using the power of salary information pay study results and toolkit academic libraries
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Using the Power of Using the Power of Salary InformationSalary Information
Pay Study Results and Toolkit
ACADEMIC LIBRARIES
NCLA Pay Equity Study 2
Agenda• Background information ………………………… 3• Pay Equity ……………………………………….. 6• Compensation – the basics …………………… 11• The database …………………………………... 16• How to use the database ……………………… 32• What now? What you need to learn ………… 37• What now? Making the case …………………. 43• Practice …………………………………………. 60• Statewide comparisons for pay equity ………. 62• Definition of Terms …………………………….. 69• Other resources
Funded by the Institute of Museum and Library Services under the provisions of the federal Library Services and Technology Act as administered by the State Library of North Carolina, a division of the Department of Cultural Resources.
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Background
• A Pay Equity Task Force was organized by NCLA to investigate pay equity issues for North Carolina library positions.
• A project Steering Committee was formed; members included public and academic library staff, NCLA officials, and consultants. The goals now is
• To educate librarians, library staff and library customers regarding the role and value of the modern librarian so that they may be compensated fairly.
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Project Steering Committee Members• Beverley Gass, Guilford Technical Community
College, Project Manager• Jenny Barrett Boneno, Forsyth County Public
Library• Pauletta Brown Bracy, School of LIS, North
Carolina Central University • Robert Burgin, President, NCLA, Fiscal Manager• Keith Burkhead, Guilford Technical Community
College• Evelyn Council, Fayetteville State University• Jennie Hunt, Greensboro College• Connie Keller, Elon University
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What Did We Do? GOALS
• To develop an easy-to-use accessible database you can use to compare your library’s pay rates to the pay rates of the same jobs in other North Carolina academic libraries, and
• To compare library jobs to comparable jobs in your college or institution…to assess pay equity.
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PAY EQUITY
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What is Pay Equity?
Evaluating and compensating jobs
based on the skill, effort, responsibility and working conditions required, not on the people who hold the jobs (men or women).
Similar terms: Comparable Worth Equal Pay for Work of Equal Value
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How do women rank?
• Women are traditionally, and continue to be, undervalued in the workforce
– On average earn 75¢ per $1 for men
– Gap larger for women of color
– Flows through to affect pension, perpetuating the inequity
Reflects society’s undervaluing the work of women relative to traditional male work – regardless of whether the job holder is a man or women in a
female dominated profession (like librarian )
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Pay Equity
All benefit, men and women, when there is pay equity
“A high tide raises all boats”
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What about in North Carolina?
How do library jobs compare to similar jobs in the college or university?
• That’s what we wanted to learn.
• That’s what we want to help you assess in your institution.
• That’s why we created a web-based database … that you can access.
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So before we begin, a little primer about
COMPENSATION
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What is Compensation?
Everything employees perceive to be of value resulting from the employment relationship - a mix of salary, bonus, benefits and the work environment
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Compensation & Benefits• Base pay• Differential Pay
– Weekends, evenings, holidays
• Short and long term incentive pay
• Cash recognition• Legally required
benefits– Worker’s comp– Social security – Unemployment
insurance
• Other benefits– Health insurance– Short and long term
disability– Deferred pay– Pension– Paid time off– Tuition
reimbursement– Unpaid leave– Non-cash
recognition– Perks, including free
parking
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More than $
Financial (“Show me the money”)
• Direct compensation (usually dollars)
• Indirect compensation (usually benefits)
Non-financial
• Public recognition• Feedback• Coaching/mentoring• Pleasant work group• Opportunity• Quality of work life• Job tasks• Culture/leadership• Learning opportunities
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Compensation Philosophy
• Goals and objectives• Definition of your marketplace• Target level of competitiveness• Pay Equity
Considerations:– Internal and external equity– Salary vs benefits/intangibles– Local, state, regional, national markets– Benchmark jobs– Budget process for library and college/university– What’s been happening (compensation) in the institution
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About the Database
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Participants
• Data represents academic libraries and colleges, community colleges and universities state-wide– 73 academic libraries and 26 human resources
offices of colleges/universities responded– The North Carolina Board of Education
Department of Public Instruction, Public School Salary Schedules for Fiscal Year 2006 – 2007 and Local Salary Supplements were also reviewed
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Positions Included in the SurveyAcademic Library
• library director
• chief public service librarian
• chief technical services librarian
• library information technology services director
• reference specialist
• librarian
• senior librarian
• library technician
• circulation clerk
• computer support specialist
• building maintenance worker
• library technical processing clerk
• systems analyst
• instructor
• assistant professor
• faculty with master’s degree
• faculty with master’s degree + 30 credits
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Positions Included in the SurveyCollege/University
• dean (humanities or undergraduate programs)
• chief financial officer
• chief, enrollment management
• director, continuing education
• director, administrative computing
• senior accountant
• systems analyst
• sr. electrical/electronic engineer
• counselor
• student activities officer
• buyer
• programmer analyst, supervisor
• continuing education specialist PC technician
• cashier
• building maintenance worker
• instructor (IT department)
• assistant professor
• faculty with master’s degree
• faculty with master’s degree + 30 credits
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The database includes:
• Demographics:
– For each participating academic library or institution
• # of full-time employees
• # of part-time employees
• Budget
• Enrollment
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Data with depth!
