LAUC SC Recruitment & Retention Committee Charge

2007-2008 Recruitment & Retention Committee Charge

Given the anecdotal evidence of the number of failed recruitments and high position turnover statewide and given the local experience of protracted hiring processes and failed recruitments, the 2007-2008 LAUC Executive Board thinks it appropriate to review and revise the 2001-2002 Retention Committee Report.

Recruitment & Retention Committee Charge :

  • Follow-up and report on the progress of the recommendations made by the Retention Committee of 2001-2002 (see Appendix 1).
  • Survey the Santa Cruz LAUC membership to identify if the retention issues identified in 2001-2002 have remained constant and, if new issues have arisen, document these issues and make recommendations for addressing them.
  • Assess the 2001-2002 data gathered regarding projected retirements and identify how those retirements were managed by the library. For example, were new hires made, were staff recalled, was work re-disbursed and, if so, to whom (librarians or staff) or, were work responsibilities associated with that position phased out.
  • If possible, get information (ideally from HR or hiring sup) about the failed and/or protracted recruitments what were the issues that prevented acceptance of jobs locally.
  • Assess and revise as appropriate the recommendations from 2001-2002.
  • As appropriate, identify recruitment/retention issues the Statewide Diversity Committee may want to assess at the system-wide level (for example, a statewide survey of recruitment and retention issues).
  • Establish a formal annual charge-recommendation-review-process for future LAUC-SC Executive Board memberships (for example, include in the informal Chair job description the responsibility to follow-up on previous year's committee work and recommendations annually or bi-annually in order to help ensure follow-through and accountability for committee work).

The committee is expected to present a progress report of its activities on or before February 1, 2008 and a final summary of its findings in a report to the LAUC Executive Board by March 7, 2008.

Resources :

  • 2001-2002 Committee Members (Sue Perry, Beth Remak-Honnef, Kate McGirr, Kerry Scott)
  • 2001-2002 Final Report: http://internal.library.ucsc.edu/comm/lauc/public_retention.html
  • The Library Literature specifically the 2002 ACRL Graying of the Librarian Workforce Report
  • The UC AFT Unit 17 Blog: http://unit17negotiations.blogspot.com/
  • UC Berkeley BILD project ( a staff-to-librarian recruitment program)

 

Appendix 1:

Summary of 2001-2002 Librarian Retention Committee Charge & Recommendations

Background

In 2001-2002, LAUC charged Librarian Retention Committee with:

  • The investigation of the appropriate committees and library staff for handling retention issues for librarians; and with recommending issues to be explored
  • Identifying appropriate campus resources for assistance with librarian retention issues
  • Identifying ways to establish flexibility in the review calendar in order to handle cases when an individual, whom the library wishes to retain, receives a job offer from another institution (outside of the standard review calendar)
  • Preparing a report on the above-mentioned issues

The committee identified the following as recruitment and retention issues for UCSC librarians:

  • Housing/mortgage assistance
  • Spousal support
  • Tuition remission
  • Childcare

The committee made the following recommendations to Library Administration:

Final Recommendations to Library Administration:

  1. Actively pursue library representation on the Campus Welfare Committee. This committee needs library representation and it is critical that we put someone on the committee so that our housing needs are heard and included in the campus dialogue
  2. Actively pursue MOP funding as part of the University Librarian's role as a Divisional Dean
  3. Permit librarians to request out of calendar reviews when the library wishes to retain a librarian who has received an offer from another institution from outside of the UC system..
  4. Work to formalize current informal practices such as restructuring positions, movement within the library, and making changes to meet librarian's professional needs before they consider a job search.
  5. That the LAUC-SC Executive committee, 2002-2003, check in with Library Administration regarding the progress on recommendations 1 and 2 and report out to the LAUC-SC membership. (Recommendation 1 in September and Recommendation 2 in January of 2003.)

Retention and Recruitment: Identified Overlaps and Suggestions for Administration

Closely tied to the retention issue is the issue of recruitment. Decreasing numbers of LIS graduates and increasing competition from outside, higher salaried, private sector jobs, in conjunction with the Santa Cruz cost of living issue, will converge to create difficulties in the recruitment process (particularly as more experienced librarians retire). In investigating retention strategies the committee identified the following possibilities for administration to consider and investigate for feasibility when recruiting new hires:

  1. Investigate the possibility of creating a formal relationship with the UCSC Holiday Inn or Laureate Court. Allow new hires to "rent" an efficiency unit for two months a reasonable time to find a suitable apartment. This would alleviate one of the stresses of moving for new hires.
  2. Consider the possibility of delaying librarian appointments until (if daycare is an issue) new hires have moved up on the campus childcare (or other) facility waiting list.
  3. Faculty are hired with very specific start dates (beginning of quarters). Librarians do not need to be hired at the start of the academic year or quarter. The committee recommends that library administration work with faculty housing to investigate ways that delaying librarian hires might help new hires to get an apartment in faculty housing.
  4. Provide applicants and candidates with information about the Santa Cruz community. Include information about housing, transportation, education, recreation, and other local resources.