Recruit, Retain and Lead: The Public Library Workforce Study

Citation

Layzell Ward, P. (2002), "Recruit, Retain and Lead: The Public Library Workforce Study", Library Management, Vol. 23 No. 6/7, pp. 346-348. https://doi.org/10.1108/lm.2002.23.6_7.346.3

This is an important report into the staffing of public libraries in the UK. Commissioned by the Library and Information Commission, a team from the University of Sheffield brought their varied expertise to a large‐scale project. It is important for the understanding that the team has of the topic investigated, and of the robustness of the methodology adopted.

The methodology was selected to gather data and information from various perspectives that were subjected to triangulation. The project started with an extensive literature search which continued during the study. Questionnaires were distributed to public library authorities throughout the UK. Within departments of information and library studies, heads and staff responsible for admissions and teaching public librarianship were interviewed. Focus groups were organised with students. Semi‐structured interviews were held with recently appointed practitioners; and with senior practitioners chosen to reflect different types of local authorities. To examine the question of leadership development, interviews were held with managers in private sector organisations. The authors comment that over one million words of evidence emerged. They are to be commended on producing a report that has presented the essential evidence in a readable style.

The latter point is particularly important for the worrying picture that emerges of a sector of the profession which is in a state of crisis concerning recruitment, retention and leadership in public libraries. The crisis is emphasised since the public library has received a considerable investment from the government to enhance public access to the Internet. It also has an important role in supporting formal education and the emphasis on literacy, government initiatives to upskill the workforce, and the growing numbers of those who are retired.

The findings indicate that developing an effective workforce does not depend on any factor in isolation – managers need to be developed at every level, the organisational culture needs to be modified and chiefs will need to consider what is essential for the profession and users as a whole.

In terms of recruitment the findings that new entrants want to work with people and that they espouse a public service ethos are not new. What is disturbing is the continuing negative image of the profession – an issue of concern for some 30 years or more. Entry to information and library studies courses in the UK takes place at two levels. The quality of those entering first qualification master’s courses was not a cause for concern. With the introduction of student loans in place of grants has come a sharpening of the choice of postgraduate study so that the students are highly motivated, and in the reviewer’s experience, well qualified in terms of academic and personal attributes. The undergraduate intake to full‐time courses is a greater cause for concern as is evident in the report. Universities have had to incorporate generic modules or units into their courses thus weakening the relationship with the professional content. It has also resulted in fewer options being offered for study and in a number of schools a casualty has been public librarianship. There is also evidence that students would like to undertake periods of practical work during their studies, but the reality is that their experience has been mixed. Some libraries provide an excellent programme – others are not so good.

The question of retention was studied. There was dissatisfaction among many new recruits concerning training. A number were critical about induction training, and it appears that public libraries do not invest as much in training and developing staff, as does the private sector. In the private sector there is greater activity in developing the individual to meet the employers’ needs.

Leadership is a general issue across the sectors within the profession. Succession planning is now assuming major importance and the private and academic sectors are leading the way.

The report makes a number of recommendations including improvements in public library standards, that the library association (now CILIP) should consider compulsory continuing professional education, consideration be given to leadership development programmes, the setting up of traineeships etc. It is a report that needs action – but in the months since it appeared, little action appears to have been taken, although I am sure that a number of committees will have been discussing the issues.

But there are some issues that reflect societal changes affecting the situation that will not easily be overcome. In the early 1970s the reviewer carried out research into occupational mobility of professional librarians in the UK, and it was interesting to revisit the findings. It was a time of expansion of public services in the USA and Europe and libraries benefited. A shortage of staff in all sectors of the workforce resulted in graduates emerging from library school and receiving fast promotion through an hierarchical structure. Some reached the top in their early 30s – and many stayed in that post for a long period of time. It was also a time of considerable mobility across the sectors of the profession; public librarians could move into the expanding areas of higher education or into special libraries. There were choices to make in career directions. In the public libraries it was an exciting time with a focus placed on the development of new services – to schools, outreach in general, and to ethnic minority communities. And it was not only the library services within local government that were able to expand. But then the tide turned as governments, anxious to control public expenditure, changed attitudes. The public sector became less favoured and negative views emerged – do more with less. In the US professional press concern is being expressed about salaries, and in the UK local government staff are receiving annual increases far lower than those being offered to nurses, teachers and the police. The inducements to enter the government‐favoured occupations put public library salary scales into a less favourable category. In London and the south‐east the favoured professions are also more likely to received enhanced benefits in terms of London weighting, assistance with housing costs and the provision of créche facilities. It is not argued that these should not be paid, but it has made what was a level playing field less even … .

In the 1970s it was probably easier to make a geographic shift with a family. More work was available for the spouse, and education presented fewer problems for school age children shifting from one part of the country to another.

There may also be another social factor at work. A falling birth rate is resulting in a shortage of skilled staff in many countries, and there is competition to find the best recruits. It is increasing the gap between salaries in the public and private sectors. None of these factors will assist recruitment and retention in the public library sector.

To a different, and final issue – the role of the professional association. Unlike nurses, the police and teachers in the UK there is not one union representing the library and information workforce, but several. The library association has always argued that it was not involved in industrial matters – it provides a list of recommended salary scales and little else. However, as soon as it has recovered from the transition to CILIP it really should consider employing an industrial officer to enable more time to be spent on salary and pay conditions across the sector, and to create greater awareness, where it matters, of the value of the public library service. And to really get to work to use the excellent logo developed by the American library association – @yourlibrary promotes the vibrancy of library services. And I wonder, if we still had the Association of Assistant Librarians might there be fewer problems of leadership? It was a great way to develop professional attitudes and communication and political skills … .

To return to the report – it is very important, readable and the evidence is there – action must be taken.