The librarians and staff at my library should be sure to follow the guidelines in the American Library Association Code of Ethics. Along with these general principles, our staff should more specifically:
1) Make sure equal access to all users is provided as much as possible; however, if there is an unavoidable conflict between access to a university affiliate and a non-affiliate, the needs of the user affiliated with the university should be prioritized.
2) Protect the cultural heritage of the areas in which we collect.
3) Continually improve individual competencies and by doing so, improve the library community and the profession in general.
4) Advertise and promote library services to affiliated and non-affiliated users, not just to increase the library's statistics but to provide users with the resources and services that they need.
5) Act as a mentor to those entering the library profession and those considering entering the profession, including student employees.
Thursday, July 19, 2007
Tuesday, July 17, 2007
July 17 Assignment - Personality Testing
Every time that I've taken the MBTI previously, I've always come out as an ISTJ, and that's the same result that I got this time. It's hard to know how much this really means. As I posted in the discussion, I find the process of taking these tests to be very difficult. I always feel that many of the answers could go either way, and I also feel like I should be answering one particular way based on the way I've been previously classified. Thus, I'm not sure how accurate it really is, particularly since the introvert classification is the only one that really came out as a strong result.
The Enneagram, too, seems a little suspect. I had four or five types that came out with virtually the same number of points, and I could see myself in all of them and none (i.e., I have some traits that fall into all of the categories, and some of the traits listed did not really apply to me). All in all, although it's fun to take these tests, I am a little leery of using them to make any sort of determination about my role in the workplace/society or anyone else's role. I think the best type of employee is someone who's flexible and can step out of a predetermined role. For instance, even though I am an introvert to the core, I try to force myself to step out of this mold and be very outgoing when I need to be.
I'm also not sure how much you can actually learn about a person through these types of tests. For instance, my boyfriend has never taken the MBTI, but when I took it the other night we were looking at the categories and we decided that he would probably be the exact opposite in everything (an ENFP). However, we think and feel very similarly about most things. By contrast, a former roommate and I had the exact same MBTI types, but we had almost nothing in common.
The Enneagram, too, seems a little suspect. I had four or five types that came out with virtually the same number of points, and I could see myself in all of them and none (i.e., I have some traits that fall into all of the categories, and some of the traits listed did not really apply to me). All in all, although it's fun to take these tests, I am a little leery of using them to make any sort of determination about my role in the workplace/society or anyone else's role. I think the best type of employee is someone who's flexible and can step out of a predetermined role. For instance, even though I am an introvert to the core, I try to force myself to step out of this mold and be very outgoing when I need to be.
I'm also not sure how much you can actually learn about a person through these types of tests. For instance, my boyfriend has never taken the MBTI, but when I took it the other night we were looking at the categories and we decided that he would probably be the exact opposite in everything (an ENFP). However, we think and feel very similarly about most things. By contrast, a former roommate and I had the exact same MBTI types, but we had almost nothing in common.
Monday, July 16, 2007
July 16 Assignment - Inbox Exercise
Madisonville Public Library
Item 1 - This item has very high priority. I would deal with it as one of the first things. Since the president of the company is threatening to take legal action, I would call him myself, apologize, and have Sheila send payment immediately.
Item 2 - Since this particular item is time-sensitive, I would deal with it as not the absolute first, but one of the first things. I'd email Leon back and ask him to have flowers delivered to Sheila. I'm not sure why he can't take this initiative himself without checking with me, though.
Item 3 - Unfortunately, I did not get this message until too late, so it's become less of a priority. Later on in the day, once I'd dealt with the more important issues, I'd check with Marie to see if the exhibit had been set up (and if it hadn't, I would ask her why not, since it was supposed to have been done a week ago).
Item 4 - This one is less of a priority as well, though Brenda emailed me awhile ago. I'd make sure to email her back later in the day to set up a meeting time for later in the week, just so she knew that I wasn't ignoring her request.
Item 5 - If I didn't know that Jan had listed me, I would go talk to him and ask why I hadn't heard anything about this. This would be another item for further down in the priority list, but assuming I'm satisfied with him as an employee I would write a letter of support to the bank. I would not, however, offer to cosign or guarantee.
Item 6 - This would be an item to deal with later in the day as well, around the same time as Brenda's issue. I'd deal with it the same way - email him to set up an in-person meeting to discuss his dissatisfaction.
Item 7 - Again, this is lower priority. I'd ask Leon if he was aware of this problem, and then ask Sheila to call Personnel and find out the details.
