Information Services Today: An Introduction

1. Information Services Today: An Introduction Second Edition Expected publication date: March 2018 Edited by Sandra Hirsh Chapter 22: Managing Personnel Robert Goch, JD, PhD, Molloy College Bruce Haller, MBA, JD, CFP, Molloy College Dawn DiStefano, MBA, Molloy College Maureen L. Mackenzie, MBA., PhD, PHR, Molloy College

2. About the Author Robert Goch, JD, PhD Molloy College Robert Goch, JD, PhD, is an assistant professor of economics and finance at Molloy College. He previously served as a senior Wall Street investment analyst for 15 years. In addition to publishing in academic journals, his insights have been presented extensively in the media, including the Wall Street Journal, BusinessWeek and CNBC. Goch received a joint degree PhD (financial economics)/JD from the State University of New York at Buffalo.

3. About the Author Bruce Haller, MBA, JD, CFP Molloy College Bruce L. Haller, MBA, JD, CFP, is the associate dean and director of graduate business programs at Molloy College, Rockville Centre, New York. Haller has practiced law for over 20 years, specializing in the areas of employment and contract law. Haller has published and taught employment and labor law at both the graduate and undergraduate level for numerous corporate consultants, colleges, and universities.

4. About the Author Dawn DiStefano, MBA Molloy College Dawn DiStefano, MBA, is a full-time professor at Molloy College in the Business Division. Her distinguished career spans diverse industries: telecom, legal, finance, academia, and non-profit. DiStefano holds degrees from Nassau Community College, Hofstra University, and Dowling College. She is currently pursuing her Doctorate of Professional Studies in Business with a concentration in Marketing at Pace University, Manhattan

5. About the Author Maureen L. Mackenzie, MBA, PhD, PHR Molloy College Maureen L. Mackenzie, MBA, PhD, PHR, is Dean of the Division of Business at Molloy College, where she has worked since 2012. She started her career at Allstate Insurance Company where she worked for over 20 years in numerous influential leadership positions, such as serving as the chairperson for the northeast region for the Fraudulent and Abusive Practices (FAP) subcommittee. She has publications that cover areas such as management, human resource management, trust in the workplace, business graduate education, entrepreneurship, managers' information-seeking behaviors, change management, and more.

6. Editor's Voice Chapter 22: Managing Personnel focuses on the skilled and talented people who provide the content, programs, and services that fit the needs of their communities. Managing these people is a key skill for information professionals, and Robert Goch, Bruce Haller, Dawn DiStefano, and Maureen Mackenzie, all from Molloy College, bring together their expertise in personnel management to highlight each step of the management process. Starting with hiring employees, this chapter then moves to discussing onboarding and managing employees, separating an employee, and understanding major legal issues related to personnel. Throughout the chapter, the authors remind us of the importance ensuring diversity throughout the organization –from volunteers who restack the shelves to upper management. The authors also emphasize the importance of ensuring that employees understand and buy into the mission and values of the organization as this helps organizations have strong contributors working toward the same goals. Effective information organizations are only as good as the people who staff them so it is important that information organizations hire the right people for the organization, and once hired, then effectively manage them. All information professionals should have some knowledge of personnel policies and practices –even if they are not a manager. The authors further emphasize that information professionals should also know their rights as an employee and to consider that management opportunities may be in their future as well.

7. Key Themes • Provides an overall state of the field – beginning with a history of the information organization and key influencers to forecasting future trends and issues that will require information professionals to remain forward-thinking. • Identifies the diverse and global nature of today’s information landscape. • Addresses how information and technology literacy is a growing need in our communities and remains a primary function of information organizations –and of information professionals. • Addresses how libraries and information centers will remain valuable entities in their communities – but to thrive they will need to remain creative, innovative, and technologically advanced. • Addresses new competencies, roles, and opportunities for information professionals. • Addresses challenges and key issues of the field and for the sustainability and essentialness of information organization.

8. Key Themes • Provides an overall state of the field – beginning with a history of the information organization and key influencers to forecasting future trends and issues that will require information professionals to remain forward-thinking. • Identifies the diverse and global nature of today’s information landscape. • Addresses how information and technology literacy is a growing need in our communities and remains a primary function of information organizations –and of information professionals. • Addresses how libraries and information centers will remain valuable entities in their communities – but to thrive they will need to remain creative, innovative, and technologically advanced. • Addresses new competencies, roles, and opportunities for information professionals. • Addresses challenges and key issues of the field and for the sustainability and essentialness of information organization.

