Too many language and literacy professionals grovel for work. They’ll take teaching, editing or translating jobs that require long hours, lousy pay and poor working conditions because they are afraid that if they don’t they might not get another offer.
Nothing could be further from the truth. When you exude confidence to your school or the organization who is contracting you (e.g. the client), you earn their respect. Here are 5 questions to ask yourself when you are considering a contract job as a language or literacy professional:
#1: Will I like working with these people?
Let’s face it, people who work in languages and literacy often have a vested interest in the students or clients they serve. It’s not just the learners you want to think about though. How does the management treat its staff? If the Executive Director is a micro-manager and you are a big picture thinker, is that really going to be a good fit for you? If the office staff are miserable because they hate their jobs, are you really going to like working in that environment?
You owe it to yourself to find out what the people are like that you would be working with. If you get that nagging feeling that these folks aren’t “your peeps”, do yourself a favour and walk away. Chances are you’ll be miserable if you take the job. In the kind of work we do, people matter. At least, they should. If people don’t matter, why would you want to work there?
#2: How do the organization’s values align with my own?
This is a big one. You need to be honest with yourself about what matters to you deep down. If you believe that genuine effort, commitment and participation are the most meaningful aspects of learning, then you’d hate working in an organization that bases marks on standardized testing.
I was once raked over the coals by a department head because my final grades didn’t fit onto a bell curve. My students’ marks were too high. It happened that it was a particularly good group of students. The department head didn’t care. She wanted a statistically perfect bell curve for the final grades “to maintain the integrity of the department”. (Baloney. The integrity of a language teaching department can never be represented by a bell curve of marks.) I was told in no uncertain terms that the next semester my class record book needed to reflect grades that fit onto a standard bell curve. There was no “next” semester. I choose never to teach for them again.
If an organization’s values are not aligned with your own, you’ll hate the work and you’ll hate yourself for working there. Seek out schools and clients who believe what you believe.
#3: How are the working conditions?
Are you given your own desk or work space or are you required to share? Are the facilities where you work clean and sanitary? Is parking readily available (at a fair price)?
How are the psychological and emotional conditions of the workplace? Is there a culture of oppression? Do the folks who work there constantly feel demoralized, grumpy or stressed out?
I recall one client who didn’t pay their staff particularly well, but the “extras” they offered them included free parking, a catered lunch every Friday and a work environment where laughter filled the hallways during break time and folks enjoyed a genuine sense of camaraderie and friendship. As a result, they had staff who never wanted to leave and a long line of applicants who would give anything to work there.
The working conditions, environment and relationships at a workplace matter.
#4: How are the hours?
It is not uncommon for teaching organizations to fail to pay for the time required for you to prep your classes, grade student work or perform associated administrative duties. But what if they did? That would definitely be worth considering.
Are you required (or implicitly expected) to sit on committees as part of your professional volunteer service to the organization? Are you constantly being asked to help develop (or revise or “refresh”) curricula for no additional pay?
All of these extra tasks add up. Time is a limited resource. Every extra volunteer task you are asked to take on is time you can not spend doing something of our own choosing, such as spending more time with your family, engaging in leisure activities or even taking on more paid work elsewhere.
Your employer (or client, depending on your relationship with you) may not intend to “suck you dry” in terms of your time, but it happens more often than it should. Contract employees want to say, “Yes” because they think it will help position them for a full-time job should one arise. That may be the case… but it may not. Be honest with yourself and ask if all these “extras” you are taking on are really worth it.
#5: How will this work maximize or help me develop my professional skills?
Would you be doing the “same old, same old”, teaching a subject you’ve taught for 20 years and if you are honest, are kind of bored of?
Conversely, are you being asked to teach courses that you’ve never taught before and the work would require you to put in dozens of hours of development time?
Is the work challenging for you in a way that you find inspiring and engaging? Are you growing as a result of your work? Are you learning new skills that will make you more marketable?
I’ve seen too many adjuncts, sessionals or contractors take any job they’re offered because they are afraid that if they don’t, the sky will fall in and they’ll never get hired again anywhere. You’re not “just a contract teacher”. Schools need you as much as you need them. Finding the right fit is more important to your long-term health and professional growth than taking any old job that might come along.
You are a language (or literacy) professional. And professionals don’t grovel or beg for work.
Treat every opportunity as a two way street. Interview the organization to see if they are a good fit for you. Make sure the work aligns with your areas of expertise and interests. If not, walk away. If you don’t, you could miss a real opportunity that’s just around the corner.
It’s your career. Be in charge of it.
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Sarah Elaine Eaton is a faculty member in the Werklund School of Education, University of Calgary, Canada.
Posted by Sarah Elaine Eaton, Ph.D. 
Learning, Teaching and Leadership 
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