DLF Wiki - User contributions [en]

Designing an Inclusive Interview Process

2020-07-16T17:27:31Z

Cspina: /* Prior to the Interview Day */

==Prior to the Interview Day==
*Ensure that the search committee and the group of people participating in the interview process reflect the diversity of the library’s staff.
*Provide training for the search committee and anyone else participating in the interview process about recognizing and counteracting implicit bias. This is vital to ensure that all candidates are given a fair interview and equitable consideration. *This should go beyond, but also include training on what questions cannot be asked, such as questions about marital status, religion, disability, and other similar topics. Many people may assume that they are knowledgeable about these issues and are not biased, particularly if they have gone through some other type of training on recruitment procedures, but it is important to move past any initial defensive reaction to ensure that everyone has truly examined their biases and done the work to move beyond them.
*Don’t ask “trick” questions, which do a poor job of evaluating future work performance and can be biased against candidates with less experience and training on interviewing.
*Develop a set of interview questions that will be asked of all candidates and share them with the candidates in advance of the interview. This offers a more inclusive experience for those with certain types of disabilities and those who work better in situations where they have time to consider their response to questions and hypotheticals. Developing a standard list of questions also helps to avoid bias in the interview questions themselves.
*Determine the appropriate structure for the interview. Is a presentation really needed? What size groups should the candidates meet with? Who will be included in the interview process? Will people from all levels of the institution be included?
*If a presentation is required, ensure that all candidates receive the assignment the same number of days in advance of the interview.
*Share an agenda and a list of people who will be participating in the interview with the candidates in advance of the interview date so that the candidates can prepare. This levels the playing field for internal and external candidates and can be helpful for individuals with certain types of disabilities.
*When sharing a list of who will be participating in the interview, include the individuals’ pronouns, particularly if this is a standard practice for other purposes at your institution. This will signal to candidates that you are open to and will respect their pronouns.
*Ask the candidates for any specific needs, such as disability accommodations or allergies and other food requirements if a meal is included in the interview.
*If you include a question about pronouns in any of your pre-interview application or forms, ensure that this is optional.
*Ensure that any demographic forms either do not have a question regarding gender or include options beyond male and female.
*Offer a clear way for candidates to ask questions or submit other requests for accommodation.

==On the Interview Day==
*Ensure that the space for the interview is accessible, distraction free, and, if possible, set up flexibly, for example offering a variety of seating options.
*If a presentation is part of the interview, have tech support on hand and have microphones available for both the speaker and those asking questions after the presentation.
*Offer periodic breaks during the day, not just for restroom use but also to simply recharge alone in a quiet space.
*Have a plan to intervene if anyone asks an inappropriate question or makes an inappropriate comment. Groups are often unwilling to consider this possibility, but it can happen and it is important that the candidate is not expected to handle the situation alone simply because no one feels comfortable intervening.

==After the Interview Day==
*Don’t call references until you are relatively sure that the candidate may be hired and offer an option to speak to references who are not from their current employer. An offer can be made contingent on receiving a positive reference from the candidate’s current supervisor or another current coworker, which ensures the ability to speak to someone from a person’s current employer without jeopardizing their current employment.
*Provide a clear way for the candidate to ask follow up questions.
*If not already done, offer a timeline for finding out whether the candidate has been selected for the position.
*Contact all other applicants after a candidate is selected to let them know their application was not successful.
*Provide information about the benefits and expectations in writing when making an offer.
*Offer a reasonable amount of time to make a decision about accepting any offer that is made.
*Consider offering the option to get in touch with other recent hires or others members of the library team when making an offer; the candidate may have questions that they would like to ask but don’t feel comfortable asking the person making the offer.

