Job Searching and Gregor

Only have time for a quick post. Job searching for part-time jobs is a little complicated since I want to work part-time at certain hours. Still, I've turned in several applications and had a good (I think) interview this week...I'll try to write more later.

I just read the second book in the Gregor the Overlander series--it's been over a year since I read the first, and I forgot how much I enjoyed that world:

Gregor and the Prophecy of Bane by Suzanne Collins

My review

rating: 4 of 5 stars
I love Gregor as a low-key hero and I love his love for Boots (his sister) and his determination to do the right thing--now I want to go back and read the original.


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Book Review trial

Attempting to include my most recent Goodreads review--of Good Masters! Sweet Ladies! by Laura Amy Schlitz:

Good Masters! Sweet Ladies!: Voices from a Medieval Village by Laura Amy Schlitz

My review

rating: 3 of 5 stars
Excellent portrayal of the Middle Ages--made me cry at some parts even though I don't think that's her aim. I think nerdy kids like me would like it and a lot of kids would like it if they got to play the parts, but not one of those that most kids will pick up from the shelves on their own.


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Graduation and Other News from the Last 6 Months

So, I haven't posted in 6 months (doesn't truly matter, since I don't think I have any readers!). I've now graduated from library school. I am currently not employed (more in a minute). I don't have any glorious revelations about either libraries or life. However...I don't want to give up on this blog just yet, partly because I like playing around on the computer when I should be doing other things, partly because I like the idea of blogs well done--and practice makes perfect.

My last semester was good but busy, especially considering I was only taking two classes along with my master's paper. The biggest recent news, though, is not from library school, but the fact that my husband and I welcomed our first child into the world. We've decided that he doesn't need any sort of Internet life until he's old enough to do it himself (probably with arguments over what he's allowed to do himself), so I won't be sharing any pictures of him here. He's exceedingly adorable, and you'll just have to take my word for it! So, with his arrival in late April, the most notable aspect of the end of my library school career was finishing!

N decided to start making his appearance on the day of my last class, and did so in an amusingly library-related way. I had attended my very last class (YA Lit), then went to the library where I was working part-time to do my last desk-shift, with my last storytime scheduled for the following day. While at the desk, my water broke (several weeks before it was expected to)! My friend/colleague/fellow student had the presence of mind to call 911 before our branch manager (my first concern was that she couldn't staff the place alone--aren't I committed?--or maybe I should be!). Apparently, I gave the branch the most excitement it's had in months by going to the hospital via ambulance. Luckily, everything proceeded smoothly after that, and baby's early arrival made it possible for both him and his mother to attend SILS graduation two weeks later!

Now it's July and I am in the job search process. It's a little more complicated than my previous job searches, because I need to earn a decent amount of money (as in, more than minimum wage), but need to work at hours when my husband is not. We are not willing or able to do regular daycare, so we are trying to figure out how to pass the baby between our two schedules. I actually have an interview for next week, and several more applications out. In the meantime, I've gotten to be (and will be until employed) a stay-at-home mom, which is awesome and frightening at the same time. Awesome because I get to be with N all the time and frightening for the same reason--especially when I can't calm him down, as happened yesterday. Also frightening because I don't get much housework done, I'm not contributing economically the household, and the days just seem to slip by before my eyes (of course, wasting time online probably doesn't help...). Overall, though, I like that our son is always with either me or my husband in his first months of life.

One of the things I do a surprising amount of is reading, since there's not a lot else I can do while nursing, and this kid can eat a lot!! For my next post, I'm going to try to import on of my book reviews from my Goodreads account--so there will still be some library-related stuff in this blog after all!

Personality Tests (for Management)

Well, when I first went to take these, my laptop's internet browsers (yes, browsers plural!) kept telling me that both sites "timed out" every time. Turns out it was something with the on-campus wireless. I don't know if my frustration with this reflects something about my personality, but there it is!

While I was trying unsuccessfully to get to the Myers-Briggs type test, I found another Myers-Briggs type that I took instead. It was interesting in that it didn't just give me one type. It said I shared 77% of the profile for both ISFP and ESFP, 76% with ESFJ, and 75% with ISFJ. One thing that doesn't surprise me about this is that I tend to be right on the line for I/E. I see this in my life: sometimes I just want to be left alone to read my book, but sometimes I don't want to be alone at all, even if the other person and I are just going to sit next to each other engaged in "parallel play" with occasional comments to each other. Apparently, this shows that I'm on the line for P/J, too, which is weird, because when I finally got to the "official" practice test for class, I came off as a very strong "J." I'm not sure what really defines the judger vs. the perceiver; however, when speaking about my overall type, ISFJ according to this test, it talked a lot about being concerned with propriety, and that definitely defines me.

Both the information from the Myers-Briggs and from the Enneagram, where I got the highest score in the "helper" type, talked about liking to help others, but more in a low-key, from the sidelines way. That is definitely true. I don't think I want to be the CEO. I don't mind the idea of being a branch manager, but I don't ever want to be the library director. This is partly because of the weight of responsibility, but also because I like to be a "big fish in a little pond." I like to help people in my little universe, fixing things that can actually be fixed.

