1. 1
Caroline Helms
LIBR 230
Section 110
12/08/13
Demographics at the Crossroads:
Recruiting to the Academic Library Profession
A library is a source of information. This facility should house a large collection of
resources. These resources should be readily made available to students and faculty by librarians.
Thus is demonstrated a librarian’s role as a guide and gatekeeper to knowledge. However,
society is constantly adapting to new technology and the access to information made available.
This is a critical time in the history of the profession. The higher education landscape is changing
and so too are academic libraries. More electronic resources, computer labs, and wireless access
points are being provided for students and faculty. With this, there is also an evolution of the
academic library workforce regarding staffing needs. Assigning staff properly requires an
assessment of their skills and training. This ensures that strong service is provided to students
and faculty that cannot be acquired anywhere else. This is essential to remaining a valuable
resource for academia. But as staff members are promoted or leave their institutions, so must
their vacant positions remain staffed. Employee recruitment and retention are keys to the overall
success of academic libraries. Administrators face challenges when filling new and vacant
faculty positions. As the demand for librarians in the United States grows, the librarian of the
future has to be open to and be able to manage change. Academic libraries need to recruit, retain,

2. 2
support and develop a workforce appropriate to the current and future needs of the library
profession.
Increasing concern has been expressed regarding the recruitment of qualified librarians
within the profession. It is estimated that half of academic research librarians will have retired by
2020 (Moran, Solomon, Marshall, & Rathbun-Grubb, 2009). A majority of these librarians are
from the baby-boomer generation who are now reaching retirement age (Chapman, 2009). Two
out of three librarians are over the age of 45 (Stewart, 2010). There are search catalogs
available to help students begin their research; a librarian should be able to do more than find a
book on the shelf. A librarian must be able to provide a service or resource that a student or
faculty member could not otherwise do alone or find on their own. A well trained Librarian
should be able to narrow a search down to the appropriate in house materials as well as provide
access to external resources. Interlibrary loans and digital journals are just some of the available
resources available. To provide the best possible assistance academic libraries should find
librarians best suited to the individual needs of students and faculty across various studies.
Recruitment is crucial to the profession and to ensure a successful academic library. In selecting
proper candidates a library must weigh their individual strengths and weaknesses as must all
careers. A well-qualified librarian must be properly educated in library science and be willing to
learn new technology as it emerges in the workplace. It is necessary to prepare professionals to
meet society’s increasingly complex needs for access to high quality information. There are
librarians with seniority whose information learned when obtaining their degree has become
outdated. The speed at which new technology emerges, becomes common, and then becomes
outdated has rendered cataloging and research information learned 10 years ago antiquated
(Riley-Huff & Rholes, 2011). If librarians are not willing or able to keep up with technology as

3. 3
it is implemented then they are left unfit for their positions. This becomes a concern when a
slow growth rate is expected among librarians over the next ten years. When hiring new staff,
libraries should consider how well it has worked to have individuals with from different
backgrounds in specific positions. Has a librarian from a public library worked better with the
math and sciences or with the arts? Did a staff member with experience in film and television
studies necessarily perform better working with audiovisual materials? It would be wise to hire
those best qualified as well as learn from past mistakes and successes.
New hires must be well-educated for the profession. Hiring someone from a specific
discipline is not sufficient. Not only must they be educated in the subject, they must know how
to properly catalog and research within a subject. This education can only be properly acquired
through a study of library science. The education of librarians should take place in library
schools. Library schools provide the knowledge and experience necessary to begin properly
managing a department. Being knowledgeable of the subject of the resources one is working
with is a required strength, as is being able to navigate the department. If one is to have a
successful career they should not be unfamiliar with or unable to use the resources of their
department. In an academic setting the information must be up to date and accurate, as well as
the technology used to retrieve it. This requires the librarian to continually be familiar with the
resources to know they are relevant; and to know the technology in order to provide the service.
Academic preparation in graduate library schools and extensive hands-on experience prepare the
novice to begin professional careers. This preparation involves much training. In school you train
yourself in the knowledge of what resources are available, how they work, and how to properly
implement them. Applying this knowledge to an academic setting ensures that it is being done
right and that one is properly trained to confidently perform their duties. A well-educated and

4. 4
trained librarian is then able to effectively assist students and faculty in finding what they
require. While a patron can look for the item themselves and possibly find it on shelf or see when
it becomes available, they might also become frustrated with the search and may not find what
they need or may never understand what it is they require. This exercise in frustration on the part
of the patron may extend the time a patron spends searching with no guarantee of success. If a
librarian is not properly trained to assist then time and effort on the part of the librarian and the
patron will have been exhausted to no resolution. The training required to conduct successful
searches precipitates the division of labor between the librarian and the patron. Training to
successfully assist a patron with current resources does not future-proof a librarian from
technology that will arise during the course of their career. Librarians must be prepared to access
information wherever or however it is delivered.
The need to plan for the future is critical to the overall health of any organization. For
librarians this pertains to how information is stored, updated, and delivered. The technology in
the information world is undergoing fundamental change, and the online LIS education
environment must respond. As new methods are introduced and old methods are improved or
discarded, the online LIS education environment must incorporate them accordingly. This of
course requires attentiveness on the part of curricula as it will on the part of the librarians as they
continue their careers. Influence of technology on the profession results in changes in curricula
for LIS programs. The curricula adapts with the introduction of new technology. New
technology even altered the availability of LIS programs through the convenience of online
courses. Online courses are becoming increasingly common in LIS education programs. Through
the online education program and usage of the online library, students gain a hands-on usage of
these tools. Learning how to evaluate information utilizing the latest technology is crucial to

