From LITA Forum 2015: In this session, we will present preliminary results of a survey of library IT staff on the key factors that influence recruitment and retention. We will examine both traditional, tangible forms of compensation like salary and benefits as well as other benefits such as flexible work schedules, telecommuting, work location, professional development, and organizational culture. We hope to discover which factors have the strongest effects on recruitment and retention and whether those effects are consistent across settings and demographic groups.
This Isn’t Why I Went to School! – 3 Ways to Deal with Change for Clinical StaffCornerstone OnDemand
Staff turnover in healthcare is high, costly, and is causing hospital leadership to panic. Replacing just one nurse, for example, can cost upwards of 1.3 times their salary, so care centers need to learn why this is happening - Are team members disengaged? Do they have the right resources? – and how they can provide top quality patient care while also meeting the evolving needs of their staff. This requires a modern, proactive approach to talent management that will enable them to maximize retention rates and provide an engaging environment for healthcare professionals.
Join us for this free webinar sponsored by Cornerstone OnDemand. Dr. Tom Tonkin, Principal Consultant of Thought Leadership & Advisory Services at Cornerstone OnDemand, will share his thoughts and strategies to help identify and reduce the risk of staff departures to healthcare organizations.
During this webinar, Dr. Tonkin will provide easy-to-understand insights on:
• Current attrition trends and challenges that have disrupted traditional recruiting and retention strategies;
• The needs (and demands) of today’s healthcare workforce; and
• Talent strategies that create a more engaged, productive, and passionate workforce.
Driven by increased competition for talent and a shortage of critical skills, U.S. companies surveyed increased their talent acquisition spending by 7% on average during 2014 with Healthcare organizations having the largest increase in spending among industries at 16%. However, Healthcare also reported the highest new hire turnover of all industries.[1] So how can Healthcare organizations better attract and retain skilled employees to care for the people who need them?
In this webinar, Robin Erickson, Ph.D., VP of Research for Talent Acquisition, Engagement and Retention for Bersin by Deloitte, Deloitte Consulting LLP, and Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss:
• Why hiring in Healthcare is different and the difficulties companies typically face; and
• What tools and strategies companies can used to address Healthcare hiring challenges
Participants can learn:
What’s Wrong: Why Healthcare tends to have both an easier and more difficult time in finding and keeping employees.
Diagnosis: Each organization’s hiring challenges will be different depending on its size, systems and processes, and hiring practices.
Prescription for Health: Dr. Erickson and Dr. Tonkin will discuss suggestions and tools to make more effective Healthcare hires by working on relationships between recruiters and hiring managers and developing an integrated and effective talent acquisition strategy.
The document discusses evolving career expectations of millennials and how organizations can adapt. It summarizes research on four generations (Matures, Baby Boomers, Gen X, Millennials) and their differing work values, expectations, and career attitudes. Millennials expect more flexibility, frequent feedback, and development opportunities. They also expect to change jobs more often than previous generations. The presentation provides recommendations on how organizations can address millennials' preferences to attract and retain young talent.
The challenges to recruiting, hiring and retaining the best and the brightest in government have never been more intense. Workforce demographics and the retirement bubble are two common factors and another is the difficulty in competing with the private sector on pay and job mobility. As organizations struggle to overcome these challenges, positions remain unfilled and workloads increase.
Join Government Technology and the Center for Digital Government as we hear from Dr. Alfonz Ruth, Chief Learning Officer for the Department of Transportation in Washington, DC and Steve Dobberowsky from Cornerstone OnDemand for an insightful webinar on new strategies being employed to improve the situation. Topics will include:
-How to retain and recruit millennials
-Reliance on competencies and skill sets rather than conventional rules for hiring
-Succession management
-The importance of identifying skill gaps and more
The AIS – Temple Fox School Information Systems Job Index is a joint five year project to produce reliable national level data on information systems careers, including placement, type of jobs, satisfaction, and related factors such as career services, knowledge level, preparedness, and search strategies. The project will produce an annual IS job index report and is intended to become the first systematic assessment of the IS job market. For more, see http://isjobindex.com
This session is about you. And about your career. Where you want it to go. And how you can make it happen, whether you have children, are thinking about having children or have caring responsibilities. I also hope it will hold value and interest for those simply interested in exploring their own career development. The session is focused on transformation of self, using key events in the career journey of one individual to support others in exploring their own career development. 18 months after graduating and being appointed to my first role at Oxford Brookes University, I made the transition from young free and single 20 something, to single working parent, navigating the complexities of balancing brand new, and unexpected, parenthood with a fledgling career. Since then, I have been afforded, and fully exploited, a number of opportunities for career enhancement, and I have been given the space to do this alongside being a parent. This environment has enabled to me to take a burgeoning career and a child and be fully committed to both of them. 9 1/2 years and six roles later, it has become increasingly important to me to support colleagues in their career development, and in balancing their varied commitments in order to lead a full and satisfying working life. Using key experiences throughout my career for context, this session will explore the ways in which you view yourself; the way in which others view you; opportunities for (and barriers to) development; the sphere of control you exercise over your own future; and your allies and support network. The session will also explore the skills you use daily in your roles outside of the office to enhance your own professional practice, and how we, as individuals, can help set the tone for future managers, creating future generations of manager who support their colleagues in their development, regardless of their parental or caring status. The session will use small discussion groups to explore certain topics, individual and personal reflections which may or may not be shared, and personal pledges to ourselves about the next steps we want to take. It is intended to be a supportive, group session, where Chatham House Rules and commitment to confidentiality will be key to its success.
Mobile or immobile? (responsive design, cookies and kiosks) html5css3William Helman
When recently tasked with simultaneously developing both mobile web and iPad kiosk interfaces we turned to responsive design, jQuery Mobile and some javascript trickery to make one web app both mobile and immobile. This session will talk about some of the user driven design process we used, the flexibility of jQM and how we used the canvas tag to power our book locator.
How To Keep Your Professional Staff Results Of A State National StudyIPRA conference
The document summarizes a study on retention and attrition of professional staff in municipal parks and recreation. The study surveyed 980 professionals and examined factors influencing job satisfaction and reasons for staying in or leaving jobs. Key findings included that flexibility, making a difference, and coworkers were most valued; long hours and politics least. Important retention factors were loyalty, family, stability; important attrition factors included lack of supervisor support and better opportunities elsewhere. The researchers provide implications for administrators such as empowering staff, showing support, and recognizing individual work values and needs to improve satisfaction.
This Isn’t Why I Went to School! – 3 Ways to Deal with Change for Clinical StaffCornerstone OnDemand
Staff turnover in healthcare is high, costly, and is causing hospital leadership to panic. Replacing just one nurse, for example, can cost upwards of 1.3 times their salary, so care centers need to learn why this is happening - Are team members disengaged? Do they have the right resources? – and how they can provide top quality patient care while also meeting the evolving needs of their staff. This requires a modern, proactive approach to talent management that will enable them to maximize retention rates and provide an engaging environment for healthcare professionals.
Join us for this free webinar sponsored by Cornerstone OnDemand. Dr. Tom Tonkin, Principal Consultant of Thought Leadership & Advisory Services at Cornerstone OnDemand, will share his thoughts and strategies to help identify and reduce the risk of staff departures to healthcare organizations.
During this webinar, Dr. Tonkin will provide easy-to-understand insights on:
• Current attrition trends and challenges that have disrupted traditional recruiting and retention strategies;
• The needs (and demands) of today’s healthcare workforce; and
• Talent strategies that create a more engaged, productive, and passionate workforce.
Driven by increased competition for talent and a shortage of critical skills, U.S. companies surveyed increased their talent acquisition spending by 7% on average during 2014 with Healthcare organizations having the largest increase in spending among industries at 16%. However, Healthcare also reported the highest new hire turnover of all industries.[1] So how can Healthcare organizations better attract and retain skilled employees to care for the people who need them?
