These links point to opportunities for employment at MIT and beyond:
• Current vacancy postings for librarian, other administrative, and support staff
• MIT employment opportunities beyond the Libraries• Student employment information for MIT students
1. Hiring Manager must receive approval for use of headcount from their AD
2. Hiring Manager provides fleshed-out position description to ADs group for their approval
3. Hiring Manager invites search committee members
4. Hiring Manager shares position description with HR via the form below in Posting & Search Process
5. HR creates job post ensuring it is in compliance with Institute job posting and the job catalog
6. Job post is approved by hiring manager and the requisition is created on PeopleFluent
7. HR announces position to all-lib followed by an announcement from the Hiring Manager on who will serve on the search committee (with a brief statement on why the members were chosen)
8. Based on the information provided by submitted form; HR schedules time for search activities.
Please follow this link to create a job vacancy. This form is designed to streamline the job requisition requests put forth by various departments in the MIT Libraries. When submitted, HR will present to the ADs and once approved, will get back to you with suggestions or to schedule the kickoff meeting.
You will be required to provide the following information among other things:
1. Search committee members
2. Stakeholders
3. Search venues you'd like us to use- Here is a list of our commonly used placement venues [updated 3/29/2022].
4. A position description
Below are some helpful writing tips extracted from Central HR's page that may facilitate the process of creating the job description:
A job title is a generic title assigned by HR and used by HR to group similar jobs together. A position title, determined at the School or DLC level, is the public-facing title that appears in the MIT directory. For some roles, the job title and position title will be the same.
Describing position responsibilities clearly and concisely can be challenging. The following tips may be helpful to you.
Do some initial preparation and advance thinking:
What are the 4 - 6 major end results the position must accomplish on an ongoing basis?
What are the activities associated with getting these end results accomplished?
What type of independent judgment and discretion is exercised?
What types of decisions are made?
Begin by listing the activities associated with the position, then cluster those activities into related groupings. Review the groupings to identify the nature of the accountability associated with the activities.
List the responsibilities in descending order of importance and assign a percent of time spent on each. This helps the reader get a clearer picture of the position. (Note: the FLSA regulations no longer use "percent of time" in the duties tests, so this percentage will be used primarily to understand the job content.)
Think about how to describe the position to someone who is unfamiliar with the position or department.
Avoid the use of jargon, acronyms, or other non-standard language.
Use the following model as a way to structure each statement:
Action Word + Subject + Specific Activities
Hint: Make sure to be specific about the activities to be performed. See below for examples and see the glossary for more action words.
Examples:
|
Action Word |
Subject |
Specific Activities |
|---|---|---|
|
Prepare |
Monthly financial reports by |
|
|
Maintain |
Audio-visual equipment inventory by |
|
When the time comes to schedule search days [usually following the Phone Screen Debrief, please fill out this form to request search participants, timing, if there is a presentation component [and if so, what it is so candidates can be notified ahead of time], and additional information. The liaison from the Search Committee assigned to each group should reach out simultaneous to form submission so nobody gets any surprise calendar invites in their inbox from the lib-hr team!
All search committee members have responsibility for assuring that candidates are given fair and impartial consideration throughout the full search process. All staff who are involved in the search process, and particularly search committee members, are encouraged to read and refer to this brief article in order to raise our awareness around how unconscious bias as individuals or within a group dynamic may influence this hiring process.
What does CPDI bring to the interview process?
"While not experts, we provide insight on the topics of equity, diversity, inclusion, and social justice.
We provide support in the creation of questions, provisions of EDISJ resources available to CPDI, and general thought partnership prior to and during the interview. We keep EDISJ in the forefront of our minds during the interview and can add an additional perspective. Other participants likely focus on multiple aspects of a candidate’s answer, we focus on one. Our participation in an interview should not be seen by a search committee as “checking the EDISJ box.” While we will suggest and encourage questions that promote discussions of EDISJ mission and values, the search committee and all interview participants are empowered to do the same."
While this 25 minute video focuses on gender stereotypes, the principles and strategies may be applied more broadly to many kinds of stereotypes. Particularly helpful is a discussion of realistic strategies to use to counteract widely held stereotypes.
A widely used instrument in social psychology for raising awareness of individual bias is the Implicit Association Test (IAT). The IAT measures the strength of associations between concepts (e.g., black people, gay people) and evaluations (e.g., good, bad) or stereotypes (e.g., athletic, clumsy). They continue, “Implicit attitudes are positive and negative evaluations that occur outside of our conscious awareness and control. Project Implicit contends that through awareness and vigilance, implicit preferences and biases can be changed.
