Hiring & Evaluating the Library
Director
• Presenters:
• Dora U. Sims,
• Trustee, Birmingham Public Library
• Trustee at Large, United For Libraries Board
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Assisted by Georgia Morgan Blair
Trustee, Birmingham Public Library
Birmingham, AL 35203
Member, United for Libraries
Hiring A Library Director
• Basic Legal Requirements ……
• Some library boards of trustees are appointed by State,
Municipal Government, or Council, etc.
• The full library trustee boards have the basic legal authority to
hire, evaluate or terminate a director.
• ADA Compliance …requires that job applications 1) do not
seek to discriminate or is bias on whether an individual is
handicap, 2) make reasonable accommodations or adjustment
to the work environment, job procedures, rules to allow a
handicap to perform the job, and 3) provide equal access to
insurance, benefits as offered to other employees.
Hiring A Library Director
• Hiring a Library Director has some basic guidelines. These
basic guidelines are outlined in this PowerPoint Presentation.
• This presentation has an attached sample tool to Evaluate the
Director. It is suggested that the director is evaluated during
the first six months of hire, and thereafter annually, or as the
board deems necessary.
• The Evaluation helps the board to determine if the director is
meeting the Performance Objectives as agreed upon by the
board.
Hiring A Library Director
• The first order of business for the board in the absence of a
director is to appoint an Interim Director.
• The Interim Director in most cases is the Associate
Director.
• The next order of business is for the board to determine
the method of hiring the new director.
• There are at least three methods boards may use to hire a
director. Library boards can:
• Hire a Recruiter/Consultant
• Appoint a Board Committee
• Utilize full Trustee Board
Hiring a Recruiter/Consultant
• To hire a Recruiter/Consultant:
• The board may consult with state library organizations
• Advertise through ALA job sites, library journals, Professional
groups, newsprint media, television, internet, twitter, etc.
• Interview and choose the recruiter/consultant most likely to
work well with the board and meet the board’s expectations
• Agree on payment cost for services to be provided by the
recruiter/consultant.
Appointing a Board Committee
• Board President appoints Personnel Committee with a
designated chairperson.
• The committee develops a job description for board
approval.
• Select media sites for advertisement for board approval;
(see partial listing under Recruiter/Consultant) .
• Compile a list of interview questions for board approval
with approval by legal advisors or attorney.
• Ensure that all committee members participate in the
interview process.
• The committee submits its recommendation to the full
board.
Appointing Board Committee
(cont.)
• The Process continues………
• The board meets with the final candidates along with key staff
members, if board deems admissible, for final interviews.
• Checks references making sure legal guidelines are followed.
• Make offer including benefits, usually be phone, etc.
• Follow up with a letter that includes important details to make
sure all information is complete and accurate.
• Contact other applicants not selected after receiving the
candidate’s acceptance letter.
Hiring by the Board
• Determine Job Description for new director:
• Review Long-Range Plan, analyze progress, determine unmet
goals, objectives, etc.
• Experience working with library boards.
• Knowledge of Budget preparations
• Policy Development
• Administrative & Employee supervision
• Collection Development
• Experience in Public Service, Technical Services, Public
Relations, and Automation.
• Demonstrated Leadership & Dependability
• Experience in Fundraising, Financial Management, Legal
Compliance, Customer Relations, Organizational Growth.
Hiring by Board
• The Hiring Process (Cont.)
• Develop job description that reflects qualifications and duties of the
new director (MLS degree).
• Advertise in select media sites for prospective candidates.
• Determine a competitive salary range and fringe benefit package.
• Check references of applicants & evaluate qualifications.
• If the board desires to contact current or past colleagues of the top
potential candidates to get a more complete picture of an
applicant’s qualifications, seek written permission from the
candidates.
• Compile a list of questions for contacting references approved by
legal advisors or attorney.
• Arrange interviews with potential candidates; agree to pay part or all
necessary travel expenses if any.
Hiring by Board (cont.)
• The Hiring Process (cont.)
• Compile a list of uniform questions cleared by legal authority for the
interview.
• Board president may determine how questions will be administered;
each board member may be assigned specific questions or the
decision by full board.
• Schedule interview time best for all trustees.
• Each candidate is asked the same questions.
• After the interview, tally votes per each trustee.
• Once board has made a hiring decision, Board president contacts
the selected applicant, confirms appointment, starting date in
writing.
• The employment contract or letter of appointment may specify that
as a condition of employment, the director must obtain and
maintain the appropriate certification (MLS degree), or as deemed
by the board, etc.
Hiring by Board (cont.)
• The Hiring Process (cont.)
• Clarify with candidate any probationary status, performance
evaluation, salary adjustment procedures, and all other terms
of employment.
• The Board President promptly notifies the applicants not
selected.
• New director may be recommended to attend a thorough
orientation program.
• Board determines whether to have a six-month or one-year
probationary period.
• The board and director should have a mutual agreement of
short and long term goals for this probationary period.
• Board evaluates performance regularly throughout the
probationary period.
Hiring by Board (cont.)
• The Hiring Process (cont.)
• Upon successful completion of probationary period, the
board’s supervision and evaluation responsibilities continues.
• Board should review director’s performance and attainment of
goals and objectives annually.
Evaluating the Director
• Why Evaluate the Director?
• The library director executes board policy. In order to
measure the library director’s accomplishments, requires a
semi-annual or annual evaluation by the board.
• This evaluation determines how well the library is being
managed; a well managed library is an effective library.
Evaluating the Director (cont.)
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Methods or Tools needed for the Evaluation
Evaluation Performance Objective Tool*
Summation Form to tally Ratings from Evaluation*
Director’s Job Description
Self-Evaluation provided by director (optional)
Strategic Plan listing goals, objectives, etc.
• *Please see sample Evaluation Performance Tool and
Summation Talley Sheet as a separate document.
Evaluating the Director (cont.)
• Required Elements to Perform Evaluation
• Hint: Create an Evaluation Process Flow Chart
• To evaluate the director, the board needs a Flow Chart Guide
as follows:
• Board & Director to establish date for Evaluation
• Board & Director agree on Evaluation Performance Objectives
• Director submits Self-Evaluation (optional)
• Board evaluates & rates performance objectives.
• Board tallies rating scores for overall percentage points.
• Board President or full board meets with Director to discuss
evaluation.
Evaluating the Director (cont.)
• If director does not meet required expectations:
• Board may implement a Performance Improvement Plan
• Permit director to come up with a Performance Improvement
Plan or,
• Board determines if director should be dismissed.
• If director is dismissed, the hiring process begins again.
Evaluating the Director (cont.)
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Conclusions…
There is no one perfect evaluation system.
The evaluation process is a continuous one.
Most directors welcome the opportunity to have a formal
evaluation of their performance.
• This Hiring and Evaluation Director format is being
presented only as a help guide to use when the need arises
to hire a director.