In this webinar, Robin Erickson, Ph.D., VP of Research for Talent Acquisition, Engagement and Retention for Bersin by Deloitte, Deloitte Consulting LLP, and Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss:
• Why hiring in Healthcare is different and the difficulties companies typically face; and
• What tools and strategies companies can used to address Healthcare hiring challenges
Participants can learn:
What’s Wrong: Why Healthcare tends to have both an easier and more difficult time in finding and keeping employees.
Diagnosis: Each organization’s hiring challenges will be different depending on its size, systems and processes, and hiring practices.
Prescription for Health: Dr. Erickson and Dr. Tonkin will discuss suggestions and tools to make more effective Healthcare hires by working on relationships between recruiters and hiring managers and developing an integrated and effective talent acquisition strategy.
The document discusses evolving career expectations of millennials and how organizations can adapt. It summarizes research on four generations (Matures, Baby Boomers, Gen X, Millennials) and their differing work values, expectations, and career attitudes. Millennials expect more flexibility, frequent feedback, and development opportunities. They also expect to change jobs more often than previous generations. The presentation provides recommendations on how organizations can address millennials' preferences to attract and retain young talent.
The challenges to recruiting, hiring and retaining the best and the brightest in government have never been more intense. Workforce demographics and the retirement bubble are two common factors and another is the difficulty in competing with the private sector on pay and job mobility. As organizations struggle to overcome these challenges, positions remain unfilled and workloads increase.
Join Government Technology and the Center for Digital Government as we hear from Dr. Alfonz Ruth, Chief Learning Officer for the Department of Transportation in Washington, DC and Steve Dobberowsky from Cornerstone OnDemand for an insightful webinar on new strategies being employed to improve the situation. Topics will include:
-How to retain and recruit millennials
-Reliance on competencies and skill sets rather than conventional rules for hiring
-Succession management
-The importance of identifying skill gaps and more
The AIS – Temple Fox School Information Systems Job Index is a joint five year project to produce reliable national level data on information systems careers, including placement, type of jobs, satisfaction, and related factors such as career services, knowledge level, preparedness, and search strategies. The project will produce an annual IS job index report and is intended to become the first systematic assessment of the IS job market. For more, see http://isjobindex.com
This session is about you. And about your career. Where you want it to go. And how you can make it happen, whether you have children, are thinking about having children or have caring responsibilities. I also hope it will hold value and interest for those simply interested in exploring their own career development. The session is focused on transformation of self, using key events in the career journey of one individual to support others in exploring their own career development. 18 months after graduating and being appointed to my first role at Oxford Brookes University, I made the transition from young free and single 20 something, to single working parent, navigating the complexities of balancing brand new, and unexpected, parenthood with a fledgling career. Since then, I have been afforded, and fully exploited, a number of opportunities for career enhancement, and I have been given the space to do this alongside being a parent. This environment has enabled to me to take a burgeoning career and a child and be fully committed to both of them. 9 1/2 years and six roles later, it has become increasingly important to me to support colleagues in their career development, and in balancing their varied commitments in order to lead a full and satisfying working life. Using key experiences throughout my career for context, this session will explore the ways in which you view yourself; the way in which others view you; opportunities for (and barriers to) development; the sphere of control you exercise over your own future; and your allies and support network. The session will also explore the skills you use daily in your roles outside of the office to enhance your own professional practice, and how we, as individuals, can help set the tone for future managers, creating future generations of manager who support their colleagues in their development, regardless of their parental or caring status. The session will use small discussion groups to explore certain topics, individual and personal reflections which may or may not be shared, and personal pledges to ourselves about the next steps we want to take. It is intended to be a supportive, group session, where Chatham House Rules and commitment to confidentiality will be key to its success.
Mobile or immobile? (responsive design, cookies and kiosks) html5css3William Helman
When recently tasked with simultaneously developing both mobile web and iPad kiosk interfaces we turned to responsive design, jQuery Mobile and some javascript trickery to make one web app both mobile and immobile. This session will talk about some of the user driven design process we used, the flexibility of jQM and how we used the canvas tag to power our book locator.
How To Keep Your Professional Staff Results Of A State National StudyIPRA conference
The document summarizes a study on retention and attrition of professional staff in municipal parks and recreation. The study surveyed 980 professionals and examined factors influencing job satisfaction and reasons for staying in or leaving jobs. Key findings included that flexibility, making a difference, and coworkers were most valued; long hours and politics least. Important retention factors were loyalty, family, stability; important attrition factors included lack of supervisor support and better opportunities elsewhere. The researchers provide implications for administrators such as empowering staff, showing support, and recognizing individual work values and needs to improve satisfaction.
The document discusses employee engagement and creating a magnetic culture in the workplace. It defines employee engagement as employees being motivated, committed, involved in their work, and inspiring others. Conducting an internal analysis of engagement establishes a foundation for improving company culture and achieving organizational success. The document also outlines key drivers of engagement, ways to create an engaged culture, and an action planning process to increase engagement levels.
a basic slide show for effectively managing student volunteers (originally designed for Food Bank Coordinators for the National Esurio Food Security Conference in 2008).
Recruiting and Retaining Library IT People - What We LearnedWilliam Helman
The document summarizes the findings of a survey about recruiting and retaining library IT staff. It discusses common ways people find jobs, factors that influence job acceptance like benefits and location, and reasons for staying or leaving a position. Key reasons people stay include work-life balance, teleworking options, and feeling valued through involvement in decision making and strategic planning. Conversely, people are tempted to leave due to issues like lack of opportunities for promotion, insufficient resources, and poor management. The document advocates for non-salary benefits, flexible work arrangements, training for managers, and focusing on employee growth, autonomy and purpose to improve retention of library IT staff.
You Can't Manage Millennials: Recruiting, Engaging, and Retaining MillennialsQualtrics
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today's ever changing workplace.
Selecting Candidates for Engagement and RetentionMonster
This PowerPoint deck will examine real ways to measure quality of hire and impact the value of talent on an organization.
Learn how to:
* Dispel myths on subjective recruitment measures
* Assess candidates for traits and competencies that are true identifiers of engaged employees within your organization
* Identify candidate’s fit within the organizational culture
* Provide best practices and low-cost tips to engage early and often.
* Discuss the generational differences in workplace concerns and about national trends in employee engagement.
The document outlines eligibility requirements and services provided by a youth workforce program. Eligible youth must be low-income, ages 14 to 21, and facing challenges like low literacy, lack of a high school diploma, homelessness, pregnancy or parenting, offender status, or needing help completing education. The program prepares youth for college, training or employment through academic and occupational learning with employer ties. Services include tutoring, alternative education, paid work experience, occupational training, leadership development, counseling and more to develop needed workforce skills.
This document discusses employee engagement in the public sector. It begins by defining employee engagement as an emotional connection employees feel toward their organization that influences them to work harder. The document then outlines challenges to engagement for public sector employers, such as negative media coverage and criticism of government. It summarizes the results of an IPMA-HR survey that found only 47% of public employees are engaged. Key drivers of engagement included feeling a sense of accomplishment and being focused on serving the public with integrity. The document concludes by discussing ways to improve engagement, such as feeling valued, having clear goals, and recognition.
This document summarizes a presentation about the American College of Healthcare Executives (ACHE) Congress on Healthcare Leadership and provides tips for healthcare administration careers. Key points include: an overview of ACHE and the benefits of membership, including access to leadership conferences and a job board; a summary of the sessions and networking opportunities at the ACHE Congress; and advice on building experience, networking, resumes, interviews, and finding a mentor to help career success in healthcare administration. Attendees were also encouraged to join committees to further engage local healthcare leaders.
The document outlines plans for a late-night food truck business called The Midnight Snack targeting college students. It discusses the target market, proposed menu items and pricing, organizational structure, leadership approaches, and strategies for marketing and ensuring success.
This document summarizes a webinar about the importance of site relationships in clinical research. It discusses why site relationships matter for sites, sponsors, and clinical research organizations. Building strong relationships requires effort due to competing priorities and a remote working environment. Suggestions are provided for improving relationships, such as remote engagement, team building, mentoring junior staff, and celebrating successes. Fostering site relationships benefits all parties and helps ensure patient safety and trial success.
