Advocating for Better Salaries Toolkit

Source: Editors and Writers: Jennifer Dorning, Tara Dunderdale, Shannon L. Farrell, Aliqae Geraci, Rachel Rubin, Jessica Storrs, American Library Association – Allied Professional Association (ALA-APA), Fifth Edition: April 2014

Successful salary improvement efforts begin and end with library workers. This toolkit is designed to provide library workers with the resources and strategies they need to improve their salaries. Library workers are not alone in their fight for fair compensation. …. The toolkit has four parts: Building Your Case for Better Salaries; Pay Equity; Unions; and Speaking Out. This toolkit will be helpful whether you are a librarian, administrator, or support staff.

Part 1 focuses on building the individual library workers’ case for better salaries and providing tools for salary negotiation. To build the case, the toolkit outlines resources to help you determine your fair market value and effectively demonstrate your value and the value of your library. Part 1 also includes information on living wage campaigns and the effect of faculty status on salary. Part 1 concludes with salary negotiation advice for individuals as well as advice aimed at administrators looking to improve staff salaries.

Part 2 outlines the process for initiating a pay equity campaign in your library. This section provides tools for identifying pay inequities in your library and outlines the options for recourse. While legal recourse is available in pay equity cases, this section also outlines the steps libraries can take to revise job descriptions, position classifications, and job evaluations to achieve pay equity.

Part 3 provides resources for library workers who want to seek union representation in their library. This section also outlines the benefits of joining a union as well as frequently asked questions about unions.

Part 4 explains the five steps necessary to presenting an effective case for increasing salaries. Part 4 also looks at how to handle challenges and setbacks when seeking fair pay, including budget cuts, employee turnover, and labor market saturation and recruitment.