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FLO IDEA Hiring Toolkit

Announcing the New Librarian

  • Send an email announcing the new employee to the department team. Include the start date of the new employee, their role within the library, and a professional biography. Include the new employee in the message, if deemed appropriate.
    • Include preferred pronouns (if provided by the new hire), as well as the correct pronunciation of the new employee's name.
  • Invite the team to welcome the new employee and help them to connect with the various resources and acclimate into the library/campus culture.

Librarian Staff Training to Ensure Welcoming Environment

  • Discuss with staff ways to welcome the new employee.
  • Use this opportunity to explore issues related to DEI including inclusive language. Institutions may have resources available through their HR departments.

Work and Break Spaces

Take inventory of the new employee's work space and common break areas to determine if there is the following:

  • Are the organization’s values posted in the break room?
  • Do posters and images displayed in common areas reflect an array of cultures?
  • Is there a clearly labeled All Gender bathroom option? 
  • Is there a clearly labeled designated nursing space available?
  • Is there a clearly labeled designated space for prayer or meditation? 
  • Is a clearly labeled accessible bathroom near the new employee’s workspace? 


  • Work with your IT department to order computer, phone, email, software after checking with employee in case there are any specific needs.
  • Order name tags, business cards, office keys, staff ID, and other pertinent materials.
  • Make sure that workstation is cleaned with general supplies that they might need.

Note: Some of these might need to be ordered on Day 1.


Before the Employee Starts

Before the employee starts, it is recommended that the onboarding committee sends a welcome packet that includes:

  • Welcome letter
  • Job description
  • Contact names with extensions and emails
    • Including the contact and information for special accommodations
    • Information on how to acquire supplies and material.
  • Campus and building map.
  • Parking and transportation information (including accommodations)
  • Code of conduct of the library and institution along with if there is a dress code.
  • Affinity or employee resources group guide
  • The mission and values of the organization, including its Equity, Diversity, and Inclusion statement
  • Email, phone extension, and computer with software readily installed.

Sources regarding preferred pronouns


Bélanger et al. (2023) state that the first day, week, and month are primordial to convey the organization's values in onboarding a new hire. The following points are some of their recommendations:

First Day

  • As the onboarding partner, be there personally to greet the new employee.
  • Show the new hire their workspace and shared spaces.
    • Please take this opportunity to present the members of the department/library and have each person share their role.
  • Give a tour of the library/campus.
    • Show areas such as restrooms, lunch, wellness, nursing, etc. 
  • Provide a schedule of what the new hire's first day and week will look like.
    • The schedule should include meetings and training with various areas of the organization.
  • Ensure the new employee has been granted the special accommodations requested during the preboarding process.

First Week

  • Direct the new employee to formal orientations about the policies and benefits of the organization.
    • If needed, provide contact to certified translators for official documentation requested by HR.
  • Arrange and direct the new hire to professional development sessions pertinent to the department and their position.
    • Contact them with the professional development department (if applicable).
  • Provide access to online tools such as LibApps, Wiki spaces, accounts, and other shared information within the library or department.
    • Within this process, provide access to training guides that the new hire can refer to.
  • Arrange meetings with various staff members so the new hire can become familiar with the organization's/department's work culture.
    • Provide contacts to affinity groups and potential liaisons.

First Month

  • Ensure the new hire has attended any or all Human Resources-sponsored orientations.
  • Meet one-on-one weekly to ensure that the employee is acclimating to the position and the organization.
    • Use this opportunity to provide feedback and mention areas of growth.
  • Mention opportunities for professional development within and outside of the organization.
  • Have the new hire shadow you or other employees, if applicable.
    • This can work for committee meetings, instruction lessons, and program coordination.
  • Provide a channel for the new hire to ask questions.
  • Ensure the new hire has all the tools and resources to meet their requested accommodations requirements.

Months 2-6

Throughout the first 6 months of the new hire's term, they will get accustomed to the organization's work culture. They will also develop competencies related to the rhythm and the needs of the job setting. As time passes, the new hire will become acquainted with various community members.

  • Continue with one-on-one meetings to check in with the new hire.
  • Delegate tasks and projects with support and a clear structure. These can be used to engage in deeper learning about the organization/library.
    • Establish how the communication will be managed, as well as the timeline of the project.
  • Wind down the onboarding partner relationship/process. Within this period, establish an end date.
  • Schedule a 3-month meeting to discuss the needs, accomplishments, and milestones of the new hire.

Months 7-12

  • Use this time to reflect on the first 6 months of employment. Additionally, review any objectives set for the first 6 months and set objectives for the second half of the first year.
  • Provide the opportunity for the new hire to share their observations and reflections on the onboarding process along with the culture and practices of the institution, including what worked well and suggestions for improvements.
  • As the supervisor, reflect on what worked well and what changes you might make for future onboarding of employees.

Acclimating to Campus Culture

The management and team should designate an onboarding partner for the new hire. This person should connect the new employee with key people in their first weeks at the library/campus/organization. Some of the acclimating practices can be having lunch with team members and other departments. During the first weeks and initial tasks, it is considered best practice to check on the new hire via email, phone, or in person. This will allow the new employee to ask questions, as they get to know their new work setting.


"Mentoring, of all staff, is a way to show a desire to see, and take part in, personal and professional growth. It allows for a personalized outlet, a trusted advisor, for questions or comments that might feel stupid, or at least uninformed, in a larger group setting" (Magurany & Dill, 2022, p. 476).

  • According to Magurany and Dill (2022), consider multiple mentors for a newly hired librarian.

Affinity Groups

In addition to mentor as the institution that you work, explore also affinity groups to provide support to newly hired librarians (Magurany & Dill, 2022).

References & Further Resources

Text for the Onboarding section of this toolbox was adapted from the following unless otherwise cited:

Selected Resources by Topic

Librarians of Color

Librarians with Immigration experience

LGBTQ+ Librarians


Religious Considerations

Disability/Diverse Functionality