“Despite our ongoing quest for diversity and a growing number of initiatives to increase it, the demographics of the professional librarian population haven’t changed in any significant way. We are starkly lacking in diversity based on race and ethnicity (we are overwhelmingly white), age (librarianship is an aging profession), disability, economic status, educational background, gender identity, sexual orientation, and other demographic and identity markers of difference. This lack of diversity should be seen as a signal, an invitation to us to look critically at our culture, our practices, and our assumptions, and investigate what it is about ourselves and our profession that is preventing underrepresented people from being able to, or even wanting to, enter and stay. We need an awareness of how privilege, bias, and the attendant power differentials and oppression play out at the individual and the systemic levels of our profession. And we must consider how these affect the experiences of underrepresented and marginalized people within our dominant (white, heterosexual, cisgender, and patriarchal) culture.”
“Despite the growing body of research on our professional demographics and multi-year diversity initiatives, librarianship in the United States remains overwhelmingly white. I suggest the interview process is a series of repetitive gestures designed to mimic and reinforce white middle class values, which ultimately influence the hiring decisions—and relative lack of diversity—of librarianship as a whole. I consider how the whiteness of librarianship may manifest long before the hiring process. By identifying and interrogating the body of white, middle class values inherent to both librarianship and professional job searching, I offer suggestions to encourage an authentically diverse pool of applicants.”
Who can apply?
Once a student is selected:
Supervisor submits form via Google form.
lib-hr processes employment on Atlas
lib-hr informes Judith Gallagher
Further details for the IDLA process may be found here.
Process: Temporary Staff Hiring
Effective immediately, lib-hr will be responsible for handling the processing of all MITemps temporary staff requests. Managers will continue to recruit temporary employees independently; lib-hr will liaise with NextSource, our vendor, to process the employment once a temporary employee has been selected. By implementing this revised process, we aim to enhance efficiency, maintain compliance with CBA requirements, and ensure a seamless experience for both hiring managers and temporary staff. A reminder: temporary employees assigned to union work have a one-year limit, and lib-hr will notify the union of hire status.
Glossary:
Temporary employee: Someone who is hired by a staffing agency or another third party.
MITemps: Individuals who are selected by MIT managers and referred to, screened, and hired by nextSource (our designated outside agency) for short-term assignments
NextSource: The vendor MIT uses to employ MITemps.
VNDLY: The system used by NextSource and MIT hiring managers to hire MITemps temporary staff and approve their timesheets.
Steps:
Initiation of Temporary Staff Request:
When a temporary staff need arises and the hiring manager has successfully recruited a temporary employee, the hiring manager will complete the "Temporary Staff Request Form" provided by lib-hr.
The form will capture essential details such as the position requirements, duration, hourly rate, and any specific job responsibilities. This form is identical to the VNDLY form with a few more additions that lib-hr incorporated. If you need help filling out the form, contact lib-hr@mit.edu with your questions.
If hiring managers need support in securing temporary employment, please reach out to lib-hr@mit.edu and our team will gladly assist you.
2. Submission of the Form:
A pdf copy of the form can be found here; this should help with collecting the information necessary to fill out the form
The hiring manager will receive a copy of the submitted form for their own records
3. Review and Processing by lib-hr:
Upon receiving the request form, lib-hr will review the information provided by the hiring manager for completeness and accuracy.
If any clarification is required, lib-hr will communicate with the hiring manager promptly to resolve any discrepancies.
4. Entering Temporary Employee Data on VNDLY
Lib-hr will enter the relevant details into the VNDLY system, which will generate the necessary records for the temporary employee.
5. Communication with Hiring Manager and reporting:
After entering the data on VNDLY, lib-hr will inform the hiring manager about the successful creation of the temporary employee record.
Instructions regarding timesheet approval will be provided to the manager by nextSource, ensuring a smooth workflow for managing the temporary employee's hours worked. The manager is responsible for approving weekly time sheets.
Fiscal-lib will also be kept apprised of all updates for financial reporting purposes.
6. Onboarding and Issuance of Temporary ID Cards and Kerb Accounts:
lib-hr will collect the required information from the "Temporary Staff Request Form" to issue temporary ID cards and temporary kerb accounts for the newly hired temporary employees.
The temporary ID cards allow for the creation of a unique identifier which is essential to our records management. The temporary Kerb accounts will enable access to appropriate systems and resources during the temporary assignment.
The hiring manager is responsible for all other onboarding tasks.
7. Extension of Assignment:
lib-hr will reach out to hiring managers before the end date of the temporary assignment to assess the need to extend.
8. Termination and Offboarding:
Upon completion of the temporary assignment, lib-hr will coordinate the termination process and ensure proper offboarding, including the return of ID cards and kerb account deactivation.