5. 5
scholarly inquiry. Although an online environment, students still gain sufficient knowledge and
skill to practice the profession. As the curricula and resources move online it seems to have
attracted younger students.
There is an increasingly younger student body across ALA-accredited master’s programs.
This reflects the changing demographics of the profession. Younger students are usually more
technologically comfortable having been raised in an environment of constantly introduced new
technology. From desktop computers to laptops, from cellphones to smartphones, these students
are familiar with the tools being used and improved upon. Schools wishing to support this
population should consider looser, less formal and more diverse educational opportunities. Few
if any of these young library students have extensive experience in academic libraries before the
start of the program. While eager to learn, familiar with emerging technology, and experience
using an academic library, they lack the experience of managing or working within an academic
library. As this is a trade they are studying and applying their knowledge of technology towards,
they have a different mindset about what is relevant and what has become antiquated. Services
and methods used to maintain the academic library is ever evolving and young students are
learning with the market as it changes. Because of their youth, differences emerge regarding
views about employment markets and curricular focus. Staff chosen from these graduates must
be able to adapt to new technology while also prepared to maintain the academic library.
Can all requirements be met within a single degree program? With all the concerns to
account for in properly training future librarians, is a single degree program sufficient? Perhaps
if that program were to allow more time to effectively receive all the required information.
Extending the length of graduate study would provide more time for courses in research methods
to help academic librarians prepare for their roles as researchers. Research is the primary usage

6. 6
of the academic library and the one skill set all librarians must excel at professionally. One way
to improve library education is requiring instruction in database searching. This is an effect skill
useful in all facets of academia and will be invaluable regardless of the institution that graduate
students begin their careers at. Many LIS students are flexible to the idea of type of library to
work in until shortly before graduation. There is a focus that is developed towards graduation but
students do not necessarily end up working within that focus. Regardless, most graduates do
work in fields using their LIS skills. A mentor can assist student in preparing for the career they
choose to focus on.
Mentoring has always been an integral component of the library profession. Through
career training, a mentor can prove to be most beneficial as they require critical thinking and
questioning of everyday activities as a librarian. Mentor programs are made available to assist
students in their studies and their future careers. The faculty advisor or dean can suggest
potential settings and supervisors. A student will learn and be guided by a mentor while the
student assists their mentor in their work. Faculty now has the option of reaching out to students
in the online environment. This is done through tools such as instant messaging, wikis, blogs,
and other virtual tools (Gieskes, 2010). Referred to as mentoring interactively (MIing), this
provides a solution to distance learners needing mentoring support. Seasoned librarians benefit
from the mentor/protégé relationship thereby creating a cost effective program. This hands-on
experience allows the student to truly consider their chosen field of study.
Experiences and other factors sway decisions on selecting a profession. A chosen
profession may entice an uninformed student who does not realize they will not enjoy the field
until they have already begun working in it. A student who receives the experience early in their
degree maybe swayed to focus on a different discipline. What is the motivation that animates an

7. 7
individual’s career choices? When studying for a position in an academic library the student
should feel confident that they can perform their duties and it would be beneficial to both the
student and the institution if they enjoyed their work. How to find the academic library leaders
for tomorrow? How to recruit to the profession? Find the individuals who are confident in what
they are doing and able to continue learning new technology as it emerges. They must be eager
to learn, research, and strive to keep the academic library a viable resource. Otherwise they may
be dissuaded from improving the profession and allow it to fall into irrelevance.
Some students hear about the declining importance of librarians. Some are not even
convinced of the importance of academic libraries. Many want a job, any job. Unsure of a
specific career outlook, most pursue a wide variety of undergraduate subject majors. Career
counseling in schools might not exist or is not supportive of the librarianship profession. A
suggestion could be for collaboration with academic advisors to investigate the development of a
LIS career path. Simply exuding enthusiasm about librarianship when applicable can win many
converts. This will help uplift the student body and improve the quality of institution. Reputation
of the institution is also a reason for choosing courses. Students will want to study at an
institution with a good reputation that will reflect well upon them in their career. Regardless of
where the student graduates, their work place will demand quality. One of the demands of the
academic library is the demand of providing support for a diverse community.
The need for diversity should be present in all aspects of LIS education. It is important to
know how to provide for and meet the demands of a diverse community. Many in the academic
library profession are well aware of the importance of increasing diversity in the workplace. A
diverse workplace is more prepared to assist patrons with diverse needs. The business world also
knows that multiculturalism and diversity means good business. The more people you can help

