SPEC Kit 344: Talent Management · 27
Scheduling for orientation programming.
The fact that there is so much information that they need to absorb or be aware of beyond the specifics of their position
also, acclimating them to our culture.
The time to develop and maintain an active onboarding program.
Time commitment on the part of the new staff and on the part of the organizers and presenters of the library program.
Time is a factor because we do not have a position dedicated to centralized library training. So it falls to supervisors and
department heads, which leads to inconsistency. It is also a challenge to keep up with change and have flexible dynamic
program of on boarding.
Orientation is limited to benefits information. In the decentralized environment, I think it would be helpful for the
university to offer a more comprehensive orientation to the institution. At the library, we have five locations. This
separation can be a challenge.
We are a very large system it takes time to learn about us.
We don’t have a formal mentorship or on-boarding program. We have many unit libraries spread across the city and
it is difficult for new people to get to know everyone. Candidates who are not originally from our city/province often
have a hard time adjusting to living in a city where most people are “from here.” Friends and family networks are well
established and it can be difficult for new staff, especially those that come here alone to become part of the community.
We have a well-developed orientation system, but it takes time to complete.
We have many libraries on campus. It can be challenging for new employees to meet others outside of their immediate
work area or functional area.
RETENTION
The purpose of this section is to learn more about your library’s retention strategies and challenges.
9. Please indicate the impact that the following strategies/local circumstances have had on retaining
your library’s employees on a scale of 1 to 5 where 1=Negative impact on retention and 5=Positive
impact on retention. Select N/A if a particular strategy/circumstance does not apply to your library.
Please make one selection per row. N=50
Strategies/Circumstances 1 Negative
impact
2 3 Neutral
impact
4 5 Positive
impact
N/A N
Position responsibilities 0 2 10 28 10 0 50
Support of professional development 0 3 10 23 14 0 50
Work environment 0 3 10 30 7 0 50
Benefits package 0 3 11 19 17 0 50
Flexible work scheduling 0 2 10 16 16 6 50
Librarians are eligible for tenure or permanent
status
0 1 8 11 15 15 50
Local cost of living 6 7 14 14 8 1 50
Potential for promotion 2 8 18 14 6 2 50
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