Tips for Successful Negotiations

2020-07-08T01:19:55Z

Cspina:

==Do==
*Do your research. Whether you receive a salary range with the job post or offer or you are researching publicly available salary data, be sure that you know what is a reasonable salary for the job in question.
*Clarify who you should speak to about your compensation package. At some institutions this will be a person in the library and at other it will be someone in human resources. Be sure you are clear on who has the authority before negotiating.
*Focus on facts. Explain your requests by reference to other libraries, other personnel in the same library, your educational background, and your experience.
*Have a plan.
**What is your dream compensation package?
**What would you be willing to accept? What would prompt you to reject the job?
**What is your top priority in the negotiation?
*Ask for everything at once. If you want changes to the salary, job duties, title, and vacation days, for example, ask for all of these at once and be prepared to give one (or more) up to achieve your top priority goal.
*Be prepared for confrontation. While negotiation should always be professional and not argumentative, it does represent a level of assertiveness and confrontation that can feel awkward or uncomfortable for some job applicants. If you feel uncomfortable, practice with a friend, family member, or mentor in advance.

==Do Not==
*Make assumptions. Once you have an offer, ask any relevant questions before you start negotiation and definitely before you accept an offer.
*Be afraid of silence. Negotiation can take time and sometimes this might even mean (potentially awkward) pauses in a conversation. Don’t rush to fill the conversational void and don’t feel you must accept an offer simply because they need to stop to think about your counter offer.
*Expect to receive everything you request. Often the process of negotiation will involve multiple back and forth volleys. Therefore, it can be good to ask for more than your minimum acceptable terms when you make your initial request.
*Accept until you have received all the information you need. Once you accept the offer, it will be difficult or impossible to re-start negotiations, so be sure that you have asked about everything before accepting an offer and feel free to ask for it in writing if it is otherwise unclear.

==Advice to Keep in Mind==
*You can negotiate more than salary. Other possible items for negotiation include:
**Job title
**Job duties
**Job Status (i.e., Staff vs. Librarian; NonFaculty vs. Faculty)
**Relocation funds
**Professional development support
**Vacation time
**Retirement contributions (potentially)
**Office space/equipment/set up (i.e., private office, laptop, ergonomic consultation, etc.)
**Research support (mostly in the case of tenure track positions)
**Stock Options/Restricted Shares/ESOPs/Profit Sharing (in a corporate setting)
**Library resources
*You can negotiate any time your job changes, not just when you are hired for a new position. If you are asked to take on significant new responsibilities (such as management, supervision, or work in a new functional area), you can also negotiate new terms at this time. Even if more money isn’t in the cards, you can ask for a change of title, one time or recurring professional development support, or removal of some of your other job duties.
*Some of the tips and mindsets relevant to negotiation can also be helpful in other settings, such as when requesting reasonable accommodations for a disability.
*If you are negotiating changes to an existing job, there may be supports or resources available for you. Check to see if there are HR, union, or Employee Assistance Program (EAP) resources available that will be relevant.
*Negotiation is fairly common. While some institutions may not have much flexibility for negotiation, it is rare that simply asking for changes to your compensation package will result in a job being revoked.

Tips for Successful Negotiations

2020-07-08T01:19:32Z

Cspina: Created page with "==Do== *Do your research. Whether you receive a salary range with the job post or offer or you are researching publicly available salary data, be sure that you know what is a..."

Advocacy, Recruitment, and Leadership Programming Subgroup

2020-07-08T01:16:29Z

Cspina:

Back to [[Committee for Equity and Inclusion|main CEI page]].

==Advocacy==
These resources are intended to provide support for advocating for yourself in the workplace.

*[[Tips for Successful Negotiations]]

==Recruitment==
These resources are intended to provide the tools needed to create an equitable and inclusive recruitment process.

*[[Tips for Attracting a Diverse Applicant Pool]]
*[[Places to Post Job Ads]]
*[[Designing an Inclusive Interview Process]]

Tips for Attracting a Diverse Applicant Pool

2020-07-08T01:15:18Z

Cspina:

