Board Document                                                                 A03-18

 

 

 

Competencies for Special Librarians of the 21st Century

 

Revised edition, October 2002

 

Prepared for the SLA Board of Directors by the

 Special Committee on Competencies for Special Librarians

 

Joanne Gard Marshall, Chair, Eileen Abels, Rebecca Jones, Julia Peterson, Mala Sistla, Dee Magnoni, Board Liaison.

 

The Special Libraries Association (SLA), an organization of dynamic and change-oriented information professionals, has long been interested in the knowledge requirements of the field. The Association’s members have explored and shared their vision of the competencies and skills required for specialized information management in many forums over the years. The first edition of the competencies document published in 1997 attempted to synthesize and build on earlier work in the light of ongoing social, technological and workplace change. This document has been widely used by library and information professional, as well as educators, employers, and current and prospective students. The 1997 edition may be found at: www.sla.org/content/SLA/professional/meaning/comp.cfm

 

In preparation for the 2002 revision, the committee discussed the latest trends and reviewed other competency documents in information and library service. SLA’s revised research statement entitled, Putting OUR Knowledge to Work, with its emphasis on evidence-based practice, was also found to be highly relevant. Evidence-based practice involves consciously and consistently making professional-level decisions that are based on the strongest evidence from research and best practice about what would work best for our clients. The research statement is recommended as a companion document to the competencies. The SLA research statement may be found at:

www.sla.org/content/memberservice/researchforum/rsrchstatement.cfm

 

In the information age, specialists in information service are essential – they provide the competitive edge for the knowledge-based organization by responding with a sense of urgency to critical information needs. Information, both internally and externally produced, is the lifeblood of the knowledge-based organization and essential for innovation and continuing learning. Information sharing is also essential for any organization that is attempting to understand and manage its intellectual capital, often in a global context. Library and information professionals play a unique role in gathering, organizing and coordinating access to the best available information sources for the organization as a whole. They are also leaders in devising and implementing standards for the ethical and appropriate use of information.

 

If special librarians did not exist they would be reinvented as organizations struggle to gain control over ever-increasing amounts of information in multiple storage formats. The astounding growth of the Internet and the rise of electronic communications and storage media generally have transformed our work and personal lives. Information overload is a growing problem and information specialists are needed more than ever to quality filter and provide needed information in an actionable form. In order to fulfil their purpose, specialized library and information professionals require two types of competencies:

 

PROFESSIONAL COMPETENCIES relate to the practitioner’s knowledge of information resources, access, technology and management and the ability to use this knowledge as a basis for providing the highest quality information services.

 

PERSONAL COMPETENCIES represent a set of skills, attitudes and values that enable practitioners to work efficiently; be good communicators; focus on continuing learning throughout their careers; demonstrate the value-added nature of their contributions; and remain flexible and positive in an ever-changing environment.

 

The following statements highlight the major professional and personal competencies of specialist library and information professionals and provide practical examples of the multitude of roles and tasks that they perform in organizations of all types.

 

PROFESSIONAL COMPETENCIES

 

The Special Librarian…

 

1.1 Demonstrates expert knowledge of the content and format of information resources, including the ability to critically evaluate and filter them

 

Practical examples: Evaluates externally produced information resources on the basis of suitability of content to the clients’ needs; appropriateness of format; and the availability of special features that tailor the content and retrieval capabilities to specific needs of the user group.

 

1. 2 Employs specialized subject knowledge appropriate to the business of the organization or client

 

Practical examples: In addition to a master’s degree in library and information studies, many special librarians have additional subject background or degrees. This enables librarians to select content based of quality and comprehensiveness as well as delivery mechanisms. As the professionals who have the information needs of the entire organization in mind, librarians can make informed and unbiased choices about purchases and make them available in the most cost effective way.

 

1.3 Builds a changing portfolio of information resources and services based on a deep understanding of the client’s environment, including industry standards and business work processes

 

Practical examples: The uniqueness of a library and information service is grounded in the librarian’s knowledge of clients and their work environment. This insider knowledge allows the librarian to provide information products and services that are highly targeted and effective. Individual user preferences can easily be accommodated and valuable time saved by the librarian who understands the context and background of requesters and their information needs.

