Quitting Time; American Libraries, June 1, 2022

Lara Ewen , American Libraries ; Quitting Time

The pandemic is exacerbating attrition among library workers

"Those feelings of career ambivalence were complicated, Rorie says, by vocational awe, a term coined in 2017 by academic librarian Fobazi Ettarh to describe the notion that librarians, the library profession, and the institution of libraries as a whole is inherently good and therefore above reproach. For Rorie, the idealized standard only made her feel worse. “I feel like I let down the community,” she says. “I feel like I should have tried harder. It’s hard to have to come face-to-face with that.”

Yet even librarians who spoke out say they were largely ignored. “I told my boss, my director, my team, the whole library on multiple occasions that I was really burned out and not doing okay,” says Jules, a queer, neurodivergent academic librarian at a Mountain-state community college who decided in late 2021 to leave libraries. “And it never changed.” Jules is currently looking for nonlibrarian jobs.

Similar experiences have led to low morale across the profession, according to Kaetrena Davis Kendrick, a researcher and library leader whose work on morale has been widely cited.

“Low morale is a traumatic experience for librarians that was happening before the pandemic,” she says. For the purposes of her research, Kendrick defines low morale as the result of “repeated, protracted exposure to workplace abuse and neglect” and says that the issue strikes at the heart of librarians’ identities. “We feel comfortable in libraries,” she says. “But we’re realizing that libraries are not places of comfort or refuge for librarians anymore. So how do we reconcile those feelings of nostalgia, those feelings of having a calling, when we go to work and we’re being abused and neglected?”

Some libraries have tried to assuage employee unhappiness by implementing programs aimed at reducing stress, but Alex says they fall short. “They don’t seem to understand that wellness programs are placing the problem with the individual library worker,” she says. “You can’t meditate your way out of systemic issues or terrible pay or horrible levels of stress.”...

Yet it’s not just about money, says Elaina Norlin, professional development and diversity, equity, and inclusion program coordinator for the Association of Southeastern Research Libraries. “One of the mistakes most organizations—not just libraries—make is, they assume pay will resolve everything,” says Norlin, author of The Six-Step Guide to Library Worker Engagement (ALA Editions, 2021). “When you look at pay, it’s essential, but it’s not a guarantee of [being] engaged, excited, or interested. I’m not saying money isn’t important. But you can’t just say, ‘Here’s the money’ and expect all of this [other] stuff to go away.”

Norlin says that a library system with a diverse workforce will cultivate diversity of thought and different approaches. “We need libraries to invest internally as much as we invest externally,” she says. “And we need to take a really critical look at hierarchy. There is always a small percentage of people who are benefiting from status quo. They’re the gatekeepers, and that needs to be challenged for the [field] to turn around.”"

Why Your Diversity Program May Be Helping Women but Not Minorities (or Vice Versa); Harvard Business Review, 8/8/16

Even Apfelbaum, Harvard Business Review; Why Your Diversity Program May Be Helping Women but Not Minorities (or Vice Versa) :

"When it comes to issues of race, gender, and diversity in organizations, researchers have revealed the problems in ever more detail. We have found a lot less to say about what does work — what organizations can do to create the conditions in which stigmatized groups can reach their potential and succeed. That’s why my collaborators — Nicole Stephens at the Kellogg School of Management and Ray Reagans at MIT Sloan — and I decided to study what organizations can do to increase traditionally stigmatized groups’ performance and persistence, and curb the disproportionately high rates at which they leave jobs.

One tool at any organization’s disposal is the way its leaders choose to talk (or not to talk) about diversity and differences — what we refer to as their diversity approach. Diversity approaches are important because they provide employees with a framework for thinking about group differences in the workplace and how they should respond to them. We first studied the public diversity statements of 151 big law firms in the U.S. to understand the relationship between how organizations talk about diversity and the rates of attrition of associate-level women and racial minority attorneys at these firms. We assumed that how firms talked about diversity in their statements was a rough proxy for their firm’s approach to diversity more generally.

Two findings were particularly intriguing."