#List as much relevant information about the position and work environment, particularly:
##Salary
##Advancement potential
##Benefits (such as health, support for leave, childcare, and relocation reimbursement).
#Ensure that your institution’s online application system (assuming it has one) meets accessibility standards and offer an alternative way of submitting an application for those who cannot use the online system.
#Language matters in job ads, so consider what the language of your job ad conveys. It is important to spend time reviewing and updating the language with a view to who will feel encouraged to apply based on the language:
##Avoid gendered language, including pronouns.
##Consider what language choices might imply about your work environment and who might be dissuaded from applying. For examples, check out Harvard Business School’s blog post entitled [https://www.hbs.edu/recruiting/blog/post/simple-ways-to-take-gender-bias-out-of-your-jobs Simple Ways To Take Gender Bias Out Of Your Jobs].
##Avoid unnecessary jargon, particularly if the position is an intro level job with training provided.
##Carefully consider how you describe tech skills.
##Avoid language most associated with start-up job ads, such as awesome, cool, etc., which can be off-putting to some prospective applicants).
##If you have institution-specific slang or abbreviations, consider whether this also may be off-putting to outside applicants.
#Ask whether you are listing a reasonable number of requirements for a single position.
#Always carefully consider what is a requirement and what is a preferred qualification. Evidence suggests that many applicants, particularly those who would bring greater diversity to applicant pools, will not apply unless they have every single “required” skill. This could mean missing out on applicants who would be perfect for the position if too many skills are listed as required.
#Following from the last point, if certain skills are truly required for consideration, make that very clear. For example, some state schools may only be able to hire candidates with all of the required skills and other schools may absolutely require a library degree for any job with a librarian title. This is not the case at all institutions and clarity will save everyone time and effort.
#Remove unnecessary language from the ad, particularly if it is outdated and/or “boilerplate” language. An example is physical requirements such as the ability to lift a specific amount of weight. This language excludes people with some types of disabilities and might run afoul of legal requirements as discriminatory.
#Remove mentions of work culture and related adjectives, which are often used in ways that are unintentionally exclusionary or even intentionally discriminatory.
#Think about where there could be flexibility and highlight it. For example:
##Does the person really need to stand or could an accommodation be made?
##Would remote work be possible?
##If a driver’s license is required, could the person obtain it after accepting the position within a certain amount of time?
#Minimize formal education requirements and specify if a person can complete the degree after accepting or even starting the position.
#Detail any support systems in place for new hires. For example:
##Does your institution have a mentoring program?
##Does your institution provide tuition reimbursement or other educational support?
##Does your institution fund professional development? If so, does this include travel?
#Rather than simply asking candidates to write diversity, equity and inclusion statements, consider writing one as an institution and including it or a link to it on job ads.
#Specify whether remote interviews (such as phone or video conferences) are available and whether reimbursement is available for any travel required for the interview process.
#Consider where you are posting job openings.
##Who would have access to this resource?
##What level of experience is assumed of the reader of this job board?
##How well known locally, nationally, and internationally is this job board?
##Who might be missing out on your job openings because of where you post?
##What new places might you consider for posting your jobs (see [[Places to Post Job Ads]] for suggestions)?

Designing an Inclusive Interview Process

2020-07-08T01:12:55Z

Cspina: Created page with "==Prior to the Interview Day== *Ensure that the search committee and the group of people participating in the interview process reflect the diversity of the library’s staff...."

==Prior to the Interview Day==
*Ensure that the search committee and the group of people participating in the interview process reflect the diversity of the library’s staff.
*Provide training for the search committee and anyone else participating in the interview process about recognizing and counteracting implicit bias. This is vital to ensure that all candidates are given a fair interview and equitable consideration. *This should go beyond, but also include training on what questions cannot be asked, such as questions about marital status, religion, disability, and other similar topics. Many people may assume that they are knowledgeable about these issues and are not biased, particularly if they have gone through some other type of training on recruitment procedures, but it is important to move past any initial defensive reaction to ensure that everyone has truly examined their biases and done the work to move beyond them.
*Don’t ask “trick” questions, which do a poor job of evaluating future work performance and can be biased against candidates with less experience and training on interviewing.
*Develop a set of interview questions that will be asked of all candidates and share them with the candidates in advance of the interview. This offers a more inclusive experience for those with certain types of disabilities and those who work better in situations where they have time to consider their response to questions and hypotheticals. Developing a standard list of questions also helps to avoid bias in the interview questions themselves.
*Determine the appropriate structure for the interview. Is a presentation really needed? What size groups should the candidates meet with? Who will be included in the interview process? Will people from all levels of the institution be included?
*If a presentation is required, ensure that all candidates receive the assignment the same number of days in advance of the interview.
*Share an agenda and a list of people who will be participating in the interview with the candidates in advance of the interview date so that the candidates can prepare. This levels the playing field for internal and external candidates and can be helpful for individuals with certain types of disabilities.
*When sharing a list of who will be participating in the interview, include the individuals’ preferred pronouns, particularly if this is a standard practice for other purposes at your institution. This will signal to candidates that you are open to and will respect their preferred pronouns.
*Ask the candidates for any specific needs, such as disability accommodations or allergies and other food requirements if a meal is included in the interview.
*If you include a question about pronouns in any of your pre-interview application or forms, ensure that this is optional.
*Ensure that any demographic forms either do not have a question regarding gender or include options beyond male and female.
*Offer a clear way for candidates to ask questions or submit other requests for accommodation.