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
In just over a decade, it’s estimated that Millennials will make up nearly 75% of the workforce. That’s why it’s essential for companies and their leaders to understand who Millennials are and what makes them tick. Or, in other words, how to keep them engaged. Engaged employees have an enormous impact on customer experience, the quality of products and services, and a company’s bottom line. Millennials are changing the rules regarding employee engagement. To be competitive, organizations need to learn how to attract, engage, and retain Millennials or they won’t be able to stay competitive in dynamic and ever changing workplace.
While a lot has been written about managing Millennials, data and experience suggest that attempting to manage them in the traditional sense won’t work. Millennials want to be part of fast moving, innovative organizations where they can contribute immediately. They are not content to wait in line for opportunities. And they want near continual feedback. After all, they are the first always-connected generation and they’ve grown accustomed to immediate feedback via “likes” and comments in their social media accounts. That’s why businesses that are thriving aren’t trying to manage Millennails, but rather are finding ways to channel the energy of Millennials by giving them big problems to solve and then letting them go to work.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today’s ever-changing workplace.
Internships can be a win-win proposition for both students and employers. To help interested organizations launch successful internship programs, the Columbus Chamber will offer a series of workshops for local business leaders. The Columbus Chamber supports internships because they strengthen the business community.
The Columbus Chamber’s intern consultant, Dave Cofer's introductory workshop provides tips on how to best to leverage interns in your business. This is the ideal session for any organization that is considering the use of interns.
This document summarizes a project aimed at improving services for low-income families with young children across Greater Manchester. The project objectives are to develop customer insight through data analysis and citizen engagement to improve uptake of available benefits and services. Through workshops, common needs were identified around financial support, access to information/advice, parenting/childcare support, and ensuring basic needs like nutrition and education are met. The project aims to better understand customers' service journeys to identify gaps and efficiencies to empower citizens and enhance outcomes.
The document provides strategies for organizations to enhance employee retention and become an employer of choice. Some key points discussed include:
1) Hiring the right people and avoiding common hiring mistakes can help with retention. Conducting behavioral interviews and focusing on competencies can identify the best candidates.
2) New employees should be properly onboarded through a thorough orientation process, not just a one-day program. Ensuring a smooth first week is important to set employees up for success.
3) Recognition and praise from managers can significantly impact retention. Simple, creative recognition gestures are appreciated by employees more than monetary rewards alone.
4) Having core values of ethics, integrity, honesty and trust builds organizations that
This document discusses key considerations for effective internship programs from both the student and employer perspectives. It notes that the majority of employers use internships to build a talent pipeline for future hiring. The top priorities for students in a good internship are meaningful work, mentorship, learning opportunities, and a respectful work environment. Employers should focus on thorough training, supportive supervision, and assignments that allow interns to develop skills relevant for potential full-time work. Providing career guidance and social support increases the likelihood interns will accept a job offer after graduating.
This document outlines a workshop on practical workforce development for recruitment and retention. It discusses key challenges for the direct support professional (DSP) workforce in the United States and Australia. Challenges include high turnover rates, staffing vacancies, low wages, lack of benefits, and poor career paths/training. The workshop covers intervention strategies for different stages of the employee lifecycle like recruitment, orientation, training and retention. It also discusses developing organizational workforce development plans and identifying priorities for follow-up activities to address DSP challenges. National resources in the US that can help address these issues are also presented.
What if you could do serious good in your library through play?William Helman
The notion that the tools we use are neutral and unbiased has been questioned recently as we recognize that the design of our technology, our spaces, and our services all have the potential to reflect (mostly) unconscious biases that can perpetuate inequality and exclusion.
This workshop will explore this theme and give participants an opportunity to think about the unintended bias and inequity that has been designed into their own library. Through kinesthetic brainstorming, and play-based problem solving, we will begin building solutions to these problems to bring back to their home institution.
The document summarizes the experiences of an implementation team at the University of Baltimore in installing and using a new discovery system called EDS. It provides quotes from team members about various aspects of the implementation process. While there were some complications, the team was able to work through issues and felt the system worked well overall for students and faculty once in place. The team highlighted effective communication and keeping the implementation simple as important factors in the project's success.
More Related Content
Similar to More than money: Recruiting and Retaining Library IT Staff
The document discusses employee engagement and creating a magnetic culture in the workplace. It defines employee engagement as employees being motivated, committed, involved in their work, and inspiring others. Conducting an internal analysis of engagement establishes a foundation for improving company culture and achieving organizational success. The document also outlines key drivers of engagement, ways to create an engaged culture, and an action planning process to increase engagement levels.
a basic slide show for effectively managing student volunteers (originally designed for Food Bank Coordinators for the National Esurio Food Security Conference in 2008).
Recruiting and Retaining Library IT People - What We LearnedWilliam Helman
The document summarizes the findings of a survey about recruiting and retaining library IT staff. It discusses common ways people find jobs, factors that influence job acceptance like benefits and location, and reasons for staying or leaving a position. Key reasons people stay include work-life balance, teleworking options, and feeling valued through involvement in decision making and strategic planning. Conversely, people are tempted to leave due to issues like lack of opportunities for promotion, insufficient resources, and poor management. The document advocates for non-salary benefits, flexible work arrangements, training for managers, and focusing on employee growth, autonomy and purpose to improve retention of library IT staff.
You Can't Manage Millennials: Recruiting, Engaging, and Retaining MillennialsQualtrics
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today's ever changing workplace.
Selecting Candidates for Engagement and RetentionMonster
This PowerPoint deck will examine real ways to measure quality of hire and impact the value of talent on an organization.
Learn how to:
* Dispel myths on subjective recruitment measures
* Assess candidates for traits and competencies that are true identifiers of engaged employees within your organization
* Identify candidate’s fit within the organizational culture
* Provide best practices and low-cost tips to engage early and often.
* Discuss the generational differences in workplace concerns and about national trends in employee engagement.
The document outlines eligibility requirements and services provided by a youth workforce program. Eligible youth must be low-income, ages 14 to 21, and facing challenges like low literacy, lack of a high school diploma, homelessness, pregnancy or parenting, offender status, or needing help completing education. The program prepares youth for college, training or employment through academic and occupational learning with employer ties. Services include tutoring, alternative education, paid work experience, occupational training, leadership development, counseling and more to develop needed workforce skills.
This document discusses employee engagement in the public sector. It begins by defining employee engagement as an emotional connection employees feel toward their organization that influences them to work harder. The document then outlines challenges to engagement for public sector employers, such as negative media coverage and criticism of government. It summarizes the results of an IPMA-HR survey that found only 47% of public employees are engaged. Key drivers of engagement included feeling a sense of accomplishment and being focused on serving the public with integrity. The document concludes by discussing ways to improve engagement, such as feeling valued, having clear goals, and recognition.
This document summarizes a presentation about the American College of Healthcare Executives (ACHE) Congress on Healthcare Leadership and provides tips for healthcare administration careers. Key points include: an overview of ACHE and the benefits of membership, including access to leadership conferences and a job board; a summary of the sessions and networking opportunities at the ACHE Congress; and advice on building experience, networking, resumes, interviews, and finding a mentor to help career success in healthcare administration. Attendees were also encouraged to join committees to further engage local healthcare leaders.
The document outlines plans for a late-night food truck business called The Midnight Snack targeting college students. It discusses the target market, proposed menu items and pricing, organizational structure, leadership approaches, and strategies for marketing and ensuring success.
This document summarizes a webinar about the importance of site relationships in clinical research. It discusses why site relationships matter for sites, sponsors, and clinical research organizations. Building strong relationships requires effort due to competing priorities and a remote working environment. Suggestions are provided for improving relationships, such as remote engagement, team building, mentoring junior staff, and celebrating successes. Fostering site relationships benefits all parties and helps ensure patient safety and trial success.
Millennials are disrupting the status quo in nearly every arena – from the music and food industries to politics to how we interact socially. Nowhere is their influence more keenly felt, however, than in the workplace – especially because it’s impossible to manage them.
