SPEC Kit 344: Talent Management · 41
We routinely do this, so there has not been a need to conduct a system-wide analysis.
We underwent a major conversion to a new classification system just over five years ago. At that time, all staff positions
were reviewed.
COMPENSATION MANAGEMENT
The purpose of this section is to learn more about your library’s compensation management strategies, and any challenges your
library has experienced around compensation management.
21. How often does your library analyze employees’ compensation relative to market data? N=51
On an “as needed” basis 26 51%
Every year 7 14%
Every two to four years 6 12%
Every five to ten years 2 4%
More than every ten years 2 4%
Have never conducted a market compensation analysis 7 14%
Other 1 2%
Comments N=17
On an “as needed” basis N=8
As university funding allows.
Both our librarians and support staff belong to unions. Compensation is often a bargaining issue.
For librarians, we track and analyze compensation “in-house.” Due to six years with no significant salary increase pool,
we have not been able to address issues. For support staff, market analyses are done at the state level the last was
in 2008.
Librarians may apply for salary adjustments based, in part, on market data. Other more systematic analyses are
conducted periodically, but not on a regular schedule.
Many of the library’s positions are covered by collective bargaining agreements, which directly impacts compensation.
Additionally, the faculty (tenure system and non-tenure system) have recently ratified their first union contract affecting
increases retroactively to August 2012.
This analysis is conducted by campus human resources rather than by the library.
We could probably not match some of the salaries that would come to light in an analysis of market data.
We use the ARL salary survey information annually.
Every year N=2
Applies to library professionals only.
Market data for support staff positions is difficult to find.
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