==On the Interview Day==
*Ensure that the space for the interview is accessible, distraction free, and, if possible, set up flexibly, for example offering a variety of seating options.
*If a presentation is part of the interview, have tech support on hand and have microphones available for both the speaker and those asking questions after the presentation.
*Offer periodic breaks during the day, not just for restroom use but also to simply recharge alone in a quiet space.
*Have a plan to intervene if anyone asks an inappropriate question or makes an inappropriate comment. Groups are often unwilling to consider this possibility, but it can happen and it is important that the candidate is not expected to handle the situation alone simply because no one feels comfortable intervening.

==After the Interview Day==
*Don’t call references until you are relatively sure that the candidate may be hired and offer an option to speak to references who are not from their current employer. An offer can be made contingent on receiving a positive reference from the candidate’s current supervisor or another current coworker, which ensures the ability to speak to someone from a person’s current employer without jeopardizing their current employment.
*Provide a clear way for the candidate to ask follow up questions.
*If not already done, offer a timeline for finding out whether the candidate has been selected for the position.
*Contact all other applicants after a candidate is selected to let them know their application was not successful.
*Provide information about the benefits and expectations in writing when making an offer.
*Offer a reasonable amount of time to make a decision about accepting any offer that is made.
*Consider offering the option to get in touch with other recent hires or others members of the library team when making an offer; the candidate may have questions that they would like to ask but don’t feel comfortable asking the person making the offer.

Places to Post Job Ads

2020-07-08T01:08:13Z

Cspina: /* Listservs */

==Job Boards/Websites==
*[https://jobs.bcala.org/ Black Caucus of ALA Job Site]
*[http://www.cala-web.org/jobline Chinese American Librarians Association Jobline]
*[https://www.reforma.org/forum/forum_topics.asp?FID=59&title=library-job-openings REFORMA Library Job Openings forum]
*[http://inalj.com/?page_id=79649 I Need A Library Job (INALJ)]
*[https://joblist.ala.org/ ALA Joblist]
*[http://www.ala.org/lita/professional/jobs/looking LITA Find a Job]
*[https://jobs.diglib.org/ CLIR + DLF Jobs]
*Local job boards/library schools

==Listservs==
*EMIERT’s ALA Ethnic + Multicultural Info. Exchange: emie-l@lists.ala.org
*[http://lists.ala.org/sympa/info/glbtrt-l Rainbow Round Table member discussion list] - Join on the [http://www.ala.org/glbtrt/involved/email Rainbow Round Table website]
*[http://ailanet.org/about/publications/advertising/ American Indian Library Association’s AILA-L] ($50 fee)
*[http://www.ala.org/advocacy/spectrum/hire Spectrum Scholars]

==Newsletters==
*[http://www.apalaweb.org/publications/newsletter/ Asian/Pacific American Librarian Association’s newsletter] (fee varies by size of ad)

==Twitter==
*Asian/Pacific American Librarian Association: @ala_apala
*Black Caucus of ALA Job Site: @BC_ALA
*EMIERT: @ALA_EMIERT
*GLBTRT: @GLBTRT
*REFORMA: @REFORMAnet

