Statement on Recruitment,
Internal Recruitment and
Reassignment Strategies for the
University Libraries 2003

The University Library is committed to building and maintaining a highly knowledgeable, skilled, flexible, creative, and diverse faculty and staff. We design positions that carry out the library's mission, support changing environments and allow staff to develop new skills and expertise.

We traditionally have used a blend of internal and external recruitment so that we can foster individual development as well as attract new and diverse talent. Although we retain a commitment to this long-term strategy, the Library Executive Committee (LEC) implements alternative approaches to staffing in special circumstances.

At its January 15, 2003 meeting, LEC determined that the Library is now facing compelling "special circumstances". We will see a budget cut for FY 03/04 which we think will be 5%. We also need to slow the rate of spending this fiscal year so that we stay within budget. At the December meeting of LAM, we set as our first priority for this tough time: Honor commitment to library staff and faculty for jobs, recognition, salaries. To keep our commitment to library staff and faculty, as well as meet the budget objectives, we need to keep some positions vacant, beginning now and through 03/04. We do not yet have a firm handle on how many vacant positions we will need; however, a very preliminary target is 10 - 15 positions. This is a preliminary number because it depends also on what other cuts are made.

More than ever, we need all of us as individuals to think as part of the library team – directing our energies toward our strategic plan for carrying out the library mission. Throughout the library, some activities will be modified or stopped as we define for ourselves how we can both reduce the budget and carry out our mission.

We have to align staffing with our strategic areas and directions. As vacancies occur, associate directors will work with department heads in evaluating current activities and library needs to determine what most needs to be done. We are in a situation which we hope is short in duration, where we cannot afford to keep doing everything we want to do. Where it is determined that a position should be filled, we will focus on filling positions through internal recruiting or reassignment.

The paragraphs below outline general guidelines for internal recruitment and reassignments.

Internal Recruitment: (Estimate 80% of placements)
The combination of budget reductions and an increased focus on strategic objectives will affect recruiting in the following ways.

A) All vacant positions will be carefully examined to determine need and priority in comparison with stated staffing priorities. Department Heads will be asked if the activities are essential, if some can be absorbed by other staff, eliminated, or accomplished through the use of temporary help.

B) In most cases, approved positions will be posted internally (within the library). ULONs will be used to alert staff to these opportunities and to link staff with the postings.

C) Supervisors will continue to interview and select candidates. Associate directors, however, will work with department heads to encourage hiring internal staff who meet basic qualifications and demonstrate potential. This new emphasis on internal recruitment will offer staff (who are willing to take on additional training) an opportunity to more quickly move into a higher level position. The library will provide funding to help with additional training.

D) In those cases when positions postings fail to generate qualified applicants, the department head and the associate director will identify alternative arrangements for filling the position or reassigning essential responsibilities.

Reassignment: (Estimate 15% of placements)

A) Reassignment refers to a situation when an employee is moved to a different position outside of the normal recruitment process in order to align skills, knowledge, and production with library priorities. Reassignment may be used to address staffing needs in at least three ways. 1) An individual may be asked, or may ask, to assume a new set of responsibilities that match library priorities. 2) A department head or associate director may determine that certain activities can be suspended or eliminated in order to redirect staffing. Staff associated with such activities would then be in a preferred pool for consideration for open positions. (Being in a preferred pool guarantees first review by the supervisor, but does not promise a position to an unqualified applicant).

B) Administrative reassignment may occur when an administrator recognizes that one individual possesses the unique skills needed for a specific position or when there are some personal, legal, or confidential circumstances.

External recruitment (estimate 5% of placements)

A) In some cases, internal qualified applicants cannot be identified or do not want specific positions. These cases will be referred to LEC. Some may be held open for a year and then reconsidered for external posting while others may be offered immediate support.

Jo Bessler/LEC
January 21, 2003 (Back to Recruiting Process)