In just over a decade, it’s estimated that Millennials will make up nearly 75% of the workforce. That’s why it’s essential for companies and their leaders to understand who Millennials are and what makes them tick. Or, in other words, how to keep them engaged. Engaged employees have an enormous impact on customer experience, the quality of products and services, and a company’s bottom line. Millennials are changing the rules regarding employee engagement. To be competitive, organizations need to learn how to attract, engage, and retain Millennials or they won’t be able to stay competitive in dynamic and ever changing workplace.
While a lot has been written about managing Millennials, data and experience suggest that attempting to manage them in the traditional sense won’t work. Millennials want to be part of fast moving, innovative organizations where they can contribute immediately. They are not content to wait in line for opportunities. And they want near continual feedback. After all, they are the first always-connected generation and they’ve grown accustomed to immediate feedback via “likes” and comments in their social media accounts. That’s why businesses that are thriving aren’t trying to manage Millennails, but rather are finding ways to channel the energy of Millennials by giving them big problems to solve and then letting them go to work.
Join us on this webinar to find out how to attract, engage, and retain Millennials in today’s ever-changing workplace.
Internships can be a win-win proposition for both students and employers. To help interested organizations launch successful internship programs, the Columbus Chamber will offer a series of workshops for local business leaders. The Columbus Chamber supports internships because they strengthen the business community.
The Columbus Chamber’s intern consultant, Dave Cofer's introductory workshop provides tips on how to best to leverage interns in your business. This is the ideal session for any organization that is considering the use of interns.
This document summarizes a project aimed at improving services for low-income families with young children across Greater Manchester. The project objectives are to develop customer insight through data analysis and citizen engagement to improve uptake of available benefits and services. Through workshops, common needs were identified around financial support, access to information/advice, parenting/childcare support, and ensuring basic needs like nutrition and education are met. The project aims to better understand customers' service journeys to identify gaps and efficiencies to empower citizens and enhance outcomes.
The document provides strategies for organizations to enhance employee retention and become an employer of choice. Some key points discussed include:
1) Hiring the right people and avoiding common hiring mistakes can help with retention. Conducting behavioral interviews and focusing on competencies can identify the best candidates.
2) New employees should be properly onboarded through a thorough orientation process, not just a one-day program. Ensuring a smooth first week is important to set employees up for success.
3) Recognition and praise from managers can significantly impact retention. Simple, creative recognition gestures are appreciated by employees more than monetary rewards alone.
4) Having core values of ethics, integrity, honesty and trust builds organizations that
This document discusses key considerations for effective internship programs from both the student and employer perspectives. It notes that the majority of employers use internships to build a talent pipeline for future hiring. The top priorities for students in a good internship are meaningful work, mentorship, learning opportunities, and a respectful work environment. Employers should focus on thorough training, supportive supervision, and assignments that allow interns to develop skills relevant for potential full-time work. Providing career guidance and social support increases the likelihood interns will accept a job offer after graduating.
This document outlines a workshop on practical workforce development for recruitment and retention. It discusses key challenges for the direct support professional (DSP) workforce in the United States and Australia. Challenges include high turnover rates, staffing vacancies, low wages, lack of benefits, and poor career paths/training. The workshop covers intervention strategies for different stages of the employee lifecycle like recruitment, orientation, training and retention. It also discusses developing organizational workforce development plans and identifying priorities for follow-up activities to address DSP challenges. National resources in the US that can help address these issues are also presented.
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What if you could do serious good in your library through play?William Helman
The notion that the tools we use are neutral and unbiased has been questioned recently as we recognize that the design of our technology, our spaces, and our services all have the potential to reflect (mostly) unconscious biases that can perpetuate inequality and exclusion.
This workshop will explore this theme and give participants an opportunity to think about the unintended bias and inequity that has been designed into their own library. Through kinesthetic brainstorming, and play-based problem solving, we will begin building solutions to these problems to bring back to their home institution.
The document summarizes the experiences of an implementation team at the University of Baltimore in installing and using a new discovery system called EDS. It provides quotes from team members about various aspects of the implementation process. While there were some complications, the team was able to work through issues and felt the system worked well overall for students and faculty once in place. The team highlighted effective communication and keeping the implementation simple as important factors in the project's success.
The document is a slide presentation about responsive design and user-centered design for mobile applications. It discusses designing for different screen sizes, doing user needs assessments through observations and surveys, learning skills like HTML5, CSS3, and jQuery Mobile and applying them to projects, and provides resources on responsive design, gamestorming, and mobile web development. It encourages testing and adjusting designs iteratively and maintaining an open dialogue.
This document provides recommendations for free and easy-to-use technology tools for libraries, including Google Calendar, Google Docs, Zoho Creator, Screenjelly, Dropbox, Gimp, and Remember the Milk. It discusses considerations for open source tools like privacy, access, and uptime. Examples are given of how each tool has been used by various libraries for tasks like event booking, documentation, databases, tutorials, file sharing, graphics, and task management. Resources on open source software and cloud computing for libraries are also referenced.
Part of a workshop I lead at Simmons College, this presentation served as a basic introduction to the social media service Twitter for librarians. Includes: a short history of Twitter, Best Practices for private and professional accounts, as well as an introduction to some of the third party services that support it. Session concluded with hands on time with the service, and account creation.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
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Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
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Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
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Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
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More than money: Recruiting and Retaining Library IT Staff
1. More Than Money:
Recruiting and Retaining Library IT Staff
Janet Crum, Head, Library Technology Services, Northern Arizona University,
janet.crum@nau.edu @crumj
Aaron Dobbs, Scholarly Communications, eResource Development, and Web
Librarian, Shippensburg University of Pennsylvania, awdobbs@ship.edu @awd
Bill Helman, Information Technology Librarian, Towson University,
whelman@towson.edu, @thinkpol
Kelly Sattler, Head of Web Services, Michigan State University,
sattler9@mail.lib.msu.edu, @ksattler
LITA Forum, Nov. 14th, 2015
$$$
$$$
All meeple images by Caig, modified under CreativeCommons
2. Topics for today:
Overview – the why and what of the research
Demographics – who’s responded so far
Recruitment factors – what attracts good talent
Retention factors – what keeps them
Gender and retention – one way to break out the data
Wrap up and discussion
???
4. The Questions
“How should we be recruiting for library
IT jobs?”
“How do we keep good people once we
get them?”
5. Why We’re Interested
We wanted to provide management with evidence to
support decisions on pay, benefits, and organizational
culture.
As well as to provide feedback on how to improve the overall
workplace not just for IT, but for all library staff too.
6. Research!
photo by flickr user ubarchives
Please take the survey: https://www.surveymonkey.com/r/B2RVW77
7. Primary
household
income earner
Plenty of library
experience with
same employer
Works in higher
ed, lives in the US
Has a spouse or
domestic partner
White male. Late
30’s/early 40’s
Demographics
photo by flickr user kalexanderson
Not a librarian,
doesn’t supervise
anyone
Please take the survey: https://www.surveymonkey.com/r/B2RVW77
9. How people found their library IT job
41%
35%
29.50%
45%
39%
30%
Already working there Online Knowing someone
All respondents Past 3 years
10. Social media platforms used
0% 10% 20% 30% 40% 50%
YouTube
Twitter
Pinterest
Other / Already work here
None, because none existed back…
None, because I don't use Social…
LinkedIn
Google +
Glassdoor
Facebook
<= 3 years
All respondents
11. Meet and Interrogate
Majority of people (81%) when interviewed got to meet their future
teammates
Almost all were able to ask questions of the perspective employer (95%-
98%)
This influenced their decision to take the job at least somewhat (74%-
84%)
Stated reasons it didn’t influence a person’s decision:
• Needed a job
• Didn’t know better/too young
• Responsibilities added
without interview
• I am “the team”
• Went by description alone
• Already familiar with
environment/people
12. Our Recruitment Factors
Salary
Opportunities for promotion
and/or professional growth and
development
Prestige/reputation of institution
Insurance benefits for self/family
Tuition benefits for self/family
Perceived job security
Organization’s mission and values
Paid time off (vacation, sick leave,
etc.)
Diversity of Workforce
Location of work site (city,
climate, housing options, etc.)