Item 8 - This one is very important, because the Mayor helps to fund my library and I want to make him happy. I will call him very early in the day.
Item 9 - This is a welcome letter, but not particularly urgent. This would be one of the last things on my list. However, I'd pass the letter along to Kermit with a note of congratulations, and also ask Sheila to draft a letter thanking George for his support.
Item 10 - This is one of the top-priority items, because funding for the library will be extremely welcome. I will write a letter immediately, indicating my acceptance of this gift.
Item 11 - Since the meeting isn't for another month, I can put this one off for a bit. Once I have more time, I'll call John and offer the room (assuming it's available). I seem to be on good and informal terms with John, so that will increase my desire to approve.
Item 12 - This one is about mid-priority, since it was emailed so long ago. I'll email back confirming Leon's employment and recommending him with reservations. He certainly is qualified based on the position he currently holds. However, he doesn't seem to be particularly good at taking initiative, which is not a good trait.
Item 13 - This one goes last on the priority list, if only because L.C. was obviously sending form letters out to every library he/she could think of (it's the wrong name in the greeting). I'll have Sheila write back very impersonally stating that we currently have no positions open.
Item 14 - Assuming this is today, it's a very bad time for Sheila to get her hair cut and I wish she would have told me in advance. I'll ask her if she can put it off for a day because it doesn't sound like she has an appointment. I'll explain that I need a lot of help catching up with my in-box. Thus, this has to be a high priority response.
Item 15 - Since the date they are visiting is coming so soon, I unfortunately am not going to be able to write back in time for them to get the letter before their visit. I'll send an email to all of the staff early this week warning them about the visit and asking them to be well-behaved. Once I get the findings, I can deal with the committee then.
Item 16 - I'll do this later in the day, but I'll email Leon and tell him to call the elementary school library asking them if they're aware of the situation and to work with them directly. I'll also have to have a talk with him sometime about his lack of initiative...it seems like he could have figured this out on his own.
Item 1 - This item has very high priority. I would deal with it as one of the first things. Since the president of the company is threatening to take legal action, I would call him myself, apologize, and have Sheila send payment immediately.
Item 2 - Since this particular item is time-sensitive, I would deal with it as not the absolute first, but one of the first things. I'd email Leon back and ask him to have flowers delivered to Sheila. I'm not sure why he can't take this initiative himself without checking with me, though.
Item 3 - Unfortunately, I did not get this message until too late, so it's become less of a priority. Later on in the day, once I'd dealt with the more important issues, I'd check with Marie to see if the exhibit had been set up (and if it hadn't, I would ask her why not, since it was supposed to have been done a week ago).
Item 4 - This one is less of a priority as well, though Brenda emailed me awhile ago. I'd make sure to email her back later in the day to set up a meeting time for later in the week, just so she knew that I wasn't ignoring her request.
Item 5 - If I didn't know that Jan had listed me, I would go talk to him and ask why I hadn't heard anything about this. This would be another item for further down in the priority list, but assuming I'm satisfied with him as an employee I would write a letter of support to the bank. I would not, however, offer to cosign or guarantee.
Item 6 - This would be an item to deal with later in the day as well, around the same time as Brenda's issue. I'd deal with it the same way - email him to set up an in-person meeting to discuss his dissatisfaction.
Item 7 - Again, this is lower priority. I'd ask Leon if he was aware of this problem, and then ask Sheila to call Personnel and find out the details.
Item 8 - This one is very important, because the Mayor helps to fund my library and I want to make him happy. I will call him very early in the day.
Item 9 - This is a welcome letter, but not particularly urgent. This would be one of the last things on my list. However, I'd pass the letter along to Kermit with a note of congratulations, and also ask Sheila to draft a letter thanking George for his support.
Item 10 - This is one of the top-priority items, because funding for the library will be extremely welcome. I will write a letter immediately, indicating my acceptance of this gift.
Item 11 - Since the meeting isn't for another month, I can put this one off for a bit. Once I have more time, I'll call John and offer the room (assuming it's available). I seem to be on good and informal terms with John, so that will increase my desire to approve.
Item 12 - This one is about mid-priority, since it was emailed so long ago. I'll email back confirming Leon's employment and recommending him with reservations. He certainly is qualified based on the position he currently holds. However, he doesn't seem to be particularly good at taking initiative, which is not a good trait.
Item 13 - This one goes last on the priority list, if only because L.C. was obviously sending form letters out to every library he/she could think of (it's the wrong name in the greeting). I'll have Sheila write back very impersonally stating that we currently have no positions open.
