Southern Oklahoma Library System

Job Descriptions: Review and Revision

Gail Currier
Dr. Cecelia Brown/5940-Directed Project Summer 2018
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Assessment and Evaluation of Job Descriptions for the

Southern Oklahoma Library System
Part 2: Research:

Examining the criteria used in writing job descriptions and how it affects the hiring process

as well as the ability to evaluate employees for salary increases and pay scales is an important

part of management. Legally written job descriptions are one of the most significant reasons all

businesses, including libraries, should implement standards. According to the Oklahoma

Department of Libraries (ODL), policies and job descriptions should be revised and updated

regularly, especially before beginning the process of recruitment. When hiring certain positions,

such as the executive director, the search committee often provides information to the candidates

about the library, mission, and goals. This procedure is helpful in arranging interviews with the

best candidates who can fulfill the job description expectations.

Protection from lawsuits, particularly disability claims, is also important and current in the

industry. Moreover, traditional job titles in the information profession have recently been

updated in order to promote interest in areas of the field in addition to adapting to specialized

training and positions within library environments. One interesting and significant part of this

process is to review job positions that are recent to Southern Oklahoma Library System (SOLS),

including 3-D printing and digitalization. No written explanation is presently provided at SOLS

which brings up the question of how these tasks are currently being performed without direction

or policy. For this purpose, it is essential to constantly review and revise personnel descriptions.

Positioning the foundation for the project includes incorporating a complete understanding of

why documents from 1984 would be pointless in 2018. More importantly, these job descriptions

could actually hinder the organization for many reasons, including legal protection.

Communicating with several library systems like SOLS, that hire library positions such as Public
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Relations/Marketing Coordinator, provides an opportunity to review and compare content of

various personnel descriptions. Library systems were researched including Western Plains

Library System, Pioneer Library System, and the Houston County Library System. This process,

although lengthy, permits one to compare organizations, including policies and personnel, to that

of SOLS. Moreover, it is interesting to review those in other library systems and understand how

they relate to the current research conducted. Next, it helps to examine job descriptions for

hiring candidates for various roles within libraries including that of the executive director, branch

manager, and circulation clerk, to name a few. Much of the information discovered related

closely to content recently acquired in Dr. Marten’s 5053 course that included management

practices. For example, consistency and specific details are essential when creating new policies

and writing job descriptions. Multiple phone conversations and emails with directors and

personnel managers provided information and ideas that could apply to SOLS. All of the systems

serve multiple counties including libraries that are rural. Several of the library systems were

relatively similar in their detailed information and incorporated revisions to meet the mission of

their specific libraries.

In order to conduct effective interviews and select candidates who are well suited for

positions, it is important for employers to understand how to interpret resumes and review

material for specific jobs (Jones, 221). Oftentimes, those employed in the library industry

quickly move back into the flow of regular business routines as soon as a new hire comes

onboard instead of making preparations for the newly appointed librarian. Neglecting a new

employee often will lead this person to leave the position after a short stay at the job. The high

turnover is costly to any business or organization. In fact, the average cost to hire a new

employee is 15% of the annual salary of the position (Messmer, 60). For this reason, it is critical
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to ask for input of the skills desired, experience needed, and even work styles preferred from

colleagues prior to hiring a new employee.

When employing a new hire, it is recommended to initially address four areas of knowledge

so that the training practice and development can foster success. These areas include: 1. purpose

and objectives of the library from the viewpoint of the administration and staff; 2. recognizing

the place and status of the library; 3. understanding attitudes of non-library users toward the

library, and 4. identifying the attitudes of administration toward staff (Jones, 222). By focusing

on these topics during the process, details of job descriptions and the tasks needed for each one

can be adopted and implemented into the job description. One way to carry out this objective is

through reflection of details in different departments within the organization. Organizing the

divisions and responsibilities by importance also allows for evaluation and can create a path for

advancement.

Furthermore, legalities portray significant importance when creating job descriptions. By

keeping consistent with wording and explanations of the policies, for example, the applicants and

the organizations become protected (Finkerman, 111). According to the American Library

Association (ALA), all members of the library should receive copies of job descriptions when

they are hired and as soon as changes are implemented. ALA recommends that during the

process of writing the job descriptions, several team members should read and review them prior

to board adoption (ALA). This avoids complications. Additionally, typical problems with job

descriptions include lack of professional approach, no process for review and revision, and

ineffectively matching completely to the actual job (ALA). While reviewing the current SOLS

manual with policies and job descriptions, many reflect antiquated terminology and explanations

that are too general in nature. For example, instead of “assistance with copy machine” for a
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circulation clerk, more specific tasks should be defined such as “assists patrons with photo

copies, faxing services and keeping copy paper replenished.” The clerk would have a better

understanding of what is expected during the job. By defining the concept of the position, an

employer can prepare content that best identifies the job (Pato, 68). In doing so, all activities are

clearly listed within the scope of importance. Pato mentions using language that is clear and

explicit and listing responsibilities as well as circumstances for the particular position. This

allows everyone to understand the criteria of the job and accomplish goals as they relate to the

organization.

In conclusion, it is helpful to research the guidelines for the Equal Opportunity Commission

for a better understanding of the importance of giving the same opportunities to all applicants

and employees when evaluating and validating a job description (Finkelman, 112). Consistency

and details are critical in addressing procedures (Jones, 222). The feeling of contentment and

satisfaction from one staff member will foster the success of the department as well as the entire

library (Jones, 224). Finally, by being strategic the job descriptions for SOLS can be prepared

and successfully implemented.

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Houston County Library System. Sara Paulk, Director. Perry, Georgia. www.houpl.org. Email
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Jones, Dorothy E. “’I’d Like You To Meet Our New Librarian’: The Initiation and Integration of
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