 

1.4 Purchases the best available external information products and services and deploys content throughout the organization in the most cost-effective way

 

Practical examples: Specialized information resources are frequently expensive and sometimes hard to find. The librarian is an expert in finding and comparing the best information resources for the organization at the best prices. Librarians often work together to provide group pricing or other cooperative arrangements both inside and outside the organization that provide the maximum value for the investment made.

 

1.5 Participates in the building and deployment of internally-produced information products and services

 

Practical examples: The traditional knowledge and skills of librarians in selecting and deploying information content obtained from outside the organization can also be applied to the selection, organization and dissemination of internally-produced documents. Technical reports, standards, best practices guidelines and other internal documents can be selected, preserved and made accessible for ongoing use. Document retention schedules and access procedures can also be developed to meet regulatory requirements.

 

1.6 Assesses current and emerging information access problems and creates information solutions

 

Practical examples: Today’s information technologies are increasingly complex and the range of options continues to expand. Librarians keep up-to-date with the latest trends in user access, content and technologies and design systems and services that meet the changing needs of the organization.

 

1.7 Applies expertise in databases, indexing, metadata, and information analysis and synthesis to improve information retrieval and use in the organization 

 

Practical examples: Librarians go beyond the scenes to prepare data in ways that assure appropriate retrieval. Professionals add value to documents through cataloging and indexing, vocabulary and taxonomy development, and implementing metadata standards required for electronic access. Librarians also synthesize information content in ways that save the user time and money.

 

1.8 Assembles the most appropriate suite of information access tools to meet the ongoing information needs of the organization or client

 

Practical examples: Selection and collection development have always been among the key ways in which librarians make information accessible and usable. Too much information is often worse than no information at all. Librarians select the right tools for the right users and make them available in actionable form.

 

1.9 Tailors externally- and internally-produced information resources and services to better meet the needs of users

 

Practical examples: Off-the-shelf information products and services must often be modified to meet the needs of specific user groups. Librarians are aware of the possible modifications and can select and implement those that are appropriate.

 

1.10 Leads in the testing, selection and application of the latest technologies and tools for information delivery.

 

Practical examples: Librarians are technology and content application leaders. They are well positioned to test, select and use new content and software tools as they are developed. Librarians use their network of professional contacts to compare notes and identify best sources and tools as well as best practices.

 

1.11 Advises the organization on the latest trends in information technology and use

 

Practical examples: No area is changing today as quickly as information technology. The librarian is a person in the organization who is devoted to keeping up with the latest trends and who can advise at all levels of the organization about how these trends will affect the organization and the workforce. 

 

1.12 Promotes the use of appropriate information formats and technologies in the hybrid world of information sources and services

 

Practical examples: Contrary to what may appear in the popular press, everything is not available online. Paper continues to have its place as digital possibilities continue to grow. Librarians are experienced in working in the hybrid world of information sources and services and put together the right mix of formats to meet the needs of information users.

 

1.13 Provides clients with training and support in the effective use of constantly changing information sources and tools

 

Practical examples: Many of the new tools for information storage and retrieval require training and support. Librarians can provide such training in and organized and compehensive manner to all who need it.

 

1.14 Manages the full life cycle of externally- and internally-produced  information in the organization from creation to long-term preservation, storage or destruction

 

Practical examples: For practical, ethical and legal reasons, information needs to be managed in a responsible and efficient manner. Librarians are expert in developing such systems and can ensure that the organization meets its obligations to keep and make documents available in an appropriate manner.

 

1.15 Develops and manages convenient, accessible and cost-effective information services that are aligned with the strategic directions of the organization

 

Practical examples: To be effective, information services must be closely tied the ongoing directions of the organization. Librarians can ensure that the content and access methods are clearly linked to these directions and give the organization an advantage in using information strategically.