Flexible hours/alternative work
schedules/telecommuting
Perception of employer as family-
friendly (childcare, parental leave,
etc.)
13. Top 3 influencing factors for accepting the job*
All Respondents:
1. Salary
2. Insurance benefits
3. Perceived job security
Respondents who started <=3 years:
1. Salary
2. Opportunities for
promotion/growth/development
3. Location of work site
*Reporting based on overall score of our stated factors. Factors were ranked and weighted by rank.
14. Other factors had significant influence
The people met during the interview / work climate
Job description - what I wanted to do
Needed a job
Already working there / personal investment
Supervisor
Changed job for family
Spouse already worked there / job opportunity for spouse
Training opportunities
Dissatisfaction with previous job
22. Location (Importance)
0%
10%
20%
30%
40%
50%
60%
State/Province Proximity to family Length of Commute Population Size Afordable Housing Quality of Public
Schools
Convenient Public
Transportation
Recreational
Opportunities
Climate
Very Important
Important
Somewhat Important
Little Importance
Unimportant
Totals
24. Personal Growth (Importance)
0%
10%
20%
30%
40%
50%
60%
70%
80%
Variety of Projects Opportunity to
Learn New Skills
Involvement in
Strategic Planning
Opportunity to lead
projects
Opportunity to be
innovative/creative
Career/Promotion
paths
New Shiny Stuff On the Job
Autonomy
Mentoring
Programs
Very Important
Important
Somewhat Important
Little Importance
Unimportant
Totals
25. Personal Growth (Satisfaction)
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Variety of Projects Opportunity to Learn New
Skills
Involvement in Strategic
Planning
Opportunity to lead projects Opportunity to be
innovative/creative
Career/Promotion paths
Great Extent
Sufficiently
Somewhat
Very Little
Not / Not Offered
30. Retention by Gender
How does gender influence factors that encourage people to stay in
their jobs?
31. Results by Gender: Financial Factors and Benefits
Financial factors
Retirement contributions rated more highly1 by men
Paid time off (vacation, holidays, sick leave) rated more highly by
women
Benefits
Carryover or payout of vacation/sick time rated more highly by
women
Tuition benefits for self/family rated more highly by men
1"Rated more highly"="more likely to rate as important or very important
32. Results by Gender: Location and Work/Life Balance
Location – all factors differing by > 5% favored by women
State/province, proximity to family, population size, recreational
opportunities, and climate.
Work/Life Balance - all factors differing by > 5% favored by women
Number of hours expected to work, flexible hours/alternative work schedules,
telecommuting, onsite fitness/wellness programs, private space for nursing
mothers
33. Results by Gender: Personal Growth
Rated more highly by men
Opportunity to be creative/innovative – rated more highly by men
Rated more highly by women
IT staff involved in strategic planning, idea generation, treated as valuable
partners, not just brought in to accomplish tasks – rated more highly by
women
Mentoring programs – rated more highly by women
34. Results by Gender: Environment/Organizational
Culture, Leadership/Management
Environment and organizational culture - all factors differing by > 5%
favored by women
Work space, diverse workforce, diverse senior management, relationship with
coworkers, affinity groups, environmental sustainability/recycling, type of
organization
Leadership and management
Men and women differed by > 5% on only one factor:
Recognition/appreciation for my work, which was favored by women
35. Overall importance by Gender
More important to men
Work/life balance
Personal growth
More important to women
Work environment/organizational culture
Leadership/management – more important to women
Least-important factors – no variance of > 5% by gender for items
ranked 6 or 7.
37. Please take the survey: https://www.surveymonkey.com/r/B2RVW77
Slides will be posted to the LITA Forum site after the conference.
Special thanks to the members of our team who couldn’t be here
Mark Dehmlow, Program Director, Information Technology, Hesburgh Libraries,
University of Notre Dame
Lisa O'Hara, Head, Discovery & Delivery Services, University of Manitoba Libraries
Stephanie Walker, Dean of Libraries and Information Resources, University of
North Dakota
photo by flickr user walkingsf
40. How people found their Library IT job
All respondents (342):
Method % * Method (Other) %
Internal posting (if you were already employed at the
institution before taking the position)
19.6
Reassigned/institution reorg/promotion
3.8
Listserv/Mailing list/discussion board 17.8 Newspaper ad/print ad any publication 2.3
Invitation to apply by a colleague/manager 17.5 Friend/Spouse/Relative shared it 2.0
Institutional website 14.3 invitation from a person who is at the institution 1.2
Invitation to apply by a former colleague/manager 6.1 job listing website / Neo-gov / state website 1.2
Professional Publication 4.7 Other library association job center 0.6
University placement program, job fair, etc. 2.9 Friend from library school / professional network 0.6
Social Media 1.8 referral / referral by social media (twitter) 0.6
Invitation to apply by a recruiter/headhunter 1.5 took initiative - gave resume to institution 0.3
ALA Placement Center 0.9 unemployment office 0.3
*The percentage is adjusted to include “other” comments that matched with what we meant the category to represent.
41. How people found their Library IT job
Those who started within the past 3 years (57):
Method % * Method (Other) %
Internal posting (if you were already employed at the
institution before taking the position) 24.3 Reassigned/institution reorg/promotion 4.1
Institutional website 18.9 Friend/Spouse/Relative shared it 2.7
Listserv/Mailing list/discussion board 16.2 invitation from a person who is at the institution 2.7
Invitation to apply by a colleague/manager 16.2 Friend from library school / professional network 1.4
Invitation to apply by a former colleague/manager 6.8 Newspaper ad/print ad any publication 0.0
Social Media 4.1 job listing website / Neo-gov / state website 0.0
Professional Publication 2.7 Other library association job center 0.0
University placement program, job fair, etc. 0.0 referral / referral by social media (twitter) 0.0
Invitation to apply by a recruiter/headhunter 0.0 took initiative - gave resume to institution 0.0
ALA Placement Center 0.0 unemployment office 0.0
*The percentage is adjusted to include “other” comments that matched with what we meant the category to represent.