• Each Academic Library/Institution reported the following for each position:– Hours worked per week– # of full-time and part-time employees in the
position– Average pay of incumbent(s) in the position– Hiring rate (if any) for the position– Minimum and maximum of the pay range for
the position– Longevity pay (if any) for the position
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And….• The library or institution’s title for each
position• The education and experience required for
the position• The Fair Labor Standards Act (exempt/non-
exempt) status of the position• A degree of match rating
– An indication of how closely the position matches the description provided in the survey instrument
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Equivalent PositionsFor comparative purposes, the following positions may be matched. These are examples only – other matches could certainly be made based on the individual requirements of the systems.
Academic Library College/University
library director dean (humanities or undergraduate programs)chief financial officer
chief public services librarianchief technical services librarian
chief enrollment managementdirector, continuing education
librarian counselor
library information technology services director
director, administrative computing
reference specialist buyerstudent activities officer
A comparison to teachers, principals and superintendentswas also made.
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Equivalent Positions (cont’d.)
Library College/University
senior librarian senior accountantsr. electrical/electronic engineerprogrammer/analyst supervisor
library technician cashier
circulation clerk cashier
computer support specialist PC technician
building maintenance worker building maintenance worker
technical processing clerk cashier
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Equivalent Positions (cont’d.)
Library College/University
systems analyst systems analyst
instructor instructor (IT department)
assistant professor assistant professor (IT department)
faculty with master’s degree faculty with master’s degree (IT department)
faculty with master’s degree + 30 credits
faculty with master’s degree + 30 credits (IT Department)
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What can you do with this data?
• It’s customizable
• Administrators: You can compare your jobs with other academic libraries and colleges and universities statewide for
• Compensation and budget planning
• Updating salary plans
• HR planning
• Assessing pay equity
• “Making a case” to …..
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What can you do with this data?
• Library employees: You can use this data for:
– Obtaining salary information
– Negotiating your salary
– Planning your career
– Determining where you might want to work
– Planning your future
– Planning your retirement
– Job satisfaction
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You Can Compare:• The pay of positions in your library to the
“equivalent” positions in your college or university to assess pay equity
• The pay of positions in your library to matching positions in other academic libraries
• The pay of positions statewide or by individual institution – select the libraries you want; peers, aspirants, others; choose your own market! Select the libraries you want!– The database does the calculations – users only
have to enter position titles and school name.– Comparisons are made in dollars and
percentages– Comparisons also provided as
mean or median (see definitions on slide 70)
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Examples:Question
• Catawba College wants to compare the salary of their chief public service librarian to the salaries of other chief public service librarians in the State as well as to the chief of enrollment management in their own school
Findings – Use the website to learn that the chief public service
librarian at Catawba earns 15.6% less than her counterparts state wide (actual pay)
– Catawba College also discovered that their chief public service librarian earn 96.5% less than the chief of enrollment management in their own school Note: you might choose to match this, or any, job to others in your institution. It will depending on a variety of factors including culture, scope and responsibility of positions, internal equity, etc.
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More Examples:
Question
East Carolina University’s library wants to compare the salary of their IT positions to those of the IT positions in the school in general:
Findings • Use the website to discover that the Computer
Support Specialist working in the library at East Carolina University earns 12.4% less than the Computer Technician at college (median of actual pay)
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More Examples:
Question Asheville-Buncombe Technical Community College
wants to compare its Librarians and Circulation Clerks to comparable positions in the college
Findings
• Use the website to create the table on the next slide.
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More Examples:
• Use the website to learn the following about Asheville-Buncombe Technical Community College:
Median Pay Median Pay
Librarian (MLS) $24,000
Circulation Clerk (AA) $25,000
Counselor (MLS) $43,812 Cashier (AA) $29,724
Difference -82.5% Difference -18.9%
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Using NCLA’s Pay Equity Study to help your library
Here’s How YOU
CAN DO IT! (Use the database, that is)
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How to Use the Website:
• Go to
• http://www.nclaonline.org/payequity/results/index.php?s=1
• Dig into the data!