Places to Post Job Ads

2020-07-08T01:06:50Z

Cspina: /* Job Boards/Websites */

==Job Boards/Websites==
*[https://jobs.bcala.org/ Black Caucus of ALA Job Site]
*[http://www.cala-web.org/jobline Chinese American Librarians Association Jobline]
*[https://www.reforma.org/forum/forum_topics.asp?FID=59&title=library-job-openings REFORMA Library Job Openings forum]
*[http://inalj.com/?page_id=79649 I Need A Library Job (INALJ)]
*[https://joblist.ala.org/ ALA Joblist]
*[http://www.ala.org/lita/professional/jobs/looking LITA Find a Job]
*[https://jobs.diglib.org/ CLIR + DLF Jobs]
*Local job boards/library schools

==Listservs==
*[emie-l@lists.ala.org EMIERT’s ALA Ethnic + Multicultural Info. Exchange]
*[http://lists.ala.org/sympa/info/glbtrt-l Rainbow Round Table member discussion list] - Join on the [http://www.ala.org/glbtrt/involved/email Rainbow Round Table website]
*[http://ailanet.org/about/publications/advertising/ American Indian Library Association’s AILA-L] ($50 fee)
*[http://www.ala.org/advocacy/spectrum/hire Spectrum Scholars]

==Newsletters==
*[http://www.apalaweb.org/publications/newsletter/ Asian/Pacific American Librarian Association’s newsletter] (fee varies by size of ad)

==Twitter==
*Asian/Pacific American Librarian Association: @ala_apala
*Black Caucus of ALA Job Site: @BC_ALA
*EMIERT: @ALA_EMIERT
*GLBTRT: @GLBTRT
*REFORMA: @REFORMAnet

Places to Post Job Ads

2020-07-08T01:04:04Z

Cspina: /* Twitter */

==Job Boards/Websites==
*[http://bcalajobs.org/ Black Caucus of ALA Job Site]
*[http://www.cala-web.org/jobline Chinese American Librarians Association Jobline]
*[https://www.reforma.org/forum/forum_topics.asp?FID=59&title=library-job-openings REFORMA Library Job Openings forum]
*[http://inalj.com/?page_id=79649 I Need A Library Job (INALJ)]
*[https://joblist.ala.org/ ALA Joblist]
*[http://www.ala.org/lita/professional/jobs/looking LITA Find a Job]
*[https://jobs.diglib.org/ CLIR + DLF Jobs]
*Local job boards/library schools

==Listservs==
*[emie-l@lists.ala.org EMIERT’s ALA Ethnic + Multicultural Info. Exchange]
*[http://lists.ala.org/sympa/info/glbtrt-l Rainbow Round Table member discussion list] - Join on the [http://www.ala.org/glbtrt/involved/email Rainbow Round Table website]
*[http://ailanet.org/about/publications/advertising/ American Indian Library Association’s AILA-L] ($50 fee)
*[http://www.ala.org/advocacy/spectrum/hire Spectrum Scholars]

==Newsletters==
*[http://www.apalaweb.org/publications/newsletter/ Asian/Pacific American Librarian Association’s newsletter] (fee varies by size of ad)

==Twitter==
*Asian/Pacific American Librarian Association: @ala_apala
*Black Caucus of ALA Job Site: @BC_ALA
*EMIERT: @ALA_EMIERT
*GLBTRT: @GLBTRT
*REFORMA: @REFORMAnet

Places to Post Job Ads

2020-07-08T01:03:45Z

Cspina: /* =Newsletters */

Places to Post Job Ads

2020-07-08T01:03:29Z

Cspina:

==Job Boards/Websites==
*[http://bcalajobs.org/ Black Caucus of ALA Job Site]
*[http://www.cala-web.org/jobline Chinese American Librarians Association Jobline]
*[https://www.reforma.org/forum/forum_topics.asp?FID=59&title=library-job-openings REFORMA Library Job Openings forum]
*[http://inalj.com/?page_id=79649 I Need A Library Job (INALJ)]
*[https://joblist.ala.org/ ALA Joblist]
*[http://www.ala.org/lita/professional/jobs/looking LITA Find a Job]
*[https://jobs.diglib.org/ CLIR + DLF Jobs]
*Local job boards/library schools

