Recruitment and retention of information professionals: library leaders’ perspectives in Pakistan

Abstract

Purpose This study aims to highlight the issues and concerns specific to information professionals (IPs) in academic libraries of Pakistan. It identifies the problems that academic libraries face in attracting and hiring competent IPs along with the strategies to be used to recruit and retain them in the dynamic environment of academia. Moreover, it provides a list of required skills that employers would look for while hiring IPs in academic settings. Design/methodology/approach Semi-structured interviews of 20 library leaders involved in hiring process were conducted from 16 public and private sector universities. Findings Findings identified interpersonal skills as the most desired followed by the subject knowledge and IT orientation while hiring IPs for the present and foreseeable future. Good salary package, conducive work environment with opportunities for learning and continuing professional development and speedy promotion were significant perceived factors to attract and retain the talented professionals in university library settings. Practical implications The study would be helpful for policymakers and administrators to hire and retain the IPs capable of developing user-centered services in academic libraries. Originality/value Practical suggestions made for hiring, retaining and developing IPs in academic libraries would be beneficial for other developing countries with similar context. It addressed an unexplored area in the context of a developing country and reported original research that will assist policy and decision-makers to hire and retain competent human resources.

A Systematic Review of Employee Retention: What’s Next in Pakistan?

“…They found that HR practices (supervisor support, reward & recognition, and work-life policies) contribute to employee retention. Warraich et al (2019) in the context of library administration indicated that speedy promotions, attractive salary packages, favorable work environments, learning opportunities and development opportunities are factors that drive employees to stay. Butt rt al.…”

“…Akhtar et al (2015) Total rewards system Iqbal and Hashmi (2015) Perceived organizational support Mediator: Psychological empowerment. Tatlah et al (2017) HR practices Bibi et al (2017) Compensation, and promotional opportunities Moderator: Work environment Nasir and Mahmood (2018) HR practices: Supervisor support, reward & recognition and work-life policies Warraich et al (2019) Good salary package, conducive work environment, learning opportunities, professional development and speedy promotion. Ali et al (2014) Internal marketing: Motivation, empowerment, employee development, internal communication.…”

In Pursuit of Diversity in the CUNY Library Profession: An Effective Approach to Leadership in Academic Libraries

“…A driving force behind employees leaving their job/profession prematurely is the lack of developing clear career pathways in library services. The article also pointed out academic library hiring decisions, once made, are difficult to reverse or undo, and can prove to be costly in terms of time, resources, and service quality (Warraich, Ameen, & Malik, 2019).…”

Job crafting, workplace civility and work outcomes: the mediating role of work engagement

“…For example, a study conducted by IBM found that a major challenge facing information technology (IT) companies is the ability to attract, retain and engage employees to deliver exceptional customer experience. Employing and retaining right set of employees is key to meet the business objectives of the organization despite being expensive (Warraich et al, 2019). At HCL, employees are motivated to follow their passion and make a difference through the "employee first council platform."…”