One somewhat funny result, considering this is Management class and we're talking about Leadership this week, is that I got a 0 for the "Leader" type on the Enneagram. Granted, the description looks like it's talking about a more high-profile leader than some of what we've discussed in class, but I thought it was funny.

Overall, since I've taken personality tests before, I was unsurprised by the results. Still, it's nice to see that I tend to be consistent in different personality tests given at different times--seems like there may actually be something to them! :-)

Ethical Principles (for Management)

1. As the community library, we treat each patron with the same respect and committment to high service.
-This means that each patron's request is just as important as every other; do not show partiality.
-Show respect and helpfulness even to patrons who are difficult to get along with.
-Children are patrons, too, and should have their information needs treated with the same respect as adults.

2. Be honest.
-This seems self-explanatory, but is important to remember, and includes some of the situations below.
-Do not use library supplies for personal reasons.
-If you can not help a patron, explain why and seek another solution rather than trying to hide a difficulty.
-Give reasonable estimates on when broken machinery will be fixed.
-Seek help when needed.
-If you encounter a dilemma, consider which option will allow you to uphold the highest standard of honesty.

3. Keep patron records confidential.
-This directly supports ALA Code of Ethics, Article III. Maintaining confidentiality is becoming increasingly important in a society in which the Internet makes confidentiality less certain.
-Confidentiality can not always be extended to children under 18, but parents and guardians must have a reason for requesting information and be able to show their identification.

4. Show support for the library's mission and policies.
-When asked for an opinion on a policy change by a member of the public, give a neutral answer.
-Report concerns and complaints through proper employee channels, not to patrons.
-Maintain an understanding of current library policy and apply it to your work life.

5. Give patrons and staff the benefit of the doubt.
-Realize that everyone has a bad day and that you may also need the benefit of the doubt sometime.
-Help your co-workers when you can.
-Recognize when exceptions should and should not be applied.

The last principle was an actual part of the code of ethics at one of my jobs, and I really liked this. It reminds us that we are all humans and need a break sometimes, and, I think, led to a smoother and happier work environment. It also made "problem patrons" easier to shake off!

Elevator Speech (for Management)

I gave an elevator speech aimed at showing my qualifications for a part-time media specialist permission at a nearby elementary school that serves as a magnet school with an IB-Primary Years Programme. I spoke to one of my library school friends, who is also interested in school libraries and had her provide feedback. Here's the written text of the speech that I prepared beforehand:

"I think I would be an excellent match for the part-time media specialist position at Covington Farms (name changed)Elementary. I have a great deal of experience working with elementary school age children, most notably from a year as a
third grade teacher, but also from earlier jobs and volunteer opportunities. I have specific school library experience
through an internship in a middle school media center. I enjoyed getting to know the middle schoolers, but I truly love the
elementary school setting. I am comfortable working with students of all ability levels and would welcome the
academically rigorous environment of an IB program. I especially like working with other media specialists and teachers,
so I know I will enjoy the collaborative atmosphere of Covington Farms."

When I actually delivered the speech, I didn't read it, since I would never do that in real life, so it didn't come out exactly as written. I felt very weird giving this speech in an entirely unrelated context, and I explained the setting for my friend, which was also a little weird. I think it was good practice, but I definitely get the most out of practicing for an actual upcoming interview or speaking requirement.

I was very glad to have read over the text several times before delivering it, because some of my initial drafts just sounded ridiculous to me out loud. The idea of "selling myself" is still hard for me, and I think it was even harder in a straight speech from me, without the usual give and take of an interview. I actually think that, in real work situations, I would be better able to deliver an elevator speech about a project or a goal that I supported, because I could focus on the external "thing" that I wanted to accomplish, instead of squarely on myself.

The main feedback given was that I need to speak slower (I had "one minute" ingrained in my head and seemed to think a buzzer would go off) and that I should also have mentioned volunteering at another elementary school's media center regularly last year, since that would tie together my elementary school and library experience.

Fire Plan (for Management)

I chose to write a plan for fire prevention and management, partly because fires are disasters that can happen anywhere at anytime, and partly because they are a disaster that is very easy to plan for if you invest the time and effort!

Fire Prevention (at all locations):

1. Install smoke detectors and fire alarms that are equipped to automatically call the fire department. This should be done every time a new branch is built, and is the joint responsibility of the branch manager, the branch coordinator, and the builders.

2. Check smoke detectors and fire alarms every six months to ensure they are working properly. It is the responsibility of the branch manager to schedule this check with maintenance, and the responsibility of the branch coordinator to check in with branch managers to ensure adhereence to schedule.

3. Review the library's fire insurance policy once a year. This is the responsibility of the library director, in consultation with the library's legal counselors.