Item 14 - Assuming this is today, it's a very bad time for Sheila to get her hair cut and I wish she would have told me in advance. I'll ask her if she can put it off for a day because it doesn't sound like she has an appointment. I'll explain that I need a lot of help catching up with my in-box. Thus, this has to be a high priority response.
Item 15 - Since the date they are visiting is coming so soon, I unfortunately am not going to be able to write back in time for them to get the letter before their visit. I'll send an email to all of the staff early this week warning them about the visit and asking them to be well-behaved. Once I get the findings, I can deal with the committee then.
Item 16 - I'll do this later in the day, but I'll email Leon and tell him to call the elementary school library asking them if they're aware of the situation and to work with them directly. I'll also have to have a talk with him sometime about his lack of initiative...it seems like he could have figured this out on his own.
Wednesday, July 11, 2007
July 11 Assignment - Elevator Speech
I do not have the capability of recording and posting the speech, but following is my transcript regarding my education and career plans:
I will receive my master's degree in library science to go along with my previous master's degree in public history. I would ideally love to use these degrees to work in an academic library, in a setting where I can perform a number of different responsibilities. I very much enjoy working with collections, for example, and I would love the opportunity to select and maintain materials, whether it is in special collections or subject librarianship. I also particularly like working with users and my ideal environment would include user education and reference responsibilities. I have had experience in many of these areas and I am looking forward to putting it to use.
With regard to my revision and delivery of this speech, I refined it through a combination of practicing it aloud in front of an audience and seeing how it looked on paper. It went through several iterations aloud, and as I was writing it, I realized that some of the things that sounded all right out loud were actually phrased awkwardly. Thus, spoken and written revisions were necessary for me to refine the speech.
Although I did not have a very harsh audience, I received compliments on the delivery and the content of the speech. I don't know if I will have the opportunity to deliver this exact speech to a potential employer, but creating and practicing it at least provided me with the chance to think through exactly what my career goals really are.
I will receive my master's degree in library science to go along with my previous master's degree in public history. I would ideally love to use these degrees to work in an academic library, in a setting where I can perform a number of different responsibilities. I very much enjoy working with collections, for example, and I would love the opportunity to select and maintain materials, whether it is in special collections or subject librarianship. I also particularly like working with users and my ideal environment would include user education and reference responsibilities. I have had experience in many of these areas and I am looking forward to putting it to use.
With regard to my revision and delivery of this speech, I refined it through a combination of practicing it aloud in front of an audience and seeing how it looked on paper. It went through several iterations aloud, and as I was writing it, I realized that some of the things that sounded all right out loud were actually phrased awkwardly. Thus, spoken and written revisions were necessary for me to refine the speech.
Although I did not have a very harsh audience, I received compliments on the delivery and the content of the speech. I don't know if I will have the opportunity to deliver this exact speech to a potential employer, but creating and practicing it at least provided me with the chance to think through exactly what my career goals really are.
Thursday, July 5, 2007
July 5 Assignment - Fire Disaster Plan
In case of fire, the University Libraries are at high risk of damage or loss of collections. This fire disaster plan outlines the steps needed to counteract and limit possible losses.
1. Preventative Steps
a) Fire drills will be held at random intervals to ensure that employees and library users are able to evacuate the building in a timely fashion in the event of a real fire.
b) Each office area will have an up-to-date floor plan indicating the closest regular and emergency exits.
1. Immediate Response
For the first employee to notice fire or smoke:
a) Locate and pull the nearest fire alarm - University Public Safety officers will immediately respond
b) Leave the building
c) Dial 911
For remainder of staff:
a) Upon hearing a fire alarm, leave the library building immediately, taking personal belongings only if they are immediately within reach.
2. During Fire
a) Do not re-enter the library building until notified by the Fire Department that it is safe.
b) Monitor users who have evacuated the building to make sure that none have questions or concerns.
c) Behave in a professional manner.
3. Following the Fire
In case of damage:
a) The head of the disaster team (usually a member of the preservation and conservation department) will notify the University Librarian and the remainder of the disaster team about the fire damage.
b) The team will begin the process of dialing the phone tree of library employees so that each employee is notified of the general situation.
c) The disaster team will assess the amount of damage done to collections and other library property.
d) The disaster team will write a report indicating the types of materials damaged, the approximate amount of each type of material damaged, and the approximate cost of repair or replacement. The report should also include a general map of where the damage was greatest.
e) The report will be submitted to the University Librarian, who will immediately consult with the disaster team to determine priorities for repair and replacement. Associate University Librarians in individual departments may also be part of this consultation team, depending on what collections sustained the most damage.