42. Social Media Platforms Used
Social Media Platform ( all respondents) % Social Media Platform (<=3 years) %
None because none existed when I was performing my
search
40
Other: None, I already worked here (17 of 18)
38
Other 29 LinkedIn 32
Facebook 15 Facebook 30
LinkedIn 12 Twitter 19
None because I don’t use social media 11 Glassdoor 17
Twitter 9 None because I don’t use social media 6
Glassdoor 8 YouTube 4
YouTube
3 None because none existed when I was
performing my search
4
Google + 1 Google + 0
Pinterest 1 Pinterest 0
43. Got to meet the team and ask questions
All respondents % <=3 years %
Met the team members they’d be working with 81 Met the team members they’d be working with 81
Met other future, relevant collegues 67 Met other future, relevant collegues 68
Was able to ask questions of perspective employer
95 Was able to ask questions of perspective
employer
98
All respondents % <=3 years %
Yes 44 Yes 47
Somewhat 30 Somewhat 37
No 25 No 16
Which influenced their decision to take the job …
44. Influencing factors for accepting the job
Factors All respondents (%) <=3 years (%) Rank (all/3yr)
Diversity of Workforce 3.72 4.00 12 / 12
Flexible Hours/alt work schedules/telecommuting 6.93 7.21 7 / 8
Insurance benefits for self/family 8.24 7.79 2 / 5
Location of work site (city, climate, housing opts,…) 8.05 8.33 4 / 3
Opportunities for promotion/growth/development 7.78 8.57 6 / 2
Organization's mission and values 6.45 7.25 8 / 7
Paid time off (vacation, sick time, etc.) 7.98 7.65 5 / 6
Perceived job security 8.19 7.98 3 / 4
Perception of employer as family-friendly 4.98 5.03 11 / 11
Prestige/reputation of the Institution 5.49 5.09 10 / 10
Salary 9.54 9.73 1 / 1
Tuition benefits for self/family 5.71 5.14 9 / 5
45. Influencing factors for accepting the job
from the comments
Factors cited in comments # of respondents
People met during interview / work climate 19
Job description – what I wanted to do 15
Needed a job 14
Already working there / personal investment 10
Supervisor 7
Changed job for family 6
Spouse already worked there 4
Training opportunities 4
Dissatisfaction with previous job 4
Promotion 3
Wanted to work in a library 3
Reputation of colleagues 2
47. Financial factors - by gender
Financial Factors Rated Important or Very Important
Female Male Transgender Other
# % # % # % # %
Compensation 85 73.91% 100 70.42% 1 50.00% 1 100.00%
Retirement contributions 75 65.22% 102 71.83% 1 50.00% 1 100.00%
Paid vacation/holidays 82 71.30% 92 64.79% 1 50.00% 1 100.00%
Paid sick leave 73 63.48% 76 53.52% 1 50.00% 1 100.00%
Paid sabbaticals 13 11.30% 13 9.15% 1 0.00% 1 0.00%
Professional development funds 62 53.91% 77 54.23% 2 100.00% 0 0.00%
Cost of parking/transport 23 20.00% 23 16.20% 0 0.00% 1 100.00%
48. Benefits factors - by gender
Benefits Rated Important or Very Important
Female Male Transgender Other
# % # % # % # %
Insurance benefits for self/family 85 73.91% 100 70.42% 1 50.00% 1 100.00%
Payout or carry over for unused
vacation 55 47.83% 56 39.44% 1 50.00% 1 100.00%
Maternity/paternity leave 31 26.96% 34 23.94% 1 50.00% 0 0.00%
Tuition benefits for self/family 33 28.70% 55 38.73% 1 50.00% 1 100.00%
Job security (including tenure or
union) 81 70.43% 98 69.01% 1 50.00% 1 100.00%
On-site childcare 11 9.57% 12 8.45% 1 50.00% 0 0.00%
49. Location factors – by gender
Benefits Rated Important or Very Important
Female Male Transgender Other
# % # % # % # %
State / province 73 63.48% 67 47.18% 2 100.00% 0 0.00%
Proximity to family 57 49.57% 61 42.96% 2 100.00% 0 0.00%
Population size 34 29.57% 27 19.01% 0 0.00% 0 0.00%
Affordable housing 71 61.74% 88 61.97% 1 50.00% 1 100.00%
Quality of public schools 42 36.52% 55 38.73% 1 50.00% 0 0.00%
Recreational opportunities 54 46.96% 57 40.14% 1 50.00% 1 100.00%
Climate 41 35.65% 43 30.28% 1 50.00% 1 100.00%
Length of commute 79 68.70% 93 65.49% 1 50.00% 1 100.00%
Convenient public transportation 37 32.17% 49 34.51% 0 0.00% 1 100.00%
50. Work/life balance factors – by gender
Work/Life Balance Factors Rated Important or Very Important
Female Male Transgender Other
# % # % # % # %
Number of hours expected to
work each week 85 73.91% 96 67.61% 2 100.00% 1 100.00%
Flexible hours/alternative work
schedules 77 66.96% 100 70.42% 2 100.00% 1 100.00%
Telecommuting 48 41.74% 49 34.51% 2 100.00% 0 0.00%
Job sharing 8 6.96% 11 7.75% 1 50.00% 0 0.00%
Onsite fitness/wellness programs 23 20.00% 16 11.27% 1 50.00% 0 0.00%
Private space for nursing mothers 21 18.26% 11 7.75% 1 50.00% 0 0.00%
51. Personal growth factors – by gender
Personal Growth Factors Rated Important or Very Important
Female Male Transgender Other
# % # % # % # %
Variety of interesting projects/assignments 87 75.65% 107 75.35% 2 100 1 100
Opportunity to learn new skills 89 77.39% 106 74.65% 1 50 1 100
IT staff involved in strategic planning, idea
generation - treated as valuable partners,
not just brought in to accomplish tasks 88 76.52% 102 71.83% 1 50 0 0
Opportunity to lead projects 73 63.48% 85 59.86% 1 50 0 0
Opportunity to be creative/innovative 43 37.39% 65 45.77% 1 50 0 0
Opportunities for promotion/clear career
paths 64 55.65% 79 55.63% 1 50 1 100
Availability of advanced/interesting
technology or technology initiatives 30 26.09% 30 21.13% 1 50 0 0
Autonomy on the job/ability to be self-
directed in performing tasks/ initiating
projects 59 51.30% 70 49.30% 1 50 0 0
Mentoring programs 36 31.30% 32 22.54% 1 50 1 100
52. Environment and organizational culture – by gender
Environment and Organizational Factors Rated Important or Very Important
Female Male Transgender Other
# % # % # % # %
Mission, goals, and values of the organization 56 48.70% 66 46.48% 2 100 0 0
Work space (office, cubicle, etc.) 66 57.39% 74 52.11% 1 50 1 100
Having the resources needed to do the job well
(people, technology, etc.) 90 78.26% 107 75.35% 2 100 1 100
Diverse workforce 42 36.52% 36 25.35% 1 50 1 100
Diverse senior management 46 40.00% 35 24.65% 1 50 1 100
Relationship(s) with coworkers 82 71.30% 93 65.49% 2 100 1 100
Treated with respect by colleagues 85 73.91% 103 72.54% 2 100 1 100
Availability of affinity groups based on race,
gender, cultural background, or similar
characteristics (e.g. Women in IT) 31 26.96% 18 12.68% 1 50 0 0
Prestige of institution 23 20.00% 34 23.94% 0 0 0 0
Perceived financial stability of organization 75 65.22% 93 65.49% 1 50 1 100
Opportunities to have fun on the job--e.g. social
activities, pets at work, celebrations 24 20.87% 34 23.94% 0 0 0 0
Encouragement/support for volunteer work 25 21.74% 26 18.31% 1 50 0 0
Support for environmental sustainability;
recycling 45 39.13% 40 28.17% 0 0 1 100
Type of organization (for-profit/non-profit,
educational, etc.) 48 41.74% 51 35.92% 1 50 0 0
53. Leadership and management – by gender
Leadership and Management Factors Rated Important or Very Important
Female Male Transgender Other
# % # % # % # %
Clear expectations 86 74.78% 108 76.06% 2 100 1 100
Evaluation process 57 49.57% 74 52.11% 2 100 1 100
Recognition/appreciation for my work 78 67.83% 89 62.68% 2 100 1 100
Access to/regular communication with senior
leadership 73 63.48% 84 59.15% 2 100 1 100
Direct supervisor who listens to me 88 76.52% 108 76.06% 2 100 1 100
Trust in senior leadership 84 73.04% 104 73.24% 2 100 1 100
Trust in direct supervisor 88 76.52% 109 76.76% 2 100 1 100
Library leadership that understands IT work 83 72.17% 100 70.42% 1 50 1 100
Direct supervisor that understands IT work 81 70.43% 105 73.94% 2 100 1 100
Treated with respect by senior library leadership 86 74.78% 102 71.83% 2 100 1 100
Treated with respect by direct supervisor 89 77.39% 111 78.17% 2 100 1 100
Senior leadership that cares about my success 76 66.09% 93 65.49% 2 100 1 100
Direct supervisor who cares about my success 88 76.52% 104 73.24% 2 100 1 100
Ability to disagree with my direct supervisor
without negative consequences 87 75.65% 106 74.65% 2 100 1 100
54. What matters most – by gender
Important (ranked 1 or 2)
Less Important
(ranked 6 or 7)
Retention factors ranked 1 or 2 Female Male Female Male
Compensation 69% 72% 4% 8%
Benefits 46% 42% 15% 14%
Location 22% 22% 36% 32%
Work-life balance 18% 23% 21% 21%
Personal growth 15% 22% 31% 32%
Work environment/organizational culture 17% 8% 48% 47%
Leadership/management 16% 10% 42% 45%
Editor's Notes
Thank you all for coming out this morning, or staying as the case may be.
We are here to share some preliminary results of a survey on recruitment and retention issues for library IT staff.
Which is still open. We encourage you to share your thoughts if you haven’t already.
We started by asking these questions.