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How to Use the Website:
• The academic reports button allows you to download the database and save to your computer as an Excel file or use on-line and also provides a list of all of the job descriptions used during the survey process
• The instructions button provides instructions for downloading the data
• Once the data is downloaded, there is a step-by-step guide to using the database in the “Instructions” tab of the spreadsheet
Let’s get started!
Use the website to gather & analyze data ….
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What does the data tell you?
• Analysis
• Comparison to college/university jobs
• Comparison to other academic library jobs
Note: Cautions … 2006 data … ratios are probably the same or very similar, but dollar amounts have most likely increased.
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WHAT NOW?Part I
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What are your goals?
You might not have looked at all of the data yet, but what is it you want??
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What You Need to Learn
• What is the compensation philosophy of your college or university?
• How are jobs priced?• How does the college/university define its
labor market for:– Exempt jobs (from the provisions of the
Fair Labor Standards Act – FLSA)– Non-exempt jobs– Management jobs
• What is the budgeting process?• What else do you need to know?
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Stakeholders
• Whose cooperation do I need?Whose compliance do I need?
• Whose opposition would keep me from accomplishing my goals?
…..try to see the world from their perspective
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Possible Stakeholders/Allies
• Library Director• Trustees• President• Chancellor • Dean• Provost• Human Resources official • Faculty Senate• Employee Senate• Department Chair• Student Government Association • Members of other predominantly female
professions in the college (e.g., counselors)
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Who do you need to talk to?
• Who?• About what?• When?• Why?
• Keep your message brief and consistent
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What Do I Do Now?Part 2: Making the Case
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Library Staff: Use the Data to
• Make a case to your supervisor and library director/dean; show them the numbers!
• Be a 1 person crusader …
• Form a committee to delve into the data
• Talk to an NCLA committee person for training or help if needed
• Partner with NCLA for action!
• Participate in LSTA funded NCLA programs on influence and how to negotiate +
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Administrators: Use the data to
• Make a case to college/university officials• Ensure your library’s job descriptions are well
written and reflective of actual duties• Include professional levels duties required of, and
performed by, nonprofessional staff• Stress IT responsibilities• Stress supervisory responsibilities including volunteers,
students, and pages
• Have senior library staff serve on college compensation committees to ensure that the institution’s HR personnel are fully aware of the scope and depth of library jobs
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Tell Your Story
• Talking points
• Speeches, news releases, interviews
• Trustees, local media, talk shows
• Role of library in educating and supporting students and faculty
• Media contacts
• Letters to editor – faculty, board member,, students
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Be Proactive!
– Ensure job descriptions are well written, reflect actual duties, and include professional duties required
– Stress IT responsibilities, data base usage, supervision
– Use same language as broader institution– Update your institution regularly to reflect
changes in knowledge, skills, abilities and technology
– Serve on compensation committees and – Ensure that HR staff are fully aware of the
scope and depth of library jobs.
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Be Proactive!
– We need to teach women to negotiate salaries, including their starting salary. This is not common (7% for women v 57% of males[1]) and makes a negative impact on their salaries throughout their careers.
– Educate public, students, faculty, officials and others about the role and contribution of library personnel as well as the education and experience required.
– Librarians must speak out, not downplay, their role in education, information literacy, etc.
– Capitalize on advocacy materials prepared by ALA-APA.
• [1] Babcock, Linda & Laschever, Sara. Women Don’t Ask: Negotiation and the Gender Divide (Princeton University Press, 2003)
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Talking points
• Shouldn’t have to choose between paying fair salaries and buying books
• Starting salaries for X (position) are x% higher than librarians who also have bachelor’s or master’s degrees
• Who will take the place of retiring librarians?• Can’t live on love alone!• Libraries work because library workers make them
work!• Today’s librarian is a tech savvy, info expert who
can enrich the learning process of any library user – from pre-school to grad student to retiree!
From Advocating for Better Salaries and Pay Equity Toolkit ala-apa.org
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Action Plan
WHAT When Need Issues Out-comes
1.
MORE TIPS
To Make Your Case
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INFLUENCE
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How to Make Your Case
Influence: a process that uses interpersonal and social skills to make others voluntarily change their attitudes
How do YOU get what you want?
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Channels of Influence: Some Ideas
1. Frame” the options to emphasize the “desirability” of your choice
2. Display your expertise; don’t assume it’s obvious
3. Changing a commitment requires a face- saving way out
Make active, public and voluntary
4. Higher price = Higher quality
Highlight unique benefits and exclusive information
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More Ideas
5. People follow the lead of similar others; we want to fit in; use peer power when you can
6. We like those who like us; similarities create bonds ; seek connections
7. People follow the lead of those with prestige or reputation for a valued quality
8. Reciprocity – people repay in kind; give what you want to receive!
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Missed opportunities
• Failure to take the audience with you• Wrongly assuming that the key players all shared
identical goals• Ignoring “emotional” reactions to proposals• Forgetting that men and women are irrational• Trying too hard• Having no knowledge of others “hidden agendas”• Not “selling” to the “buyer’s” style• Underestimating the political dimensions of
organizational life• Relying only the data; you need to sell your
story.
