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How to Get What You Are Worth (v2n9, September 2005)

By Mary Pergander

This article originally appeared in the July 2005 issue of Info Career Trends.

Oh, happy day! You've interviewed for a good job, and they have called to offer you the position. Now, they are going to make you the perfect offer of your dreams, right? Hold on!

Whenever you are being offered a new position, remember the True Objective: The EMPLOYER wants to get the best person possible, for the least (yet fair) money. YOU want the best salary and benefit package possible, for work you truly want to do. It isn't the employer's role to get you the best package possible - that is YOUR responsibility! So, here are a few tips to help that happen...

What Are You Worth?

First, do a little experiment. Write down your current salary, or, if you are unemployed, the salary you expect to obtain in your next job. Got it? Now, write down a number that is DOUBLE the first number. In other words, if the first number is $30,000, write down $60,000.

Look carefully at the doubled number. Are you worth that much? Can you imagine yourself being paid that much money? Are your skills and experiences worth that much to you or to an employer? How does it feel to imagine making that amount?

Now, take your original number again, and add just ten percent to it. In other words, $30,000 becomes $33,000. How does that number look to you? Are you worth that much? Can you imagine your next employer paying you that amount?

Chances are, the doubled number made you somewhat (or very) uncomfortable. The ten percent higher figure, in comparison, seems doable.

The salary package an employer offers is a result of several factors. The one you can control is the value you put on yourself, and you can do that by being your own best advocate.

Carefully think through the work- and non-work-related skills and experiences you offer an employer. Even for entry-level positions, you might have more than entry-level qualifications that are of value. Remember also that the "starting" salaries listed in employment ads DON'T mean there isn't room to negotiate!

What Can You Negotiate?

If you have done your initial homework well and are reasonably confident that you and the employer will have similar salary ranges in mind, avoid mentioning ANY numbers in the interview process. Wait to discuss salary expectations until you know the employer wants to hire YOU! Be careful not to assume that you know what the employer is going to offer you - even if a starting salary appeared in print. And, when negotiating, don't confuse "starting offer" with "only" or "best" offer!

When an employer contacts you to discuss an offer, use the following steps to get the best possible package:

1. Thank them for their interest in you and confirm your desire to come to a mutually agreeable arrangement.

2. Be certain you clearly understand the job requirements. Confirm this with a statement like, "Now, as I understand it, my responsibilities in this job would include..."

3. Avoid stating your salary expectation until they state a number first.

4. When they give a number, BE PATIENT. Thank them for their offer. Confirm again that you are confident that you can come to an agreeable arrangement. Ask for time to consider the offer. Also, ask any clarifying questions you have: "Is that per week or per month?"

5. When you call back to respond to the offer, review what YOU bring to the table: "It seems my experience writing grants will be of value in this position, and my business contacts from three years volunteering at the Chamber of Commerce will be of value to the library in the fundraising projects for next year."

6. Reiterate that you want to accept the job, but that you were expecting more than the initial offer.

7. Pause.

8. They may either ask what salary you are looking for, or they may increase their offer at this point - or neither! Regardless, proceed to clarify the benefits of the position: "As I understand it, this position is eligible for health insurance - is that correct?"

9. Consider the entire package - salary offer and benefits (as well as the job opportunity itself) as one complete offer. Is tuition reimbursement offered? How much is that worth to you? CAUTION: Know the crucial difference between health insurance being available and being a paid benefit. The difference can be $5000 to $6000 per year!

When is it time to stop negotiating and give your final answer? Consider: What is your gut telling you? What is your heart telling you? What is your mind telling you?

Whatever you decide, give the employer your answer graciously. Whether yes or no, follow up immediately with a written thank-you note. If you accept the job and package, be certain to get the details in writing. It is also acceptable to write your understanding of the agreement and send it along, asking if it is correct.

Success in getting the best possible package is as much a result of doing your own inner homework as it is of your knowledge of the job market and employer. Use both to get the best possible package when you next change jobs.

Mary Pergander has been the Library Director at Lake Bluff Public Library in Lake Bluff, Illinois since October 2002. Previously, she held an administrative level position in another field. Mary has had extensive hiring experience, and is passionate on the subject of teaching individuals the skills needed to improve their livelihoods.

Compensation Strategies Used in Public and Academic Libraries: A Report from the 2005 Survey of Librarian Salaries (v3n5, May 2006)

It is important for librarians to know how their salaries are determined. It may be one question that can be asked by new librarians, either during the interview or after an offer is made: "How is the library funded and how are salaries and other compensation determined?" How much do current employees understand about the compensation plan? Is there a plan?

Each year, the Survey of Librarian Salaries includes one or several supplemental questions. In 2005, we included three that will be discussed in this and future issues of Library Worklife. Academic and public library respondents told us the compensation strategies they use, whether staff is covered by collective bargaining agreements and the number of full-time equivalents (FTEs) in various departments of the library. This month, we will explore the compensation strategies used in libraries. In June, we will report on the percentages of librarians, other professionals and support staff who are covered by collective bargaining agreements. We will analyze the final question about FTEs by department in July. The first two of these questions were also asked in the 1997 Survey (See 1997 Results below).