9. Chapter Objectives Have an understanding of: • Hiring • Onboarding • Training • Motivating • Evaluating • Separating an employee from the organization • Legal aspects of managing personnel

10. Hiring Personnel for the Information Organization • Conducting a job analysis, creating a job (person) specification, and drafting a job description • Attracting and recruiting candidates • Conducting the job interview and offering employment

11. Textbox 22.1. Comparing the Job Analysis, Description, and Specification Job Analysis • Skills needed to perform those tasks and functions Job Description • Skills needed to perform those tasks and functions Job Specification • Minimum qualifications needed to be considered for a position

12. Job Analysis • determine if there is a need for the job • incumbent interviews • supervisor interviews • expert panels • structured questionnaires • task inventories • review of work logs Picture: rawpixel / Creative Commons

13. Job Description • scope of tasks • working condition • hours • salary range Picture: loufre / Creative Commons

14. Job Specification • minimal educational attainment • licensing/certificate requirements • specialized abilities Picture: TeroVesalainen / Creative Commons

15. Attracting and Recruiting Candidates

17. The Job Interview and the Offer of Employment

18. Textbox 22.2 Behavioral Descriptive and Situational Descriptive Interview Questions Behavioral Tell me about a situation where you failed. Why did you fail and what did you learn from it? Situational You are a team leader. What would you do if the work of one of your subordinate team members was not up to expectations?

19. “Skills are not synonymous with qualifications; skills relate to the job and qualifications relate to the candidate.” (Goch, Haller, DiStefano & Mackenzie, 2018)

20. Onboarding and Managing Personnel Onboarding: the process of integrating the new employee into the organizational culture. • Training • Motivating • Evaluating performance

21. Training • paperwork and orientation • coordinated training across the organization • shadowing a more experienced employee Picture: StarFlames / Creative Commons

22. Textbox 22.3. Examples of Paperwork for Onboarding • I-9 Employment Eligibility Verification • verification of a Social Security number • state specific tax withholding form • W-4 Employee’s Withholding Allowance Certificate • emergency contact information • benefit-related paperwork

23. “Organizational learning that is linked to strategic plans creates alignment among the employees and the goals of the information organization.” (Goch et al., 2018) Picture: Hillnye / Creative Commons

24. Motivating Money Power Achievement Affiliation

25. “Supervisors who can effectively motivate employees will meet and exceed organizational goals, retain talent, and create a healthy organizational culture that will serve its patrons.” (Goch et al., 2018)

26. Performance Evaluation • job duties • employee attendance • punctuality • completion of day-to-day tasks • progress toward long-term projects • participation in team projects • completion of higher degrees and/or managerial training • assessment from patrons • peer evaluation

27. Written Assessment • Training and other performance development activities • Goals for the next evaluation period Picture: jarmoluk / Creative Commons

28. Reward and Recognition

29. Discussion Question Why is it important to invest early in the onboarding process? What might be some long term benefits of successful implementation? Picture: StarFlames / Creative Commons

30. Separating an Employee from the Information Organization • Positive discipline and progressive discipline • Reasons for separation • Documentation • Legal issues related to human resource management • Fair Labor Standards Act • Discrimination laws

31. Positive Discipline and Progressive Discipline • Discipline should be progressive, fair, consistent, and proportional • Rules and consequences should be communicated to all employees • Policies, rules, and procedures should be neutrally enforced

32. “A progressive discipline policy, properly implemented and managed, will minimize wrongful termination litigation and is the most likely way to correct employee performance issues.” (Goch et al., 2018)

33. Separation of an Employee from the Organization

34. “Separated employee costs, new employee recruitment costs, and training costs must be weighed against the potential benefits of reduced labor costs, increased diversity, and an infusion of new ideas.”(Goch et al., 2018)

35. Documentation: Before, During, and After • Open communicationshould be maintained with the employee • Documents should focus on objective facts • Opinions and feelings should not be included • Any recommended disciplinary action should reference the company’s policies, the employees contract, or the collective bargaining agreement

36. Discussion Question What is a progressive discipline policy? What are the advantages of implementing one? Picture: jackmac / Creative Commons

37. Legal Issues Related to Personnel Management in Information Organizations

38. Fair Labor Standards Act Fair Labor Standards Act (FLSA): a federal statute that governs minimum wage, overtime compensation, and child labor constraints. • Most information organizations are covered • Employees are either exempt or nonexempt from provisions of the act • Nonexempt employees paid either the federal or state minimum age—whichever is higher • Time and a half pay for hours worked over 40 in one week

39. Discrimination Laws • Federal and state discrimination laws protect again discrimination based on race, religion, national origin, sex, and other protected classes. • Civil Rights Act of 1964 and the Civil Rights Act of 1991prohibits sexual harassment in the workplace • Americans with Disabilities Act (ADA) prohibits discrimination against qualified individuals who are defined as disabled under federal or state law.

40. Summary • As the complexity of the information world increases, so should the skills and knowledge of information professionals • Employees bring their individual differences, creativity, desires, problems, and more, into the workplace • Effective human resource strategies lead to sustainable workplace policies and practices • Hiring, new employee onboarding, training, motivating, evaluating, and at times, separating employees requires thoughtful care and commitment to policy and process • In personnel management focusing on people is essential

41. About the Editor Sandra Hirsh, Ph.D. Director, SJSU School of Information Sandra Hirsh has an extensive and varied background as a library and information science educator, leader, researcher, and professional – both in library and other information environments. She is currently Professor and Director of the School of Information at San José State University, and she has previously applied her LIS skillset to work in product development and R&D at HP Labs, Microsoft and LinkedIn in the Silicon Valley. She is active professionally and has held numerous leadership roles in ALA, ASIS&T, IFLA and other professional organizations. Resources Online Supplement: Webinar:

42. Thank you!