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Persuading or selling your ideas
• “…. The skills in identifying what matters to the people being persuaded
• shaping one’s arguments to guide the thinking of those persons
• presenting oneself in a credible manner• and encouraging people to see one’s
perspective• without setting them up as in manipulation
or backing them into a corner as in coercion.”
Reardon, p. 2
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Disempowerment Happens
• Not clarifying wants
• Responding too quickly
• Seeing others as experts (devaluing own expertise)
• Boundary fusion
• Not focusing on the present
• Being fearful of rejections
• Viewing others’ wants and needs as more important than your own
• Limiting your options (always more than 3)
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Influence
• Who do you need to influence?
• How are you going to do it??
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PRACTICE
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Role Play
• Teams of 3
• Prepare
• Use the information from the NCLA survey
• Probe
• Propose
• Listen
Statewide ComparisonsAcademic Library to College/University Positions
Pay Equity
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Statewide Salary Comparisons:Academic Libraries vs. College/University
Library Director$59,000
Dean Difference
$84,000 -42%
Chief Financial Officer Difference
$106,000 -79%
Chief, Enrollment Management Difference
$88,400 -50%
Director of Continuing Education Difference
$79,247 -34%
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Statewide Salary Comparisons:Academic Libraries vs. College/University
Chief Technical Services Librarian
$48,942
Chief, Enrollment Management Difference
$88,400 -80.6%
Director of Continuing Education Difference
$79,247 -62%
Librarian$40,000
Counselor Difference
$44,242 -10.6%
Library Information Technology
Services Director$62,500
Director, Administrative Computing Difference
$76,858 -23%
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Statewide Salary Comparisons:Academic Libraries vs. College/University
Reference Specialist$31,750
Buyer Difference
$44,041 -38.7$
Student Activities Officer Difference
$40,098 -26.3%
Senior Librarian$44,734
Senior Accountant Difference
$58,286 -30.3%
Sr. Electrical/Electronic Engineer Difference
$62,892 -40.6%
Programmer/Analyst Supervisor Difference
$70,793 -58%
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Statewide Salary Comparisons:Academic Libraries vs. College/University
Library Technician
$26,350
Cashier Difference
$27,015 -2.5%
Circulation Clerk
$25,250
Cashier Difference
$27,015 -7%
Computer Support
Specialist$37,961
PC Technician Difference
$38,137 -.5%
Building Maintenance
Worker$29,704
Building Maintenance Worker Difference
$24,333 +18%
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Statewide Salary Comparisons:Academic Libraries vs. College/University
Systems Analyst$54,995
Systems Analyst Difference
$50,000 +9%
Instructor(INS)
Instructor (IT department) Difference
$47,333
Faculty w/Master’s
Degree(INS)
Faculty w/Master’s Degree (IT department) Difference
$46,400
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Salary Comparisons: Definition of Terms
• Mean/Average – an arithmetic average derived by adding a set of numbers and then dividing the sum by the number of items in the set
• Median – the middle item in a set of hierarchically ordered data points containing an odd number of items or the average of the two middle items if there is an even number of data points.
• Minimum – the median of the minimum of all pay ranges reported for the position
• Maximum – the median of the maximum for all pay ranges reported for the position
• Range Minimum – the median minimum of the pay range or grade to which positions are assigned in the market
• Range Maximum – the median maximum of the pay range or grade to which positions are assigned in the market
• Actual Salary (Average) – the average of the actual salaries paid to incumbents in the position
• Actual Salary (Median) – the statistical median of the actual salaries paid to incumbents in the position
• Labor Market – the labor markets for libraries and other organizations are identified and defined by a combination of geography (local, regional, national), industry (e.g. librarian), education and experience required. The labor market will vary depending on the level and type of position.
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Other resources:
• @ your library
– Libraries are changing and dynamic places
– Libraries are places of opportunity
– Libraries bring you the world
– Librarians are the ultimate search engine
• Singer, Paula M. Developing a Compensation Plan for Your Library. ALA
• ALA-APA; http://ala-apa.org/toolkit.pdf
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Prepared by the Committee and:
Paula M. Singer, PhD
Laura Francisco, PHR
The Singer Group, Inc.
12915 Dover Road
Reisterstown, MD 21136
410-561-7561
Pmsinger@singergrp.com
www.singergrp.com
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