4. Salvaging Materials
a) The disaster team will consult the Libraries' Guide for Collections Recovery to determine the best methods for salvaging each type of material (e.g. bound books, paper documents, or microfilm). The team will defer to the head of the disaster team in case of ambiguity.
b) Collections can be outsourced for repair or repaired in-house, depending on the amount of damage done.
c) Following repair and replacement of collections, the disaster team will write a final report, detailing the course of the fire disaster, what responses worked well, and what should be improved in the disaster plan in case of future emergency.
1. Preventative Steps
a) Fire drills will be held at random intervals to ensure that employees and library users are able to evacuate the building in a timely fashion in the event of a real fire.
b) Each office area will have an up-to-date floor plan indicating the closest regular and emergency exits.
1. Immediate Response
For the first employee to notice fire or smoke:
a) Locate and pull the nearest fire alarm - University Public Safety officers will immediately respond
b) Leave the building
c) Dial 911
For remainder of staff:
a) Upon hearing a fire alarm, leave the library building immediately, taking personal belongings only if they are immediately within reach.
2. During Fire
a) Do not re-enter the library building until notified by the Fire Department that it is safe.
b) Monitor users who have evacuated the building to make sure that none have questions or concerns.
c) Behave in a professional manner.
3. Following the Fire
In case of damage:
a) The head of the disaster team (usually a member of the preservation and conservation department) will notify the University Librarian and the remainder of the disaster team about the fire damage.
b) The team will begin the process of dialing the phone tree of library employees so that each employee is notified of the general situation.
c) The disaster team will assess the amount of damage done to collections and other library property.
d) The disaster team will write a report indicating the types of materials damaged, the approximate amount of each type of material damaged, and the approximate cost of repair or replacement. The report should also include a general map of where the damage was greatest.
e) The report will be submitted to the University Librarian, who will immediately consult with the disaster team to determine priorities for repair and replacement. Associate University Librarians in individual departments may also be part of this consultation team, depending on what collections sustained the most damage.
4. Salvaging Materials
a) The disaster team will consult the Libraries' Guide for Collections Recovery to determine the best methods for salvaging each type of material (e.g. bound books, paper documents, or microfilm). The team will defer to the head of the disaster team in case of ambiguity.
b) Collections can be outsourced for repair or repaired in-house, depending on the amount of damage done.
c) Following repair and replacement of collections, the disaster team will write a final report, detailing the course of the fire disaster, what responses worked well, and what should be improved in the disaster plan in case of future emergency.
Friday, June 29, 2007
June 29 Assignment - Termination Checklist
1. Gather written disciplinary records supporting termination.
2. Ensure that employee's contract or agreement with the University allows for termination.
2. Schedule meeting with University Librarian, Department Head, and member of Libraries Human Resources Department to discuss intention to terminate employee.
3. Notify the University Human Resources Department of the decision to terminate employee.
4. Schedule confidential meeting with employee to be terminated.
5. At the meeting with the employee:
- Explain the purpose of the meeting
- Explain in a general way the reason for the termination
- Allow employee time to make inquiries
- Communicate to the employee the effective date for termination (this should be two weeks following meeting date)
- Communicate post-termination benefits to the employee, including date of final paycheck
6. Arrange with Information Technology department to cancel employee's computing accounts on the date of termination
7. Arrange with Facilities department to cancel telephone accounts on the date of termination
8. Notify Libraries and University Human Resources Departments about the effective date of termination so that the employee is removed from the payroll
9. Communicate to the unit staff about the employee's departure from the Libraries in a general fashion (do NOT state, "Jane Smith was fired for her ineffectiveness as a librarian." Instead, state "Jane Smith will be leaving the Libraries on such-and-such date. Please join me in wishing her well."). Email is the best method for this communication.
10. Communicate via email to the remainder of the Libraries staff about the employee's departure from the Libraries.
11. On the date of termination, collect any remaining University belongings from the employee, including any building keys, University ID, and any other materials.
12. Ensure if at all possible that the departure is friendly and that the former employee feels that they may contact you with any questions or concerns after termination.
2. Ensure that employee's contract or agreement with the University allows for termination.
2. Schedule meeting with University Librarian, Department Head, and member of Libraries Human Resources Department to discuss intention to terminate employee.