There is lots of information on recruiting and retaining IT staff in general. There is some information on recruiting and retaining library staff. But there’s nothing that looks at the intersection of the two
So we set out to survey people who currently work in library IT to help answer those questions
What attracted you to your position? What is keeping you there?
In particular, we will look at highlights concerning:
What factors encourage library IT staff to accept a position
What factors encourage them to stay
Then, as an example of kind of analysis we will do after the survey has concluded, we will break some of that data out by gender
At the end of this slide deck we will have an appendix that gives a more complete view of the data so far.
When we took a snapshot of the data on October, 28th we had 302 total respondents, of which almost 190 fully completed the survey.
If we took all of those respondents, and just looked at the top result in each category.
Then we made a single Frankenstein's Monster “average library IT survey respondent” it might look like this:
If this doesn’t look like you, or your library IT team, and you haven’t taken our survey yet please do. Give us a more complete picture of who you are.
-- Stats to have on hand --
They are a white (85%), male (55%)
in their late 30’s / early 40’s (31%)
They have a spouse or domestic partner (72%), and at least one child under the age of 18 (39%)
They are the primary income earner (61%)
They work at a college or university (71%)
In the US (93%)
They are non-librarian staff (46%)
Unless you combine all the flavors of librarian (49%)
Who has had more than 15 years of library experience (41%), including library IT experience (28%) and has been with their employer (26%)
We allowed people to check all that applied. Amounts shown are by # of responses, not # of respondents.
Some “Other” answers were adjusted to fit into our categories as they appeared to apply.
Already working there included:
Internal posting (if you were already employed at the institution before taking the position)
Invitation to apply by a colleague/manager
Reassigned, institutional reorganization, or promotion <- write ins within Other
Online includes:
Listserv / Mailing list / discussion board
Institutional website
Social media
Other websites that list job postings
Knowing someone:
Invitation to apply by a colleague / manager <- yes this is in 2 columns, it applies to both
Invitation to apply by a former colleague / manager
Invitation to apply by a recruiter/headhunter
Friend, Relative, Spouse shared it (other comments)
Invitation from a person who is at the institution (other comments)
Friend from library school/professional network (other comments)
Referral (other comments)
People were allowed to check multiple boxes.
Most common “others”:
Already worked there/was familiar with the institution – 17/18 <=3 years there in “other”
Institutional website
<=3 years
- 47 respondents
- 71 responses
“Being able to meet members of the team that I'd be working with way a key factor in my decision to take this job. “
“If I were an outside hire, I would not have been able to meet the team or other teams, but I obviously knew them coming in as an internal hire. That prior knowledge did help me make the decision. “
“I had not been scheduled time to meet at length with the staff I would be supervising. During the library tour I asked if I could take 15 minutes to talk with them. I'm glad that I did; getting to hear their take on the job and what was important to them was valuable in my evaluation of the position / offer. “
“Had I not met team members / others in the library, I'm not certain it would have adversely affected my decision to accept the position offered. But it did give me more confidence that I would be a good fit with the team. “
Answered they did meet the people and ask questions but it didn’t influenced their decision, but it should have.
“When accepting an offer, it is critical that I have an understanding of who I'll be working with, what factors outside the direct reporting line will influence my work, and how the day-to-day job may differ from the written posting. “
“IT work involves more human interaction than most people realize. Being a good fit for your organization is fantastically important. “
For those that said “No”…
People were asked to rank these 12 factors from 1 to 12, where 1 = most important. We did provide a “n/a” option and defined it as “not a consideration or was unknown”. Using weighting mechanisms to score which were the most important, the top 3 results were…
Extra tidbits:
The only factor that no one selected was ranking PTO in 12th aka last place.
When tracking “All” respondents, the factor selected for 1st most often was “Location of worksite (city, climate, housing options, etc.)”
As you would expect, “Tuition Benefits for self/family” applied primarily to folks working in academic institutions.
Two people put “Diversity of Workforce” as #1 factor for recruitment. Both identified as “Caucasian”
For “family-friendly” factor, men ranked it slightly higher than women when all responses were considered (men=4.95 women=4.86). However that flipped, if the person had dependent children (men=5.85 women=6.32)
Top 3 for men: salary, job security, insurance
Top 3 for women: salary, insurance, opportunities for promotion/growth
Top 3 for Secondary or equal income earner for household: salary, location, insurance
Top 3 for people (9) who have been in Library IT for less than 1 year: Flexible hours, salary, location and Organization’s mission and vision (tied)
Top 3 by age:
Under 25 = Organization’s mission & values, salary, tuition benefits (1 respondent)
25-34 = salary, location, opportunities for promotion/growth (64 respondents)
35-44 = salary, job security, PTO (84 respondents)
45-54 = salary, insurance, job security (79 respondents)
55 or older = location, job security, insurance (42 respondents)
These are from the comments.
“Was a full time, benefited position in a public library in the {specific location}. I'd take Library Executioner if it was a full time, benefited position in a {specific location} public library. “
“I greatly enjoy reading”
People / work climate = 19
Job description = 15
Needed a job = 14
Already there = 10
Supervisor = 7
Changed job for family = 6
Spouse already there / job for spouse = 4
Training = 4
Dissatisfaction with previous job = 4
Promotion = 3
Wanted to work in a library = 3
Previous student of the university = 2
Reputation of colleagues = 2
Full time with benefits = 2
$$ for prof. memberships = 1
Number of women in leadership = 1
I greatly enjoy reading = 1
Liberal arts emphasis = 1
Thought it was a progressive tech institution =1
Level of the position = 1
Autonomy = 1
Retirement benefits = 1
Reorg = 1
Incentives for retention
Welcome to the Retention portion of our lightning *Lightning Awww…* (like the Miatas’ reaction to seeing Lightning McQueen in Cars) preliminary results summary.
Covering the overall categories before digging into the Pit of Despair (albino from Princess Bride) *cough cough*.
Respondents reported compensation and benefits factors in the top tier for guiding their decisions relating to keeping their current job or moving to a new job.
In descending order, then ranked Work/life balance, Location, Personal Growth, Organizational Culture / Work Environment , closely trailed by leadership and management factors.
Looking deeper into the survey responses…
Salary, retirement, vacation, sick time, sabbaticals, professional development, & parking/travel costs
* No surprise (at least to me), salary is reported as the most important factor to stay in a job...
Golden handcuffs? Sign Me Up! *quiver*
Clearly the most important factor, 90% reported important or higher
But, there were two respondents reporting that this factor was not important at all… Personally, I’d like to be in that situation, too
* Retirement Plan is reported to be the second-most important factor…
To Dream, the impossible dream… (singing if you can remember the tune)
About 90% report this as at least important or higher
Nobody reported this as “unimportant”
Paid Vacation/Holidays
Won’t you take me to, Funkytown? (sing if you can remember the words/tune)
Paid vacation came in at a close third, respondents reported this is almost as important as the retirement plan
Compared to Compensation and Retirement the Vacation “most important” and “important” categories merely swap percentages reported
Professional Development
While professional development is a lot more important than sabbaticals, it’s not quite up to the level of paid sick time
About 60% report this is at least important, but the data is pretty mixed
One quarter of respondents report ambivalence to this as an incentive
Paid Sick time
I’m so tired, ain’t it a cryin’ shame (in Madeline Kahn voice)
Paid sick time, similar to Paid Vacation, had more respondents rate it “important” than “most important”
Cost of Parking/Transportation
Similar to sabbaticals, this looks like it’s not a thing in library IT (or maybe most respondents don’t have to pay for parking?)
Less than half of respondents report ambivalence or more toward this as an incentive
Satisfaction indicators for parking suggest a completely mixed bag, more crunching needed to suss out all the permutations
Paid Sabbaticals
Apparently sabbaticals are very much not a thing in Library IT?
More than half report there is no opportunity or the likelihood is so low that a paid sabbatical is of little to no importance
Sabbaticals are the most unimportant factor in retaining library IT according to the survey respondents
Insurance, vacation carryover, Maternity/Paternity Leave, Tuition, Security, On-site childcare
Insurance self/family
70% + 20% = 90% Important or higher
Vacation carryover or payout of unused
20% 35% = 55% Important or higher
25% + 13% = ~40% somewhat or little importance
Maternity/Paternity Leave
15% + 15% = 30% Important or higher
43% rate as unimportant
Tuition Benefits
~45% Important or higher
~45% somewhat or little importance
Job Security (tenure, union, etc.)
