. When this began, many subgroup members were in or had previously left a diversity resident position in the United States, with a few going through the job-hunting process or facing significant life changes. Therefore, it is essential to recognize the physical and emotional labor that went into this work, given that many were in temporary and precarious positions.
b)How did you gather additional experiences from other current or former residents? The members of the subgroup were part of a cohort of residents who communicated regularly and shared their experiences through various networks. The first was from a cohort of resident librarians who attended the 2018 Diversity Residency Institute hosted by UNC Greensboro, which received an IMLS award to host a national cohort development program for Library Diversity Residents. This program enabled one to two incoming residents from each institution to attend a two-and-a-half-day institute to 1) receive instruction from national experts on how to make the most of their residency experience and 2) gain a professional network of their residency colleagues nationally. The second network was from a national Slack Space, created by the two inaugural diversity residents at the University of Texas, Natalie Hill and Laura Tadena. The Diversity Resident Slack space administrators facilitated quarterly meetups for residents to share their experiences or provide career support for members of the Slack space (i.e., interview and presentation practice, shared resources, CV review, etc.). The other network that was essential for guiding the work was the RIG list-serv, which before moving to ALA Connect, was freely available to anyone interested in receiving information about residency programs.
c)Were the existing resources/literature helpful, or did you find much that contradicted your own experiences? While exploring the literature, a recurring thread was the amount of choice and agency resident librarians were given in their positions. While there is no formalized structure for library residency programs, a common structure is a rotation model in which the resident works in 3-4 different library departments during their residency to gain skills and experience in various parts of library work. For example, a resident might start work in the collection development department for about three months, then “rotate” to work in research services for the next three months, and so on. Some residents wrote that the rotational model worked for them because it allowed them to explore various library careers and learn new skills. However, other residents noted that they were dissatisfied with the rotational structure because it required them to work in areas they were uninterested in and didn’t match their career goals, or required them to rotate to a different department when they would have preferred to stay longer in their current department. We noticed a trend in which the resident’s level of satisfaction and interest in the rotational model—and, therefore a measure of its effectiveness—depended on how much choice and agency they had in modifying the model to suit their needs.
As we noticed a trend of agency or lack of agency in library diversity residencies, we also noticed a lack of commentary or dialogue from libraries as employers. There were few suggestions that included a call to reform or standardize diversity residencies, despite residents advocating for more agency or wishing their residencies were different. The subgroup’s focus was to equip library institutions with a set of tools to enable them to better support residents. The subgroup identified the value of institutional accountability and transparency, and designed the tools in the Toolkit to be interactive and iterative, and to encourage the generation of action items to set change in motion.
Key steps for ensure that a Diversity Residency is as beneficial for the resident as it is for the organization: A conversation with members from the subgroup:
What are the key steps an organization can take to ensure that a Diversity Residency is as beneficial for the resident as it is for the organization? Specific steps would probably vary depending on the institution’s specific program and the resident librarian’s specific needs, but here’s what we (the subgroup) recommend:
Remember that the goal of a residency is to increase the recruitment and retention of BIPOC library workers.
Don’t treat residencies as a way to solve diversity and inclusion issues at your institution and really take the time to assess institutional readiness for hosting a resident librarian before posting that job ad. Bad residency experiences have absolutely pushed good people out of the field.
Planning or redesigning your residency program to center the resident librarian’s needs will go a long way in helping ensure resident librarians have good experiences. This should include flexibility around rotations and placements based on their interests and support in applying, interviewing, and being a competitive candidate for positions post-residency.
Is your institution ready to host a resident librarian? Evaluate your workplace and critically examine if the library staff and administration is ready to provide an immersive experience to an individual in this position.
The toolkit is in beta testing, is that correct? How is that going? Have you learned anything surprising?