The Survey of Librarian Salaries 2005 asked respondents to indicate "which compensation strategies do you use in your current pay system" and to check all that applied.* There were seven typical strategies and six additional forms of compensation (see Definitions below).

The survey provided thirteen compensation methods to choose from, as well as the option to add others. The first set was pay-related compensation methods (Table 1). The most popular form of compensation is merit pay. Staff receive increases based on their success in reaching personal goals. Of the 2039 libraries included in the response, Cost of Living Allowances are most frequently cited. Base plus cost of living allowance (586, 29%) and scale plus COLA (492, 24%) are used, for a total COLA usage of 53%. The next most popular method, merit pay, was cited by 753 (37%) libraries. The least used method is cash, cited for just 22 libraries (1%). It is interesting to note that broadbanding as a compensation theory is not very popular in libraries in a time when positions are being metamorphosized and consolidated at a great rate. On both the Librarian and non-MLSs salary surveys, whenever we give an option for "Other," the entries and comments are legion, often reflecting the realities of working in multiple functional areas, particularly in smaller libraries and with support staff positions. Broadbanding arranges positions into "much broader salary ranges or bands encompassing more diverse jobs with appreciably different pay levels. The ranges are designed this way to encourage lateral transfers instead of promotions, facilitate the ability of employees to enrich and enlarge their jobs without the necessity of a reclassification or promotion, and improve recruitment and retention efforts, especially when competing with the private sector" (See Alternative Compensation Plans by Paula Singer in LW, v1n5).

Compared with the 1997 results, library staff cannot count on basic Cost of Living Allowances as readily, as this method is used 8% less than eight years ago. Merit pay or pay for performance was used in 42.3% of libraries in 1997, and 37% in 2005.

TABLE 1: Compensation Methods

*Many libraries use more than one method: total responses = 2433.
** Total responses by library type = 2448; 1612 responses from public libraries and 836 from academic libraries.

For alternative compensation methods, payment or reimbursement for conference attendance was the most cited additional compensation method for libraries (Table 2). It is not known whether this includes local, regional, state, national or even international conferences. It is also not known whether this feature is offered to all staff. Compensatory, or comp, time is the next most frequent method, which is allowing a staff to take time off for working additional hours. Payment of membership dues is higher than one might anticipate, at 40%. Again, it is not known whether this includes local, regional, state, national or even international associations or whether the memberships are exclusively in library associations.

It is unfortunate that awards programs scored lowest on the list at 10%. Our hope is that more libraries will celebrate the staff by recognizing and rewarding excellence on National Library Workers Day in April or during other staff appreciation events on campuses and in local governments. The 2006 National Library Workers Day (NLWD) was the most successful ever and we received heartwarming and joyous emails and phone calls about how libraries paid homage to their staff. The NLWD Stars campaign drew 223 nominations describing excellence by library staff across the United States and from two countries.

Use of sabbaticals fell 50% over the eight-year span, from 28.2% in 1997 to 14% in 2005. Awards programs have remained rather steady, around 10%.

Table 2: Additional Forms of Compensation

Once again, we thought we had covered all the bases. However, richness came from Other Compensation Methods category. We received objective and subjective responses, such as the compensation strategy of "longevity, augmented by random increases based on politics." There were 297 "Other" entries.

Both public and academic respondents' "Other" lists contained at least one comment that said that increases may be "on the books" (in the budget), but not distributed because revenues fall short or priorities change.

Public Library "Other Methods of Compensation"

One hundred seventy seven public libraries reported other compensation methods. Many were combination. Many were combinations of the methods cited in Table 1 or those in concert with the methods below. Here is a selection and brief anecdotes of the ways these methods are applied:

• Longevity pay is given in 32 public library systems, either alone or in combination with another method, such as merit pay.

• Percentage increases, which may match COLA, exceed COLA or be given without regard to the cost of living. These increases are determined by boards and trustees, city and state governments, civil service specifications, local school districts, or a percentage that the library can afford based on the budget.

• Collective bargaining agreements mandate the increases for 25 library systems.

• It was encouraging to see that market data was used in nine cases. The market was defined as local city employees, salary surveys of similar cities, and other libraries in the region.

• Step increases, within or in the absence of collective bargaining agreements, were mentioned often.

• Several systems give a bonus or base pay increase for staff with or who acquire an MLS. One system named a bonus of $3000.

Bilingual pay is one of the more unique compensation methods. Staff who speak an additional language are rewarded financially for that skill. Other unique methods in public libraries were cash in lieu of insurance and a clothing allowance (one library system for each).

Academic Library "Other Methods of Compensation"

Responses from the 115 academic libraries reporting "other compensation methods: were equally varied. For 28 institutions, academic librarians' total compensation is governed by faculty pay scales and/or collective bargaining agreements, usually with faculty. As with public libraries, for state academic institutions, the state may determine the compensation plan. For private institutions, the administration and boards do so. At least one respondent felt that the compensation strategy was "arbitrarily" determined by the administration.

