The document discusses how to write an effective position announcement for a library personnel search. It recommends stressing both the positives and negatives of the location and job openly and honestly. Key qualifications should be listed as "must haves" while others can be preferences. The salary range should be provided to attract qualified candidates rather than just saying it is "commensurate with experience." Negotiating internally for a competitive salary and benefits package is important to attract and retain good candidates. The announcement should set appropriate expectations to initiate an open and honest recruitment process.

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SMALL ACADEMIC LIBRARY Directing the
PERSPECTIVE LIBRARY LEADERSHIP personnel search
Directing the personnel search
part I: the position announcement 205
Gary Fitsimmons Accepted October 2010
Bryan College, Dayton, Tennessee, USA
Abstract
Purpose – This paper’s purpose is to consider what goes into a well-done library personnel search
beginning with the position announcement.
Design/methodology/approach – The paper states reasons for conducting a well-run search,
defines general parameters for candidate contacts during the search and then discusses how to address
specific points in the position announcement.
Findings – The paper finds that, in order to attract a qualified pool from which to choose, the
position announcement must be both well-worded and substantive in the opportunity being
advertised.
Practical implications – The practical implications of this paper have to do with saving time,
trouble and money by hiring a good fit for library positions the first time.
Originality/value – The value of the paper is in learning what it takes to attract quality candidates
for library positions.
Keywords Libraries, Librarians, Selection
Paper type Conceptual paper
The cost of hiring the wrong person in a personnel search expressed in purely
monetary terms has been estimated to be various figures up to six times their salary
(Fall, 2008). With this much at stake the library leader cannot afford to cut corners
during the position search of even general staff positions. But in addition to that, the
library cannot afford the ill will and bad public relations generated by mistreating job
candidates. One never knows the extent of influence a candidate might have in relation
the library’s needs either now or in the future.
The title for this series reflects its basic premise: that a search for a new librarian or
other staff member should be “directed” as a skilled theatre director would a play
production for maximum impact. This involves bringing together myriad elements
harmoniously to form a complete experience for both the candidates and the team they
are considering joining. For the hiring manager, “making a big production out of this”
should be seen as a legitimate means to the goal, and not a valid criticism. That goal is
for everyone concerned (you, your team, other stakeholders in the institution, and all of
the candidates) as much as possible to come to consensus on who the best fit for the The Bottom Line: Managing Library
position is and for that person to be able to accept the position offer without Finances
Vol. 23 No. 4, 2010
reservation. That is a tall order which can only be accomplished by managing pp. 205-207
expectations, and expectations are best managed by diligently choreographing each q Emerald Group Publishing Limited
0888-045X
contact with each candidate with great care and attention to detail. DOI 10.1108/08880451011104027

2. BL The vacancy announcement is your first contact with each candidate, and as such
23,4 should be designed to make a great (but honest) first impression. Each one responds to
your vacancy announcement with certain expectations, most of which you have
created by the way you have worded your announcement and some of which they
would have of any such position regardless of how you have worded your
announcement. You cannot control all of a candidate’s expectations nor can you always
206 anticipate and meet them, especially if you are left to guess at what they might be. But
you can leave them with no doubt as to your expectations of them, and by doing so
inject openness and honesty into the process and invite the same openness from
interviewees. Candidates have the right to expect genuine diplomacy, tact, the utmost
in courtesy, and a great deal of honesty in all of your contacts with them, starting with
the wording of the vacancy announcement. Here are some thoughts to consider.
Stress the best points about your location, institution, and working environment
without dishonest embellishment. Major negatives should be expressed as challenges
and opportunities rather than ignored. You may get less interest, but the responders
will be the kind willing to take on these challenges, which is the kind you really need
for your position anyway. Remember that candidates will not appreciate being tricked
into interviewing for a position that is beneath their expectations any more than you
would appreciate being tricked into interviewing someone who is unqualified for the
position.
Speaking of qualifications, list all of the qualifications that are “must haves” as
such, and not as preferences. A candidate has a right to feel after the process that you
have fully considered their candidacy if they have met all of the absolute requirements
and they have no right to expect any further consideration if they have not. Again, you
are not interested in attracting unqualified people. If your list of requirements begins to
look like those for the position of Superman, you need to realize that some of those may
have to be preferences especially if the salary you are able to offer is low relative to the
rest of the market. If this is the case, you will have to have some other draw specifically
listed in the announcement to interest good candidates who are less interested in pay
than other things, such as a specific kind of work environment, recreational and other
opportunities in the area, or a great benefits package.
In terms of salary, it is often considered standard practice to say in the
announcement only that the salary is commensurate with qualifications. This may be
true relative to other positions at your institution, but it does not give candidates any
reason to be interested in your position. It is better to give them a range which you can
realistically expect to pay them depending on their qualifications. If you think the
range is too low to attract any decent candidates, you need to take that up with your
institution rather than trying to get people to work for less than they are worth. The
adage that you get what you pay for has a great deal of validity in hiring good people,
and you should make a case for hiring people who will do a good job because they are
skilled and happy with their pay as opposed to the cost of losing good prospects or
worse, hiring sub-par workers.
You may be realizing by now that you are going to have to do some negotiation
within your institution before you can advertise the position as you really want to. It is
your responsibility to hire someone for the position that will be an asset to your
organization, and you cannot expect that to happen without offering candidates
something worthwhile in return for their qualifications. Occasionally you can get the

3. entrance-level, go-getter type who is starting out their career, but if you want to keep Directing the
them, you will have to make it worth their while. Advocating for them before they are
hired is much more effective than after they are hired when the need to fill the position
personnel search
is no longer felt. If you are currently having to fill a position because a good employee
moved on to bigger and better things, advocating for those bigger and better things in
this position before hiring another recruit may save you from doing it all over again in
a year or two. Negotiate to stop the revolving door now unless you do not mind being 207
resigned to it.
Savvy leaders will prepare for savvy candidates. With this kind of thorough
preparation, you will be ready to offer a genuine opportunity and in turn get the kind of
interest in order to have a real choice among worthy candidates. Next time we will
consider preliminary interviews and other contacts you will make as you continue in
the search process.
Reference
Fall, S. (2008), “The executive entrance”, Training, July 29, available at: http://find.galegroup.
com/gtx/infomark.do?&contentSet¼IAC-Documents&type¼retrieve&tabID¼T003&
prodId¼AONE&docId¼A182844804&source¼gale&srcprod¼AONE&userGroupName
¼tel_a_bryan&version¼1.0 (accessed October 4, 2010).
Corresponding author
Gary Fitsimmons can be contacted at: gfitsimmon5590@bryan.edu
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