4. Train all new employees in the following procedures:
-Turning off the fire alarm (in case of false alarm)
-Evacuating the building
-Contacting headquarters after evacuation of a building
-Referring media to the appropriate person for comment
-Assisting in emergency room delivery/pick-up of co-workers and the public
-Contacting materials management for initiation of material recovery procedures
This training is the responsibility of the employee's immediate supervisor, in conjunction with other managers (such as Librarian 1s) as needed.

5. Hold a fire drill at each branch during open hours every six months. At least 2 days prior to the drill, review above procedures with all employees and inform them of the date of the drill (but not the time). Refer to evacuation procedures below for the order of drill procedures. Schedule drills so that they occur at different times of the day, to allow for employees who work different shifts to be part of the drills. Scheduling and organization of these drills are the joint responsibility of each branch's management team (branch manager, assistant branch manager, 2 Librarian 1s).

6. Back up data on HQ servers once a week. Backed up data will be stored at county headquarters, possibly also (in small amounts) on branch servers. This is the responsibility of the IT team.

7. Copies of all personnel files should be kept in fire-safe storage provided by the county. This is the responsibility of the HR department.

Fire Management (at a branch other than Headquarters):

1. If the fire alarm sounds, determine whether or not it is a false alarm. If it is a false alarm, follow the instructions for turning off the fire alarm and call the fire department to alert them (any branch employee). If the fire alarm has been pulled, determine who has pulled it and speak to them (branch manager).

2. The following are signs that the alarm is NOT false:
-any smell of smoke
-any sight of smoke or flames
-unusual heat coming from any part of the branch
-patrons/staff coughing uncontrollably or quickly exiting a portion of the library
If any of these signs are noted, the building MUST be evacuated.

3. Make an announcement that everyone must exit the building, instructing all parties to meet at the branch's entrance sign (or another designated spot that is better suited for that branch). If conducting a drill, announce that it is a mandatory drill. If not a drill, announce that fact. Assign one staff member each to check the bathrooms and the children's area, and adult area, and assist patrons who need help exiting.

4. If your branch holds a special collection in the workroom, assign one employee who is already in the workroom to cover this collection with a fire blanket, then exit the building (assuming the collection is not the source of the fire).

5. Assign another 1-2 employees who are in the workroom to retrieve the first aid kit, and any employee belongings (keys, purses) that are easily accessible (assuming these items are not near the source of the fire, and ONLY if sufficient time exists for employees to complete these duties and exit the building quickly).

6. When the branch manager exits the building, they should attempt to bring the fire plan, current schedule, and cell phone with them.

7. Meet employees and patrons at designated spot. Determine that all employees and patrons have exited safely. (If conducting a drill, allow all to re-enter the building at this point.) If anyone is hurt, call 911. If the fire department does not arrive in 10 minutes, call 911 or the fire department.

8. Call Headquarters to appraise them of the situation. Request that a branch coordinator and public relations manager come to the scene.

9. Assist the firefighters with any information that might be helpful when they arrived. Allow unharmed patrons to leave once the fire department has arrived.

10. If media arrive on the scene, all staff should direct questions to either the library public relations manager (if present) or the branch manager. All that should be given is a description of what happened (the alarm sounded, smoke was sighted, etc.), the evacuation steps that were taken, and the information that all people are safe.

11. The branch will remain closed for the rest of the day. If the fire is contained with a relatively small amount of damage, staff should stay for the end of their shifts, helping to clean up the branch. If there is extensive building damage, library staff (except for the management team) will be sent home.

12. Books that are damaged will be sent to Headquarters to determine whether they should be preserved or discarded. If a large number of items must be discarded, multiple titles can be floated to the branch from other branches once the building is cleared for operation.

13. The branch management team, the branch coordinator, and the fire marshall will determine what repairs need to be made to the building and when it is ready to be reopened. Funds for relatively minor repairs (new shelving, new carpet) will come from the library emergency budget line item. Funds for major repairs will be diverted from funding for new branch construction. If the branch has to close for an extended period of time (longer than 3 days), the staff will be reassigned to other branches in the interim.

Fire Management at Headquarters:

1. Evacuation should proceed as it would at any branch, with the following changes: staff working in materials processing should each carry one box of new materials out with them, as they are able and only if there is adequate time. IT staff should be sure to close the fire safe door to the servers, assuming the fire has not already spread to this part. Additionally, they should initiate an emergency back-up sequence as they leave the building.

2. If there is major building damage, the materials processing staff will be relocated to one of the branches with meeting rooms. All other staff will be relocated to other branches as space is available. Executive staff may be relocated to the county government building.

3. The branch coordinators will call the branch managers, using the phone tree, to determine if ILS service has been disrupted at the branches. If so, IT staff will be sent to both the county headquarters and to branches to attempt to use back-up servers to re-initiate the system.

4. Major building repair funds will be diverted from funding for new branches. Other repair/replacement funds will come from the library's emergency budget line item (necessary server space, reorder of new books that were destroyed).