We have fewer institutions taking part in beta testing than anticipated. In addition, most institutions have experienced delays in their hiring process for various reasons. We were surprised to find out that a public library was interested in the toolkit and that institution is part of the beta testing, which is encouraging, as it will give us insight into how the toolkit can be used in a non-academic library setting. However, we know that institutions are using the toolkit more informally who still need to sign up for beta testing, which is also encouraging. While it means an extended timeline for our research, we think it’s still worthwhile.
If you were to rewrite the toolkit today, would you change anything? At this point, we have reservations about making revisions before seeing the feedback from the institutions that are participating in the beta testing process. Any revisions should be evidence-based and centered on the resident experience.
Do you have suggestions/resources for current diversity residents who feel unsupported in their residency? Getting involved with the Residency Interest Group (RIG) is a great way to connect with other current and former resident librarians. Community is especially important for librarians from marginalized communities—it’s a way to process and share experiences with library professionals who may be in similar positions or who were residents in the past and may be able to provide guidance. Individuals who are in residency programs can join networks like the ACRL Resident Slack Space or the informal space created by the University of Texas’ former resident librarians. These spaces will provide you the opportunity to connect with others in similar positions as your own and learn about the different residency experiences. Finally, consider joining an racial or ethnic affiliate of the American Library Association like the American Indian Library Association, Asian/Pacific American Librarians Association, Black Caucus of ALA, Chinese American Librarians Association, or REFORMA, to name a few. These affiliates, like ALA and the ALA Divisions, offer mentorship opportunities, scholarships, leadership development, and other resources for career development.
Do you have suggestions for what library workers should look for when applying to a Diversity Residency? Are there any red flags? We found in the literature review that there were several diversity residencies where residents were given menial tasks and other work that was not at the professional level, and where their colleagues mistook them for interns. Be wary of any diversity residency with vague job descriptions and/or job tasks not clearly at the professional level. If you’re unsure whether or not a job expects library professional-level work, compare it against other non-residency entry-level job postings.
We strongly advise against applying for jobs that do not have “librarian” in the job title and avoid residencies that are not salaried and do not have benefits. Residencies with host institutions that are in the ACRL Diversity Alliance are required to provide a salary commensurate with the salaries of entry-level librarians or archivists.1 Tools like the Hiring Librarians salary table can help you determine whether the salary offered is commensurate.
It’s important for applicants to diversity residency positions to inquire about DEI initiatives at the library, and the purpose in starting a diversity residency program there. If the search committee frames the impetus for the program around solving DEI issues at the library, that’s a red flag. Any institution where they place extra emphasis on the resident librarian doing “Diversity, Equity, and Inclusion (DEI)” work, as opposed to doing the work the resident would be interested in might be a red flag. Temporary, early career positions for BIPOC cannot solve climate issues at a particular institution, and people in these positions should not be responsible for getting DEI work started.
The toolkit is aimed at Academic libraries, but I know of at least one public library that’s starting a diversity residency. Do you have thoughts on how it might be adapted or on how processes or considerations might differ in other library types? The toolkit is flexible enough to be adapted by institutions of various sizes and focuses. As we mentioned, we have 1 public library in the group of 3 institutions that are participating in beta testing. Within the toolkit, we acknowledge that institutions may only be able to form some of the recommended committees because of constraints, whether related to the number of staff a library has or because of schedules. However, if an institution understands the purpose and processes, it can find ways to implement support and structure for a residency that works for its institution. We encourage all administrators, coordinators, and stakeholders in diversity residency programs to read the toolkit and see how it is adaptable to their institution. If they have questions, we’re available to help answer them!
Similarly, as libraries in general continue to have difficulties diversifying their staff, are there lessons from the toolkit that can be applied to the wider world of library work and workers? Yes, without reservation. The tools can be used to support early career librarians, librarians new to an institution, and any librarian who does not identify as being part of the dominant library culture that is mainly cisgender white women. The toolkit provides tools/information for administrations, coordinators, and other stakeholders to think more inclusively about how they hire and onboard workers. All four toolkit parts can be applied to library work/workers. Assessment practices (like the survey at the end of the toolkit) should become more normalized in this profession, especially when it comes to evaluating how an institution hires and onboard workers.
