The Essentials of Hiring and Evaluating Library Directors Edwin Beckerman and Luke Tirrell May 9, 2009

Overview of Presentation Beginning the Hiring Process Developing a Search Strategy Forming the Search Committee Performing the Search Planning for Success Evaluating your Director Considering Termination? Resources

Beginning the Hiring Process Time Frame Organizational Assessment Transition Plan Interim/Acting Director

Developing a Search Strategy Establish and prioritize specific competencies of new Director Prepare a job description and salary package Establish search committee budget Decide scope of search (local or broader) Determine number and qualities of search committee members Decide if a search consultant is to be used

Forming the Search Committee Establish guidelines for communication between Board and Committee Specify timeframe for search process Cite stage at which full Board is to be re-involved Designate search committee members Select a chairperson for the committee Register Board approval on all decisions

Performing the Search Review Board guidelines for search committee Determine process to receive correspondence Advertise widely according to search guidelines, budget, and applicable laws/requirements Acknowledge applications as they are received Develop interview questions (same every time)

Performing the Search (continued) Narrow pool and interview top candidates Cut down to 3-4 finalists Check references with candidates’ permission Refer 2-3 finalists to full Board Decide whom search committee will recommend for hire

Planning for Success Approve the Board’s choice of Director Formalize the agreement with the new Director Establish a schedule of regular evaluation Include the staff as much as possible from this point forward Announce the hiring widely through local outlets Stage a reception for community to meet new Director and reintroduce Library’s mission

Evaluating your Director Work through Board’s Personnel Committee Work with Director to set performance goals Ensure all competencies specified in job description are observed according to priority Have Director meet with full Board annually to discuss progress (use executive session) Maintain focus on improving Library If Director is not meeting standards, create an improvement plan with benchmarks

Considering Termination? Ensure personnel manual is up to date Document all evaluations of Director Seek the advice of Library’s attorney Avoid hasty action Allow the Director to improve performance, except under special circumstances Ensure termination action aligns with personnel manual and labor laws

Resources To develop competencies and shape job descriptions: NJLA Competencies for Library Administrators NJLA Information on Library Directors NJ State Library’s Library Development Bureau U.S. Equal Employment Opportuntiy Commission Info on Job Discrimination

Resources (continued) To advertise open positions: American Library Association JobLIST: LibraryJournal.com Careers: New Jersey Library Association Job Hotline: New York State Library Job Listings: Pennsylvania Library Assn. Job Listings:

Presenters Edwin Beckerman, Library Consultant 8E Brookline Court Princeton, NJ Luke Tirrell, Library Board President 1231 Eleventh Avenue Neptune, NJ