3. Notify the University Human Resources Department of the decision to terminate employee.
4. Schedule confidential meeting with employee to be terminated.
5. At the meeting with the employee:
- Explain the purpose of the meeting
- Explain in a general way the reason for the termination
- Allow employee time to make inquiries
- Communicate to the employee the effective date for termination (this should be two weeks following meeting date)
- Communicate post-termination benefits to the employee, including date of final paycheck
6. Arrange with Information Technology department to cancel employee's computing accounts on the date of termination
7. Arrange with Facilities department to cancel telephone accounts on the date of termination
8. Notify Libraries and University Human Resources Departments about the effective date of termination so that the employee is removed from the payroll
9. Communicate to the unit staff about the employee's departure from the Libraries in a general fashion (do NOT state, "Jane Smith was fired for her ineffectiveness as a librarian." Instead, state "Jane Smith will be leaving the Libraries on such-and-such date. Please join me in wishing her well."). Email is the best method for this communication.
10. Communicate via email to the remainder of the Libraries staff about the employee's departure from the Libraries.
11. On the date of termination, collect any remaining University belongings from the employee, including any building keys, University ID, and any other materials.
12. Ensure if at all possible that the departure is friendly and that the former employee feels that they may contact you with any questions or concerns after termination.
Tuesday, June 26, 2007
June 26 Assignment - Job Ad
Head of Special Collections/Assistant University Librarian for Special Collections
Responsibilities
The University Libraries are seeking a Head of Special Collections, who will be responsible for the Libraries' Rare Books Collection, the University Archives, and the University Manuscripts Collection. The Head of Special Collections will be responsible for implementing and carrying out policies for each of these units in the areas of preservation, conservation, user access, and digitization. He/she will manage the departmental budget, supervise all department staff (4 full-time professionals, 5 support staff, and approximately 10 student workers), and be responsible for attaining outside grant funding for special collections projects. He/she will also be a member of the Libraries' management team, which includes the heads of all library departments. The Head of Special Collections should have a vision of the future of special collections and a clear plan for its implementation at the University of Large State.
Required:
Master's degree in library science, advanced degree in archival management, or advanced degree in a relevant field
At least 5 years of progressively responsible experience in archives or special collections, preferably in a research university
Supervisory experience
Demonstrated professional involvement
Benefits:
Excellent compensation, including relocation reimbursement, partial tuition reimbursement, and medical coverage.
Additional benefits include professional development funding and 24 vacation days per year.
Location and Work Environment
The University of Large State at Midsize City is a large research institution located in the cultural center of the region. Midsize City is a dynamic and vibrant area in which to work. The Large State Libraries contain over 2 million volumes and nearly 200 librarians and staff.
Application Information
To apply for this position, please send a curriculum vitae, contact information for at least three professional references, and a letter of interest to:
Human Resources Department
University Libraries
University of Large State at Midsize City
Midsize City, Large State 56789
If you have any further inquiries, please call (123) 456-7890 or email libhr@largestate.edu.
Responsibilities
The University Libraries are seeking a Head of Special Collections, who will be responsible for the Libraries' Rare Books Collection, the University Archives, and the University Manuscripts Collection. The Head of Special Collections will be responsible for implementing and carrying out policies for each of these units in the areas of preservation, conservation, user access, and digitization. He/she will manage the departmental budget, supervise all department staff (4 full-time professionals, 5 support staff, and approximately 10 student workers), and be responsible for attaining outside grant funding for special collections projects. He/she will also be a member of the Libraries' management team, which includes the heads of all library departments. The Head of Special Collections should have a vision of the future of special collections and a clear plan for its implementation at the University of Large State.
Required:
Master's degree in library science, advanced degree in archival management, or advanced degree in a relevant field
At least 5 years of progressively responsible experience in archives or special collections, preferably in a research university
Supervisory experience
Demonstrated professional involvement
Benefits:
Excellent compensation, including relocation reimbursement, partial tuition reimbursement, and medical coverage.
Additional benefits include professional development funding and 24 vacation days per year.
Location and Work Environment
The University of Large State at Midsize City is a large research institution located in the cultural center of the region. Midsize City is a dynamic and vibrant area in which to work. The Large State Libraries contain over 2 million volumes and nearly 200 librarians and staff.
Application Information
To apply for this position, please send a curriculum vitae, contact information for at least three professional references, and a letter of interest to:
Human Resources Department
University Libraries
University of Large State at Midsize City
Midsize City, Large State 56789
If you have any further inquiries, please call (123) 456-7890 or email libhr@largestate.edu.
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