Are there any resources/articles/research on Diversity Residencies that are currently blowing your minds? Residencies Revisited: Reflections on Library Residency Programs2 edited by Preethi Gorecki and Arielle Petrovich is a great read for anyone who’s interested in residencies and learning more about them. The book is a personal narrative of what it’s like to be a resident.
Is there anything else you’d like to talk about?
Resident librarian positions are not the solution to diversity problems. They can be incredible examples of springboards for advancement in the field of librarianship, but they can also be why people leave their institutions or the field. An institution’s preparedness is critical for its success, so take the time to do the work and research what has been published in residency programs.
If you are a resident, find your network and if you need help, ask your coordinator, mentor, or someone you trust at your library to connect you with another resident (either past or present). If you need someone to ask, email one of us, and we will be happy to connect you with other folks in similar positions. There is power in sharing your experience. Consider connecting with another resident (or two).
Connect with other coordinators if you are a coordinator, manager, or someone thinking about starting a residency program. There will be another resident institute in the fall of 2023—consider sending your residents. If there is a learning day, consider attending so that you can ask questions and ensure that your resident program is equipped to host a resident.
Finally, administrators, leadership, executives, or anyone with positional power, consider using it to help your residents grow their networks. Check in with your resident and invite them to sit down with you at least once a semester and hear about their experience—you might be surprised at what you learn.
Kalani Adolpho (they/he) is a Processing Archivist for Special Collections and Archives at Virginia Commonwealth University Libraries. Their research interests include ethical issues in description and trans and gender diverse inclusion in libraries. Kalani is the current convener for the ACRL Residency Interest Group, and a member of the Homosaurus editorial board. He holds an MLIS and BA in History from University of Wisconsin-Milwaukee.
Maya Bergamasco (she/her) is the Faculty Research & Scholarly Support Librarian at Harvard Law School Library, where she provides in-depth tailored research and scholarly publication support to the HLS community. Maya’s academic interests include community outreach and engagement, critical data studies, and user instruction. She is a past ALA Spectrum Scholar and current ALA Emerging Leader. She holds a MLIS from Simmons University and a BA in English literature from State University of New York at Geneseo.
Michelle Peralta (she/her) is an archivist for the Beinecke Rare Book and Manuscript Library at Yale University. She holds an Master of Library and Information Science from San Jose State University, as well as an Master of Arts in History and Bachelor of Arts in Humanities from San Diego State University. Her interests include community archives, reparative archival description, and primary source instruction.
Mallary Rawls (she/her) is a Humanities Librarian at Florida State University. She works with the English department, African American Studies, and Women, Gender, Sexuality Studies programs. Her research interests include critical information studies, critical librarianship, African American literature, and American history.
Laura Tadena (she/her), is the Community Engagement Librarian at Austin Public Library in Austin, Texas, and a current ALA Emerging Leader. Laura’s background is in architecture, education, and organizational development. She specializes in addressing inequities in the built environment and creating inclusive and welcoming library spaces and services. She holds a MLS with a School Librarian Certificate from the University of North Texas, a BS in Architecture from the University of Texas at San Antonio, and is an MBA candidate at the University of Texas Rio Grande Valley.
Willa Tavernier (she/her), is the Research Impact and Open Scholarship Librarian at Indiana University Bloomington. Her research interests are in public open digital scholarship, equitable scholarly communication and how the idea of community intersects with open access and scholarly communication resources and providers. She holds an MLIS and Graduate Certificate in College Teaching from the University of Iowa, an LL.M. in International Business from American University Washington College of Law, an LEC from the Norman Manley Law School and an LL.B. from the University of West Indies at Cave Hill. Her most recent work is the public open digital scholarship project Land, Wealth, Liberation – the Making & Unmaking of Black Wealth in the United States.
Hiring Librarians 