- Screen applications.
- Make an initial review of applications to identify viable candidates for the position.
- Check references.
Note: Some candidates may request that their applications be kept confidential and that their current employer not be contacted. During the initial screening this is not unusual but if the applicant is one of the top candidates being considered, the search committee should ask permission to investigate all references.
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- Acknowledge receipt of all applications and notify candidates who were not selected for interviews.
- Interview candidates, requesting input from staff and the community.
- Make reservations for accommodations for candidates as needed.
- The following interview processes and topics require board decisions:
- The number of applicants to be interviewed (usually 3 to 5).
- The order in which candidates will be interviewed.
- Whether candidates will be interviewed on the same day.
- Who will chair the interview process.
- The time and place for board and/or search committee interviews.
- The time and place for staff and community interviews and public announcements announcing same.
- Who will host the candidates and provide a tour of the library and of the community.
- The process that will be followed if members do not agree on the best candidate.
- Before the interview, provide candidates with:
- Scheduling information.
- Policy and procedures for reimbursement of travel, lodging, and other costs associated with the interview.
- Copies of the library mission, planning documents, budget, financial history, organizational and staffing structure, and other applicable documents.
- Select the new library director based on agreed upon criteria in a public board meeting.
Do:
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- Facilitate an open discussion that clearly outlines the expectations of the library board, the current status of the library, and the working conditions.
- Ask the same questions of all candidates.
- Allow adequate time for in-depth conversations, questions, and follow-up.
Don’t:
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- Ask questions that do not have anything to do with the job or are not vital to determine the applicant’s ability to perform the essential functions of the position.
- Make promises or leave illusions that the board will be offering the job to the candidate being interviewed.
After the interviews are completed:
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- Complete evaluation sheets and discuss candidate qualifications to gather immediate reactions.
- Gather and review evaluation forms and comments from staff and community interviews.
- Rank candidates based on the interview evaluations, taking into consideration the comments of the search committee, the staff, and the public.
- Determine whether the second-choice candidate will be offered the position if the top candidate declines.
- Seek a consensus of the search committee. The committee and/or board may decide to do an additional interview with selected candidates, ask further questions of references, or re-advertise the position.
- Make a conditional job offer.
- Contact the candidate with a conditional job offer, requesting a response within a reasonable time period. The conditional offer protects the library during this period and allows the library to:
- Ask about needed accommodations.
- Require a medical examination.
- Negotiate with the candidate regarding salary, starting date, reimbursement of moving expenses, etc.
- If the candidate declines the offer, or if negotiations are unsatisfactory, the position may be offered to the second candidate, or the search may be reopened.
- If the offer is accepted, send 2 official copies of the agreement or contract that include details of the appointment, duties, salary, benefits, probationary period, evaluation process, starting date, etc. Provide space for the candidate’s signature of acceptance and instructions for returning the signed copy of the agreement.
- After acceptance, contact all other candidates, thanking them for their interview and informing them of the decision.
- Immediately after the candidate accepts the position, the board should notify the interim director. Be sure to express gratitude to the individual at that time, as well as more formal appreciation when the interim appointment is completed.
- Develop a written contractual agreement, spelling out the relationship and expectations of the board and director.
Note: Many boards and directors develop and sign a formal contract that is reviewed annually.
- Orient the new director.
The board and new director need to agree on goals and the work plan as one of the first actions after the director arrives. The initial work plan should take into account the learning curve of a new director as well as the skills that the new director brings. It will form the basis for formal and informal reviews during board meetings.
- Evaluate the new director’s performance during the probationary period.
Take full advantage of the probationary period to assess how well the director is meeting the expectations of the board, and vice versa. This is the time to identify and deal with mutual concerns to avoid future problems and to mutually agree on opportunities for counseling or education to assure that expectations can be met. Be sure this is done before the end of the probationary period, normally, at a minimum, within the first 3 to 6 months of employment. The final probationary evaluation will determine whether the library will retain or dismiss the library director.
Note: If the library director will not be retained, the board should have objective documentation of the causes for dismissal prior to the final probationary evaluation.