8. 8
the more you increase the usage of your services. Not having to turn anyone away or leave them
to their own devices helps distinguish a well prepared institution.
A major concern in LIS education for many years has been how to address lack of
diversity within the field. The library profession has done little to recruit people of color into the
profession. Few doctoral degree recipients from ALA-accredited LIS schools in the United
States were minorities (Strothmann & Ohler, 2011). Between 1995 and 2000 only 3.1 percent of
library school graduates were Latino (Gulati, 2010). Historically, library professionals have
primarily reflected mainstream populations. The amount of financial aid LIS schools can offer
is limited. If more aid could be offered to more potential students, the level of diversity amongst
the student body could increase. An attempt should be made to increase minority representation
in university libraries, a push toward racially diversifying staff. As communities become more
diverse they should be encouraged to continue to use their libraries.
Hiring of minority staff can serve as role models to attract nonusers particularly among
students of color (Welburn, 2010). When someone expects that they will be assisted and not
ignored they are more inclined to use the facilities. No one wants to feel excluded. It can already
be difficult to conduct research, but even more difficult if the patron feels they have no
assistance and must struggle alone. When diversity is supported by the university administration,
it establishes the norm for what is expected within academic departments. Diverse patrons would
be more inclined to seek assistance from their libraries as opposed to seeking research on their
own or giving up. Expansion of recruitment and retention needs to be more specific regarding the
inclusion of a diverse background. They will, after all, become our next leaders. They should be
able to assist all facets of their patronage. Amongst this recruitment, new ideas and abilities
should not be overlooked or repressed.

9. 9
Older and newer colleagues must work together to improve their institutions. Older
colleagues should understand younger librarians’ backgrounds and outlooks. Likewise, negative
stereotyping of older employees in the workplace may reduce the effectiveness of initiatives
designed to encourage the employment of older employees (Edge & Green, 2011). . Young
people may bring new knowledge and technical expertise, but experience and seniority are
strengths as well. Learning about each generational background can assist with understanding
differences. There are constants and variables to consider with an ever evolving workplace.
These must work together to improve the institution. The type of individual selected for the
position can depend on communication consistency. Positive assistance and work will strengthen
the services of a library and toxic influences will weaken the resolve of staff, the services they
provide, and the attitudes of patrons. To attract good people to the library, good people already
need to be working there. The attitudes of current staff could be improved with appreciation of
their position.
Paraprofessional library staff should be encouraged to make the transition to
librarianship. If they remain or move on to another institution it will be at a more important and
valued role. The consistency of staff at academic libraries has fluctuated over time. Overall
staffing levels at academic libraries have declined but that the average number of professional
librarian positions modestly increased. What is the level of knowledge pertaining to specific
subjects amongst these professional librarians? How many are available to help with specific
areas of research? Librarians could provide better service if they were versed in the subjects
being requested by patrons.
Subject expertise can only enhance a librarian’s ability to interpret the collections to
students and scholars. When a patron requests information they may not be aware of what they

10. 10
are specifically requesting. Even if they are sure that they are it could be that it is only the
starting point of their research that will branch further into the subject. Being aware of the
subject being requested allows a librarian to determine this distinction and provide options to the
patron in addition to fulfilling their initial request.
“With the anticipated decline in active librarians, it will be important for librarians on
university campuses to actively recruit bright, young students, particularly minority students as a
way to diversify the profession” (Love, 2010).
The challenge now lies in the LIS profession to boldly face the future. This comes from a
young workforce which will lead the way. They have the technological knowledge to support the
academic library needs that will come. The diversity of future librarians will also provide the
necessary look. The institution must recruit, retain, and develop a committed and talented
workforce to maximize opportunities.

11. 11
Works Cited
Chapman, C. (2009). Retention begins before day one: Orientation and socialization in libraries.
New Library World, 110(3/4), 122.
Edge, J. , & Green, R. (2011). The graying of academic librarians: Crisis or revolution?. Journal
of Access Services, 8(3), 97-106.
Gieskes, L. (2010). Mentoring interactively (miing): New tools for librarian recruitment and
retention. New Library World, 111(3/4), 146.
Gulati, A. (2010). Diversity in librarianship: The united states perspective. IFLA Journal, 36(4),
288-293.
Love, E. (2010). Generation next: Recruiting minority students to librarianship. Reference
Services Review, 38(3), 482-492.
Moran, Barbara B., et al. "What today’s academic librarians can tell us about recruiting and
retaining the library workforce of tomorrow: Lessons learned from the WILIS 1 study."
ACRL Fourteenth National Conference. 2009.
Riley-Huff, D. , & Rholes, J. (2011). Librarians and technology skill acquisition: Issues and
perspectives. Information Technology and Libraries, 30(3), 129-140.
Stewart, C. (2010). Half empty or half full?: Staffing trends in academic libraries at u.s. research
universities, 2000-2008. Journal of Academic Librarianship, 36(5), 394-400.
Strothmann, M. , & Ohler, L. (2011). Retaining academic librarians: By chance or by design?.
Library Management, 32(3), 191.

12. 12
Welburn, W. (2010). Creating inclusive communities: Diversity and the responses of academic
libraries. Portal: Libraries & the Academy, 10(3), 355-363.