Academic librarians benefit from market data and pay equity studies in several libraries. Academic institutions take a market-based approach by using benchmarking studies, College and University Personnel Association (CUPA) surveys and peer comparison. One even implemented a methodology based on recommendations from a compensation consultant.

Staff are rewarded with longevity pay and increases based on continuing education and professional development. Stipends and promotions were strategies only reported in the academic library context.

Definitions

Compensation Methods

• Base plus Cost of Living Allowance (COLA)
  An adjustment to the base salary by a percentage that is assumed to match increases in costs for goods and services on a national, regional or local level or account for changes in the market.

• Scale plus Cost of Living Allowance (COLA)
  A range of pay rates, from minimum to maximum, set for a specific pay grade plus a cost of living adjustment .

• Cash incentives
  Additional compensation used to motivate and reward employees for exceeding performance or productivity goals.

• Bonuses (Variable Pay)
  An incentive pay plan which awards employees compensation, in addition to their base salary, for achieving individual or group performance and productivity goals.

• Broadbanding
  A pay structure that consolidates existing job classifications and ranges into wider pay bands

• Job-based or skill-based pay
  A salary differentiation system that bases compensation on an individual's education, experience, knowledge, skills or specialized training.

• Merit pay
  A compensation system whereby base pay increases are determined by individual performance.

• Other

Additional Forms of Compensation

• Awards programs
• Compensatory time
• Conference attendance
• Membership dues
• Sabbaticals
• Team-based pay
• Other

*The 2005 Librarian Salary Survey was completed by 2058 libraries: 1285 (62.4%) public libraries and 773 (37.6%) academic libraries; 2039 answered the supplemental questions.

Results from the 1997 Survey

By Mary Jo Lynch

1. What is the basis for your current pay system? Please check all that apply.

Table 2: Basis for Pay Systems

Of those who specified "other," 92 were from academic libraries. Thirty-four (34) of them mentioned a schedule based on various factors and 15 of the 34 noted that it was the same as the faculty schedule. Union contracts were mentioned by 29 academic respondents. Only three mentioned market factors. Of the 116 public library respondents who specified "other," 37 mentioned some kind of salary schedule and 33 mentioned a union contract. Market factors were noted by four respondents from public libraries.

2. Which alternative forms of compensation does your library offer? Please check all that apply.

Table 3: Alternative Forms of Compensation

Most frequently mentioned as "other" forms of compensation were professional development/continuing education funds (14 mentions), conference/travel funds (11) and tuition reimbursement (11).

Librarian Salary Survey Reports Mean Librarian Salary Up More Than 4% to $56,259 in 2006 (v3n11, November 2006)

The 2006 edition of the ALA-APA Salary Survey: Librarian—Public and Academic (previously known as "Librarian Salary Survey") is available for purchase from the American Library Association (ALA) online store. With data from more than 1,000 public and academic libraries, the mean salary reported increased 4.6 percent from 2005, up $2,480 to $56,259 in 2006.

Published by the American Library Association-Allied Professional Association (ALA-APA), the survey shows aggregated data from more than 10,000 individual salaries at the state and regional levels. Positions included are directors/deans, associate/assistant directors, department heads, managers of support staff, librarians who do not supervise and beginning librarians.

The survey gives national-level mean and quartile data. The report includes analysis of salary trends and an extensive appendix of other sources of compensation data within and outside of the library profession. The median salary was $50,976. Salaries ranged from $22,000 to $253,500.

This survey continues more than 20 years of collecting and reporting salary data for six positions requiring an ALA-accredited master's degree in library science.  It complements the new ALA-APA Salary Survey: Non-MLS—Public and Academic, which presents data from 62 positions that do not require an MLS. The Non-MLS Salary Survey also indicates the minimal educational requirement for each position. Quick facts about the Non-MLS Salary Survey are found on the ALA-APA Web site: www.ala-apa.org/salaries/nonmlssurveyfacts.html.

The Librarian Salary Survey price remains unchanged at $63 for ALA members/$70 for non-members. Participating libraries receive a 25 percent discount. The Non-MLS Salary Survey is $90 for ALA members/$100 for non-members, and participating libraries receive a 25 percent discount.

Both surveys were completed with consultation from Denise Davis, director of the ALA Office for Research and Statistics, and conducted by The Management Association of Illinois.

The American Library Association-Allied Professional Association: the Organization for the Advancement of Library Employees is a service organization to the American Library Association and has as one of its missions supporting salary improvement initiatives for library workers. Please contact the ALA-APA Office at 800-545-2433, x2424 or jgrady@ala.org with questions or comments.

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Copyright 2004–2008 ALA-APA. Contact Jenifer Grady, 50 E. Huron, Chicago, IL 60611, 312-280-2424, jgrady@ala.org for more information.