==Listservs==
*[emie-l@lists.ala.org EMIERT’s ALA Ethnic + Multicultural Info. Exchange]
*[http://lists.ala.org/sympa/info/glbtrt-l Rainbow Round Table member discussion list] - Join on the [http://www.ala.org/glbtrt/involved/email Rainbow Round Table website]
*[http://ailanet.org/about/publications/advertising/ American Indian Library Association’s AILA-L] ($50 fee)
*[http://www.ala.org/advocacy/spectrum/hire Spectrum Scholars]

==Newsletters=
*[http://www.apalaweb.org/publications/newsletter/ Asian/Pacific American Librarian Association’s newsletter] (fee varies by size of ad)

==Twitter==
*Asian/Pacific American Librarian Association: @ala_apala
*Black Caucus of ALA Job Site: @BC_ALA
*EMIERT: @ALA_EMIERT
GLBTRT: @GLBTRT
REFORMA: @REFORMAnet

Places to Post Job Ads

2020-07-08T00:59:37Z

Cspina: Created page with "==Job Boards/Websites== #[http://bcalajobs.org/ Black Caucus of ALA Job Site] #[http://www.cala-web.org/jobline Chinese American Librarians Association Jobline] #[https://www..."

==Job Boards/Websites==
#[http://bcalajobs.org/ Black Caucus of ALA Job Site]
#[http://www.cala-web.org/jobline Chinese American Librarians Association Jobline]
#[https://www.reforma.org/forum/forum_topics.asp?FID=59&title=library-job-openings REFORMA Library Job Openings forum]
#[http://inalj.com/?page_id=79649 I Need A Library Job (INALJ)]
#[https://joblist.ala.org/ ALA Joblist]
#[http://www.ala.org/lita/professional/jobs/looking LITA Find a Job]
#[https://jobs.diglib.org/ CLIR + DLF Jobs]
#Local job boards/library schools

==Listservs==
#[[emie-l@lists.ala.org|EMIERT’s ALA Ethnic + Multicultural Info. Exchange]]
Rainbow Round Table member discussion list: http://lists.ala.org/sympa/info/glbtrt-l - join here: http://www.ala.org/glbtrt/involved/email
American Indian Library Association’s AILA-L: http://ailanet.org/about/publications/advertising/ ($50 fee)
Spectrum Scholars: http://www.ala.org/advocacy/spectrum/hire

Newsletters:
Asian/Pacific American Librarian Association’s newsletter: http://www.apalaweb.org/publications/newsletter/ (fee varies by size of ad)

Twitter:
Asian/Pacific American Librarian Association: @ala_apala
Black Caucus of ALA Job Site: @BC_ALA
EMIERT: @ALA_EMIERT
GLBTRT: @GLBTRT
REFORMA: @REFORMAnet

Tips for Attracting a Diverse Applicant Pool

2020-07-08T00:55:55Z

Cspina: Created page with "#List as much relevant information about the position and work environment, particularly: ##Salary ##Advancement potential ##Benefits (such as health, support for leave, child..."

