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DLF WG on Labor in Digital Libraries, Archives and Museums: Valuing Labor Subgroup

Meeting minutes: July 1, 2019


Facilitator: Liz Caringola

Note-takers: Liz Caringola, Sandy Rodriguez

Complete 2019 schedule


Arts + All Museums Salary Transparency 2019

DPE AFL-CIO Library Professionals: Facts & Figures (see section “Library Worker Earnings and the Wage Gap”)

Living wage

Researching public salaries

Researching private salaries

  • Guidestar: publishes salary information for non-profit institutions
  • Glassdoor
  • Perhaps it is even more important for workers at private institutions to self-report in the surveys below?

Salary surveys

Additional topics discussed

  • Individual negotiation vs. collective negotiation
    • For individual
      • AAUW Salary Negotiation Programs
      • Counter offer as expedited promotion
      • Other things to negotiate besides salaries (i.e. moving expenses, more vacation time, professional development funding)
  • Cost of living
    • Is it strategic disadvantage for long-term salary growth to take a lower paying job even if somewhere with a lower cost of living?
    • Wages are not keeping pace with the extremely high cost of living in cities like San Francisco and New York
  • Compression
    • Definition: “Compression is when you have small differences in pay regardless of experience, skills, level, or seniority. You see this when the starting salaries for your new employees in a particular job title are too close to the wages of your existing workers. In really awful circumstances, the starting salaries might even exceed what your current employees are earning.” (–PayScale)
  • Equity
  • Ranking/classifications
    • Do not always correspond to salary differences
  • Raises including merit and cost-of-living increases
    • Eligibility difference with contract workers (i.e. term limited workers not qualifying for cost-of-living increases)
  • Who in institution oversees salary issues
    • Budget Committees
    • Unions
    • HR (sometimes impose constraints that are out of the control of hiring managers)
  • Types of arguments for collective approaches:
    • Compression
    • Compare to peer institutions (i.e. based on salary surveys)
    • Compare to comparable positions within the institution
    • Recruitment (making salaries competitive to help bring on new staff)
    • Reducing pay inequality
    • Reducing turnover/attrition
    • Within broader diversity/equity/inclusion iniatives
  • Strategies for collective approaches: