The Library Leader's Guide to Human Resources : Keeping it Real, Legal, and Ethical

This book provides the level of detail for new and seasoned HR leaders to use to staff and operate their libraries with the best employees they can find. It offers legal advice from labor law attorneys, and operational steps, policies, and processes from Dr. Steve Albrecht, a longtime HR consultant for municipal government.

The human resources (HR) function for libraries can range in size and scope, depending on the size of the library. The complexities of HR today call for a guiding manual to help keep the multitude of processes fair, legal, and accurate. This book provides the level of detail for new and seasoned HR leaders to use to staff and operate their libraries with the best employees they can find. It offers legal advice from labor law attorneys, and operational steps, policies, and processes from Dr. Steve Albrecht, a longtime HR consultant for municipal government.
Even with the support of an HR Department (however large or small), all library leaders who have supervisory responsibility over their staff (hiring, firing, performance evaluation, assigning job duties) must have a working, updated knowledge of HR issues related to employing people in their branches. (And don’t forget that even student intent, unpaid volunteers, and part-time employees have similar employment rights as full-time, paid employees.) This means that besides the myriad of other duties required to run a safe, efficient, useful library for the community, library leaders - from the Director, to the department heads, to the managers, to the frontline supervisors, to the PIC (Person in Charge on each work shift) - each must know what they can and cannot do when it comes to HR laws, policies, guidelines, and best practices.
This includes:
legal issues related to screening interviewing, and hiring applicants; successful on-boarding and new-employee orientation programs; coaching for improved work performance or employee behavior; mentoring employees for both promotional opportunities and succession planning; the challenges of attendance, sick leave, ADA and FMLA issues; fair and legal performance evaluations; working with employees in a union or an association; HR practices related to testing, promoting, disciplining, or terminating library employees; and keeping all employees motivated and connected, using wellness, stress management, and programs to prevent burnout or “quiet quitting.” Other books for library leaders may touch on HR issues as part of a broader look at supervising employees. This book will focus on it.