#List as much relevant information about the position and work environment, particularly:
##Salary
##Advancement potential
##Benefits (such as health, support for leave, childcare, and relocation reimbursement).
#Ensure that your institution’s online application system (assuming it has one) meets accessibility standards and offer an alternative way of submitting an application for those who cannot use the online system.
#Language matters in job ads, so consider what the language of your job ad conveys. It is important to spend time reviewing and updating the language with a view to who will feel encouraged to apply based on the language:
##Avoid gendered language, including pronouns.
##Consider what language choices might imply about your work environment and who might be dissuaded from applying. For examples, check out Harvard Business School’s blog post entitled Simple Ways To Take Gender Bias Out Of Your Jobs.
##Avoid unnecessary jargon, particularly if the position is an intro level job with training provided.
##Carefully consider how you describe tech skills.
##Avoid language most associated with start-up job ads, such as awesome, cool, etc., which can be off-putting to some prospective applicants).
##If you have institution-specific slang or abbreviations, consider whether this also may be off-putting to outside applicants.
#Ask whether you are listing a reasonable number of requirements for a single position.
#Always carefully consider what is a requirement and what is a preferred qualification. Evidence suggests that many applicants, particularly those who would bring greater diversity to applicant pools, will not apply unless they have every single “required” skill. This could mean missing out on applicants who would be perfect for the position if too many skills are listed as required.
#Following from the last point, if certain skills are truly required for consideration, make that very clear. For example, some state schools may only be able to hire candidates with all of the required skills and other schools may absolutely require a library degree for any job with a librarian title. This is not the case at all institutions and clarity will save everyone time and effort.
#Remove unnecessary language from the ad, particularly if it is outdated and/or “boilerplate” language. An example is physical requirements such as the ability to lift a specific amount of weight. This language excludes people with some types of disabilities and might run afoul of legal requirements as discriminatory.
#Remove mentions of work culture and related adjectives, which are often used in ways that are unintentionally exclusionary or even intentionally discriminatory.
#Think about where there could be flexibility and highlight it. For example:
##Does the person really need to stand or could an accommodation be made?
##Would remote work be possible?
##If a driver’s license is required, could the person obtain it after accepting the position within a certain amount of time?
#Minimize formal education requirements and specify if a person can complete the degree after accepting or even starting the position.
#Detail any support systems in place for new hires. For example:
##Does your institution have a mentoring program?
##Does your institution provide tuition reimbursement or other educational support?
##Does your institution fund professional development? If so, does this include travel?
#Rather than simply asking candidates to write diversity, equity and inclusion statements, consider writing one as an institution and including it or a link to it on job ads.
#Specify whether remote interviews (such as phone or video conferences) are available and whether reimbursement is available for any travel required for the interview process.
#Consider where you are posting job openings.
##Who would have access to this resource?
##What level of experience is assumed of the reader of this job board?
##How well known locally, nationally, and internationally is this job board?
##Who might be missing out on your job openings because of where you post?
##What new places might you consider for posting your jobs (see [[Places to Post Job Ads]] for suggestions)?

Advocacy, Recruitment, and Leadership Programming Subgroup

2020-07-08T00:50:32Z

Cspina:

Back to [[Committee for Equity and Inclusion|main CEI page]].

==Recruitment==
These resources are intended to provide the tools needed to create an equitable and inclusive recruitment process.

*[[Tips for Attracting a Diverse Applicant Pool]]
*[[Places to Post Job Ads]]
*[[Designing an Inclusive Interview Process]]

Advocacy, Recruitment, and Leadership Programming Subgroup

2020-07-08T00:50:15Z

Cspina:

Back to [[Committee for Equity and Inclusion|main CEI page]].

==Recruitment==
These resources are intended to provide the tools needed to create an equitable and inclusive recruitment process.

#[[Tips for Attracting a Diverse Applicant Pool]]
#[[Places to Post Job Ads]]
#[[Designing an Inclusive Interview Process]]

Advocacy, Recruitment, and Leadership Programming Subgroup

2020-07-08T00:49:27Z

Cspina:

Back to [[Committee for Equity and Inclusion|main CEI page]].

==Recruitment==
These resources are intended to provide the tools needed to create an equitable and inclusive recruitment process.

[[Tips for Attracting a Diverse Applicant Pool]]
[[Places to Post Job Ads]]
[[Designing an Inclusive Interview Process]]

Facilitating for Diversity and Inclusion

2020-07-02T17:13:08Z

Cspina: /* Accessibility */

{| class="wikitable" border="1"
|''“I’m grateful to the DLF for taking their mission of inclusion seriously.”—Stacie Williams''
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|''“I love the inclusive, expansive, thoughtful, and community-oriented leadership [of the DLF].”—Chris Bourg''
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[[File:Organizing-with-DLF.png|thumb]]
== Basic Resources ==

'''Social justice and the public good are front-and-center in DLF’s [https://www.diglib.org/about/ mission statement].''' But these are impossible goals to serve without thoughtful, conscious, welcoming, and dedicated efforts among all our working and interest groups, as well as among our staff and the volunteer committees that help organize DLF Forum. Most of all, we encourage DLF group leaders and participants to value and create conditions for humility and listening.

Below, you’ll find just a few recommended readings and toolkits for pushing against structural racism, systemic gender bias, able-ism, and other forms of oppression and exclusion that are endemic in librarianship and technology fields. '''This list is far from complete!''' We welcome your contributions.