 

1.16 Advises clients on the development and implementation of information policies and practices

 

Practical examples: As the world of information becomes more complex, policies and practices must be put in place within the organization to ensure that needed information is available and that documents are stored and available as needed. These requirements may come from internal sources as well as external regulatory bodies. Librarians can advise on these requirements and how to meet them

 

1.17 Develops and conforms to the highest ethical standards of information creation, preservation and use

 

Practical examples: As an established profession, librarians have a code of ethics related to information and its use. This is another unique feature of the librarian as a member of an organization. 1.18 Consults with senior management on key information issues internal and external to the organization

 

1.19 Develops and uses appropriate metrics to communicate the value of information services to senior management, key stakeholders and client groups

 

Practical examples: Librarians understand that managers need measures of the quality and quantity of information services in order to be accountable. The profession is on the leading edge of developing methods for measuring intangible products and services such as information and they build evaluation into their work.

 

1.20 Uses the best available evidence of what works to continually improve information sources and services

 

Practical examples:  In many fields, professionals are adopting the idea of evidence-based practice as a way of ensuring that the best and most cost effective course of action is taken. Evidence-based librarianship is a developing trend and provides an opportunity for librarians to implement practices that are based on the best available evidence of what works from the research and best practices literature.

 

1.21 Contributes to the knowledge base of the profession of library and information science by testing and sharing best practices 

 

Practical examples: As professionals with graduate degrees, librarians understand the value of developing and sharing knowledge in their field. Librarians contribute to the knowledge base by conducting and sharing research at conferences, in publications and in collaborative arrangements of all kinds.

 

PERSONAL COMPETENCIES

 

The Special Librarian…

 

2.1 Is committed to professional excellence and ethics

 

Practical examples: Seeks out performance feedback and uses it for continuous improvement. Conducts regular user surveys. Asks library users if they found the information to be relevant and of value. Celebrates own success and that of others. Takes pride in a job well done. Shares new knowledge with others at conferences and in the professional literature. Uses the research knowledge base of special librarianship as a resource for improving services.

 

2.2 Seeks out challenges and capitalizes on new opportunities

 

Practical examples: Takes on new roles in the organization that require an information leader. Uses library-based knowledge and skills to solve a variety of information problems in a wide range of settings. Expands the library collection beyond traditional media such as books and journals. Creates the library without walls.

 

2.3 Sees the big picture

 

Practical examples: Recognizes that information seeking and use is part of the creative process for individuals and for organizations. Sees the library and its information services as part of the bigger process of making informed decisions. Gives the highest priority to urgent demands that are critical to the organization's competitive advantage. Monitors major business trends and world events. Anticipates trends and pro-actively realigns library and information services to take advantage of them.

 

2.4 Communicates effectively

 

Practical examples: Listens first and coaches staff and others to develop their own solutions. Supports and participates in mentorship programs and succession planning. Runs meetings effectively. Presents ideas clearly and enthusiastically. Writes clear and understandable text. Uses plain language. Requests feedback on communications skills and uses it for self-improvement.

 

 

 

2.5 Reflects confidence in self and others

 

Practical examples: Gives effective and confident business presentation and coaches others to do the same. Believes in his or her ability to provide the best possible information service and relays that message to staff and clients alike. Supports others on the staff and in the organization with information that will help them to feel more confident and capable.

 

2.6 Creates partnerships and alliances

 

Practical examples: Seeks alliances with management information systems (MIS) professionals to optimize complementary knowledge and skills. Provides leadership on the information management team. Forms partnerships with other libraries or information services inside or outside the organization to optimize resource sharing. Seeks alliances with database vendors and other information providers to improve products and services. Seeks alliances with researchers in faculties of library and information studies to conduct relevant and practical studies.

 

2.7 Builds an environment of mutual respect and trust

 

Practical examples: Treats others with respect and expects to be treated with respect in return. Knows own strengths and the complementary strengths of others. Delivers on time and on target and expects others to do the same. Creates a problem-solving environment in which everyone's contribution is valued and acknowledged.  Helps others to optimize their contribution. 

 

2.8 Employs a team approach

 

Practical examples: Learns about the wisdom of teams and seeks out opportunities for team participation. Takes on responsibility in teams both inside and outside the library. Mentors other team members. Asks for mentoring from others when it is needed. Constantly looks for ways to enhance own performance and that of others through formal and informal learning opportunities.

