The following story is true. However, the names have been changed to protect the innocent.
Meredith, an acquaintance of mine from library school, is an extraordinarily bright person with an amazing attitude. The moment I met her, I knew she would make an amazing librarian. Despite the small number of jobs available to academic librarians in this economy and despite being limited geographically, Meredith was hired fresh out of library school as a full-time adjunct instruction librarian at a medium-sized public university. In her first semester Meredith somehow taught over 40 instruction sessions, which included several two-week intensive information literacy course sequences for introductory general education courses.
On the Friday before spring semester classes began, Meredith was informed by her administrators that no temporary staff were to be hired to fill in for a librarian going on sabbatical. Instead, Meredith was now expected to take on 50% of her colleague’s workload, without any additions to her salary. Previously, Meredith had provided her superiors with a thorough account of her work hours—complete with professional standards from the ACRL Standards of Proficiencies for Instruction Librarians and Coordinators—in order to demonstrate that she had a full workload. Despite this, they believed that she was under-worked and that this addition to her current duties would bring her up to full-time.
To make a long story short, Meredith decided to fight this by arguing that if she was forced to take on 50% more work, the quality of education that she provides would severely deteriorate. She told me, “I cannot roll over and become part of the cycle that is perpetuating the corporatization of higher education.” In the end, Meredith was able to prevent the increase to her workload.
This situation is the result of an unfortunate combination of massive budget cuts and administrators questioning the value of teaching information competency in higher education. While Meredith’s situation is extreme, I have a feeling that her situation may not be an isolated incident. In this economic climate of dramatic budget cuts, librarians—particularly new, adjunct, and temporary librarians—are especially vulnerable. And the time available for some of us to provide effective instruction in information competency is getting compacted with additional duties and tasks.
I don’t want to make this a “librarians vs. them” kind of a thing because I realize there are a lot of complicated factors at play. But I would like to know: how do we successfully determine and prove what a feasible teaching workload is and how can new librarians like Meredith effectively share and demonstrate workload concerns with their administrators?