* [https://simmons.libguides.com/anti-oppression Beatley Library Anti-Oppression Guide]

* [https://www.culturallyconnected.ca/ Culturally Connected] (written from a health literacy perspective, but very useful in the GLAM context; see especially resources on cultural humility)

* [https://docs.google.com/document/d/15uYKfwnbGDbq8WLTgylPv0oKAqH5kWwTKlwuWNBM2NM/edit Cultural Humility for Library Workers] (JCLC 2018 workshop resources by Nicky Andrews and Sunny Kim)

* [http://www.siatoolkit.com/ Social Inclusion Audit and Toolkit], Canadian Urban Libraries Council

* [http://geekfeminism.wikia.com/wiki/Geek_Feminism_Wiki Geek Feminism Wiki]

* Code4Lib Journal Special Issue on [http://journal.code4lib.org/issues/issues/issue28 Diversity in Library Technology]

* [https://www.racialequitytools.org/home Racial Equity Tools]

* [https://www.trainingforchange.org/publications/diversity-consensus Diversity & Consensus - Training for Change]

* [https://www.trainingforchange.org/tools Tools and Activities - Training for Change]

* [https://hbr.org/2016/04/run-meetings-that-are-fair-to-introverts-women-and-remote-workers Run Meetings That Are Fair to Introverts, Women, and Remote Workers - Harvard Business Review]

* [https://des4div.library.northeastern.edu/ Design for Diversity]

* Consider increasing the safety level of sensitive meetings by running them under the [https://en.wikipedia.org/wiki/Chatham_House_Rule Chatham House Rule].

== Code of Conduct ==
In 2016, DLF staff and members of our newly-established DLF Forum Planning Committee on Inclusivity worked together to revise our '''Code of Conduct''', which had been in place since 2012. The DLF CoC now covers activities happening under the Digital Library Federation umbrella, both in person and online, year-round. All group facilitators are asked to read this document, share with their communities, and contact us with questions or suggestions.

* [https://www.diglib.org/about/code-of-conduct/ Revised DLF Code of Conduct]
* [https://www.diglib.org/archives/11814/ Blog post]: “Behind the scenes: making the Forum as welcoming and accessible as possible”

== Accessibility ==

* [https://www.diglib.org/dlf-events/2016forum/guide-to-creating-accessible-presentations/ DLF Forum Guide to Creating Accessible Presentations]

* [http://docs.lita.org/accessibility/ Accessibility tips and resources from LITA]

* [https://forum2018.diglib.org/2018-forum-moderator-training/ DLF Forum Moderator Training] (2018, with thanks to Paige C. Morgan and Helene Williams)

* [https://www.diglib.org/dlf-events/dlf-social-event-checklist/ DLF Social Event Checklist] (2018, with thanks to Carli Spina and the DLF Forum Inclusivity Committee)

== Ally Skills ==
DLF has also underwritten formal Ally Skills training courses at two recent Forums, most recently in Milwaukee, 2016 with Bess Sadler and Mark Bussey. Interested in having this opportunity available at a future DLF Forum or in helping us to fund opportunities like this? [Mailto:info@diglib.org Let us know.]

* [https://www.diglib.org/forums/2016forum/ally-skills-workshop/ 2016 DLF Ally Skills Workshop]
* [https://www.youtube.com/watch?v=Y2F_Bmx_CNE Video]: Ally Skills Workshop taught at Wikimedia Foundation - Valerie Aurora of Ada Initiative
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|''“The level of generosity, drive toward inclusion, & care for colleagues in the @CLIRDLF community inspires, astounds.”—Bethany Nowviskie
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== Table of Contents ==
# [[About DLF and the Organizers' Toolkit]]
# [[Working with Team DLF]]
# [[Starting a New Initiative or Working Group]]
# [[General Facilitation and Goal-Setting]]
# [[Facilitating for Diversity and Inclusion]]
# [[Communications and Consensus]]
# [[Preventing and Managing Burnout]]
# [[Gathering Info/Building Enthusiasm]]
# [[Planning an In-Person Meetup]]
# [[Setting Up Year-Round Meetings]]
# [[Planning Virtual Meetings and Webinars]]
# [[Talking and Writing]]
# [[Organizing and Sharing Your Work]]
# [[In a Nutshell]]