 

2.9 Facilitates learning and innovation for self and others

 

Practical examples: Keeps up-to-date through taking a lifelong learning approach. Sees new developments as an exciting challenge. Looks forward to learning new things. Shares this enthusiasm with others.

 

2.10 Develops and uses leadership skills

 

Practical examples: Keeps abreast of trends in leadership skills and styles. Uses this knowledge to help self and others to develop the most effective and appropriate leadership skills in different contexts. Willing to share leadership when it is appropriate and to work in the best interests of all involved.

 

2.11 Remains steadfast in pursuit of goals

 

Practical examples: Perseveres in all aspects of information work, regardless of the barriers encountered. Sets appropriate, reasonable and achievable goals and works steadily towards them. Encourages others to do the same. Constantly revaluates the situation and changes and modifies when necessary.

 

2.12 Plans, prioritizes and focuses on what is critical

 

Practical examples: Recognizes that in order to use resources most effectively, ongoing, careful planning is required. Develops an approach to planning and time management that incorporates a balance of personal and professional goals. Reviews goals on a regular basis, prioritizes them and makes sure that an appropriate proportions of daily activities are related to the most critical personal and professional goals. Mentors others to do the same.

 

2.13 Demonstrates a commitment to lifelong learning and personal career planning

 

Practical examples: Committed to a career that involves ongoing learning and knowledge development. Takes personal responsibility for long-term career planning and seeks opportunities for learning and enrichment. Advocates for a work environment that encourages and supports ongoing knowledge development and that values the contribution of people. Maintains a strong sense of self-worth based on the achievement of a balanced set of evolving personal and professional goals.

 

2.14 Thinks outside the box

 

Practical examples: Sees opportunities for improving many aspects of the organization through more effective information provision. These opportunities may relate to the provision of new or different information resources or the gathering and organizing of internally produced documents. Takes on leadership opportunities inside and outside the library. Anticipates the future and prepared for new opportunities.

 

2.15 Recognizes the value of professional networking and solidarity

 

Practical examples: Active in SLA and other professional associations. Uses these opportunities to share knowledge and skills, to bench mark against other information service providers and to form partnerships and alliances. Recognizes the need for a forum where information professionals can communicate with each other and speak with one voice on important information policy issues, such as copyright and the global information infrastructure.

 

2.16 Balances work, family and community obligations

 

Practical examples: Supports self and others in the continual search for a balanced lifestyle. Ensures that work is done well and optimises opportunities for employees to lead a healthy and satisfying life.

 

2.17 Remains flexible and positive in a time of continuing change

 

Practical examples: Willing to take on different responsibilities at different points in time and to respond to changing needs. Maintains a positive attitude and helps others to do the same. Never says it cannot be done. Looks for solutions. Helps others to develop their new ideas by providing appropriate information. Always on the lookout for new ideas. Sees and uses technology as an enabler of new information ideas, products and services.

 

2.18 Celebrates achievements for self and others

 

Practical examples: Nominates employees for awards inside and outside the organization. Creates and environment when achievements, both large and small, are celebrated and rewarded. Knows that “little things count” and encourages mutual support and sharing in the organization.

 

CONCLUSION

 

These are the competencies of special librarians and information professionals for the 21st century. They have their roots in the past, but they reach far into the future. The competencies form the basis for continued survival and growth in the information age. Special librarians recognize the expanding nature of the field and the challenges facing them.

 

Although the core functions performed by library and information professionals remain the same, the methods and tools for information delivery and the scope of the enterprise continue to grow dramatically. While maintaining their user and content-centered approach, practitioners increasingly require advanced knowledge of information technology to realize their full potential. Continually emerging opportunities will propel the prepared professional into as yet unseen realms of advanced information retrieval, interpretation, synthesis, product development and virtual services on a global scale.

 

The Special Committee on Competencies hopes that this document will evolve and grow through continuing discussion of our expanding knowledge and practice base. We encourage SLA members to provide examples of their activities in relation to these competencies. Mutual support in the form of building a shared culture of evidence-based practice will be a key to meeting the challenges ahead. The Committee recommends that members consult the association’s research statement Putting OUR Knowledge to Work cited earlier for additional information on this concept.