85% Important or higher
On-site childcare
60% unimportant (I wonder if this maps back to the survey demographics where the largest cohort is 55 and older)
~70% report this factor is generally not offered at all
Insurance, vacation carryover, Maternity/Paternity Leave, Tuition, Security, On-site childcare
The pattern is also kind of a cats-cradle, isn’t it? I read this to say Insurance is what most people pay attention to and seem to be glad to have
Insurance self/family
85% report this factor is generally satisfied or better
Vacation carryover or payout of unused
60% report this factor is generally satisfied or better
~25% report this is not offered
Maternity/Paternity Leave, Tuition Benefits, Job Security (tenure, union, etc.)
Are kind of a mixed bag – no easily observed patterns in preliminary explorations
On-site childcare
60% unimportant (I wonder if this maps back to the survey demographics where the largest cohort is 55 and older)
~70% report this factor is generally not offered at all
Q25 Incentives for retention *work/life balance*
Two items jump out as important: work hours per week & the flexibility to make them work (no pun intended)
A few items seem to be superfluous: on-site fitness and wellness stuff & private space for nursing mothers
I wonder if demographics affect this last category result – For example, I rated this category “very important” as I know my wife’s then-employer had nothing like this and we both tried to get them to implement one. But until we told my mom about the effort, she hadn’t ever considered it.
Q25 Incentives for retention *work/life balance*
We reported satisfaction or better with work hours & flexibility – which is good, since we also rated these as really important
We reported being dissatisfied with our Telecommuting options and our onsite fitness/wellness stuff.
Which leaves the spaces for nursing mothers – we’ll have to run the demographic, but my bet is the breeders among us (like my family) are pretty dissatisfied
Q24 Incentives for retention *location*
Location, location, location. If you haven’t got location, go to where it’s on your side.
The top three concerns about location are The state/province (maybe state of confusion?), proximity to family (near or fa away, I won’t judge), and length of commute (I went from a 100 mile daily commute on rural TN interstates (only 3 tickets per year!) to a two and a quarter mile commute (which I used to be good about walking) – for me, the commute sold me the house I bought.
Everything else is kind of a mixed bag – but the climate (that thing we still can’t control outside) is also the least important consideration (which is funny to me, because the heat keeps me out of the South & the cold keeps my wife out of the Great White North, eh?)
Q24 Incentives for retention *location*
For each of these categories half to three quarters of us report being satisfied with where we live and what’s available to us (which is likely why we mostly stopped moving around)
Q26 Incentives for retention *personal growth*
Of all the categories in the Personal Growth incentive area, there were a <1% of total possible responses were less than neutral
As long as we get opportunities for interesting assignments, learning new stuff, involvement and recognition for strategic planning ideas and participation, lead projects, promotion, play with cool new shiny, and to be self-directed… we’re pretty happy.
Pretty much any theatre Diva would be happy with at least half of that
Respondents report they are generally happy with the situation in these areas *except* (lack of) participation in the strategic planning process and lack of promotion potentials within their organizations
Q27 Incentives for retention *work environment / organizational culture*
Generally as long as the level of perceived fun in the dysfunction was acceptable, things are at least okay.
Very important areas are 1. Having needed resources available, 2. Being treated with respect, & 3. Relationships with co-workers (minds out of the gutters, please).
Financial stability, good workspaces, and institutional mission & goals are also important
The items covering diversity of bosses and colleagues caused me to pause a moment. I’m glad the respondents weighting the importance of these outweighed those weighting this less important.
Generally the IT crowd responding to the survey was okay with their work culture but not enamored with the lack of necessary resources
Respondents were also dissatisfied about the state of diversity in senior management – though not so much amongst colleagues?
(we’ll need more data to crunch to be able to say this)
Tangent: IT/computer science/LITA need to radically engage under-represented populations. We are too insular – look around the room – we all look way too much like me.
Well, okay many of you need more facial hair to really look like *me* but the point still stands. Without new faces to challenge established thought patterns, without with new ideas, without getting outside our comfort zones – we risk stagnating.
Q28 Incentives for retention *leadership/management*
Hey library leaders and library IT managers, the bar is set really high for you. We want clear expectations, evaluations, to have access to you, to be able to trust you. We want to be treated with respect and we want to be able to respect you.
Congratulations, in the aggregate our leaders and managers are reported as doing pretty well.
We plan to break out the data by other factors in addition to gender once the survey period is completed.
The items I share here are items in which males and females differed by more than 5 percentage points. The appendix includes tabular data showing the exact breakdowns.
Note: by “rated more highly,” we mean “more likely to rate as important or very important.” This designation applies to all slides in this section.
Financial factors included compensation, retirement, paid leave, and other factors that specifically include financial compensation.
Benefits included the usual suspects – insurance, paid leave, and tuition benefits, as well as job security and carryover/payout of paid time off.
Location-related factors included a variety of aspects. In all cases where there was a difference of at least 5% between men and women, the item was rated higher by women.
Work/life balance: all factors except job sharing were rated more highly by women.
More variance around personal growth factors.
More variance around personal growth factors.
This question asked respondents to rank all seven areas – compensation, benefits, work/life balance, etc. – by relative importance. We analyzed each item to see which ones were ranked 1 or 2 or 6 or 7 to capture the most and least important items by gender. This slide lists items for which there’s a difference of more than 5% between men and women.
We’d love to hear your thoughts, especially re: what else you’d like to know that wasn’t presented here and how you might use this data (if you would). We want to be sure that the article with the complete findings is as useful as possible.
As we mentioned at the beginning of the program, these are preliminary results. We plan to leave the survey open till the end of November, so please consider taking it if you haven’t already. And please share the link with others who might be interested. We’ll send a reminder to lita-l and other library technology listservs after the conference.
Slides are posted at the link shown. We didn’t want to clutter our presentation slides with a bunch of tables, so we put more detailed results at the end of the slide deck . Take a look if you’re interested.
Several members of our research team couldn’t be here. They all helped with the development of the survey.
We allowed people to check all that applied. Amounts shown are by # of responses, not # of respondents.
Already working at the institution was the most common answer with a sum total of 41%
Online was used 35%
Knowing someone, whether professionally or otherwise, was the 3rd most common way of finding out about the job: 30 (29.5)% “It’s who you know…”
We allowed people to check all that applied.
Already working at the institution was the most common answer with a sum total of 45% up by 4%
Online was used 39% up by 4%
Knowing someone, whether professionally or otherwise, was the 3rd most common way of finding out about the job: 30% “It’s who you know…” The same
{Am thinking I should resort this so that the platform is alphabetical and there are 2 more columns, one for each category}
Most common “others”:
Already worked there/was familiar with the institution
Institutional website
People were allowed to check multiple boxes.
<=3 years
- 47 respondents
- 71 responses
{Trying the re-sort. Are the colorings too distracting? Figure out what tuition benefits impact for only academic. Read the comments.}
Total respondents = 252
<=3 years 54 respondents
Salary #1 for both
Top 3 for all:
Salary
Insurance
Job security
Top 3 for those hired within the past 3 years:
Salary
Opportunities for promotion/growth/development
Location
People / work climate = 19
Job description = 15
Needed a job = 14
Already there = 10
Supervisor = 7
Changed job for family = 6
Spouse already there / job for spouse = 4
Training = 4
Dissatisfaction with previous job = 4
Promotion = 3
Wanted to work in a library = 3
Previous student of the university = 2
Reputation of colleagues = 2
Full time with benefits = 2
$$ for prof. memberships = 1
Number of women in leadership = 1
I greatly enjoy reading = 1
Liberal arts emphasis = 1
Thought it was a progressive tech institution =1
Level of the position = 1
Autonomy = 1
Retirement benefits = 1
Reorg = 1
Gender: not huge differences by gender, even on typically (stereotypically?) “family” issues.