Competencies for Special Librarians 1997
COMPETENCIES
for
SPECIAL LIBRARIANS
of the
21st CENTURY
Prepared for the SLA Board by the Special Committee on Competencies for Special Librarians Joanne Marshall, Chair; Bill Fisher; Lynda Moulton; and Roberta Piccoli
EXECUTIVE SUMMARY
October 1996
(These competencies were revised in June 2003, see Competencies for Information Professionals of the 21st Century)
PROFESSIONAL COMPETENCIES
The Special Librarian...1.1. has expert knowledge of the content of information resources, including the ability to critically evaluate and filter them.
Practical examples: Evaluates print CD-ROM and online versions of databases. Knows "the best" textbooks, journals and electronic resources in specific areas such as biology, marketing and accounting. Evaluates and selects key information resources, print and electronic, for a small research center. Sets up a desktop news wire service for a petrochemical company. Controls the over supply of information by selecting what is relevant and usable for the customer. Uses strategic thinking to perform information selection and analysis that meets specific organizational goals.1.2. has specialized subject knowledge appropriate to the business of the organization or client.
Practical examples: In addition to their Masters degree in library and information studies, many special librarians have subject degrees at the undergraduate and postgraduate levels. Librarians frequently take additional courses in finance, management or other subjects related to their host organization. The librarian monitors and scans the organization's area of business by reading core journals and other key sources. This enables the development of in-depth, subject specialty information services, including current awareness.1.3. develops and manages convenient, accessible and cost-effective information services that are aligned with the strategic directions of the organization.
Practical examples: Develops a strategic plan linked to the business goals of the organization. Sets up effective management, supervision and budget processes. Builds an effective information services staff team. Conducts intermediary searches for complex, difficult or multifile searches. Obtains documents in print or electronic form. Builds a core in-house library collection. Analyzes and synthesizes information as required. Develops specialized thesauri and lists of indexing terms for databases.1.4 provides excellent instruction and support for library and information service users.
Practical examples: Teaches Internet courses for employees. Develops specialized end-user searching courses on information resources related to current business goals. Keeps up to date with the latest training and instructional techniques. Provides trouble-shooting service for employees who are accessing information services from the desktop. Provides online reference and assistance.1.5. assesses information needs and designs and markets value-added information services and products to meet identified needs.
Practical examples: Conducts regular needs assessments using research tools such as questionnaires, focus groups and key informant interviews. Reports the results to management and demonstrates the relationship between needs and the services provided. Identifies and meets information needs by becoming a member of project teams. Contributes unique or unusual needs assessment findings to the professional literature.1.6. uses appropriate information technology to acquire, organize and disseminate information.
Practical examples: Creates an online catalog of the library collection. Links catalog searching to a document delivery service. Works with the information management team to select appropriate software and hardware for desktop access to the library catalog and other databases. Provides a support service for electronic information service users. Keeps up-to-date with new electronic information products and modes of information delivery.1.7. uses appropriate business and management approaches to communicate the importance of information services to senior management.
Practical examples: Develops a business plan for the library. Calculates a return on investment for the library and its services. Develops a marketing plan for the library. Conducts a benchmarking study. Reports to management on continuous quality improvement efforts. Demonstrates how library and information services add value to the organization. Acts as a resource for the organization on quality management, including ISO 9000 certification.1.8. develops specialized information products for use inside or outside the organization or by individual clients.
Practical examples: Creates databases of in-house documents such as reports, technical manuals or resource materials used for special projects. Creates searchable full-text document files. Makes available online technical manuals. Creates a home page on the World Wide Web for the organization. Links the home page to other sites of interest on the Internet. Participates in knowledge management activities that create, capture, exchange, use and communicate the organization's intellectual capital.1.9. evaluates the outcomes of information use and conducts research related to the solution of information management problems.
Practical examples: Gathers data related to needs assessment, program planning and evaluation. Develops measures of frequency of use of services, customer satisfaction and impact of information on organizational decision-making. Actively seeks opportunities for improvement and strives to be the best-in-class on key services such as current awareness, reference and resource sharing. Participates in research projects.1.10. continually improves information services in response to changing needs.
Practical examples: Monitors industry trends and disseminates information to key people in the organization or to individual clients. Refocuses information services on new business needs. Uses just-in-time document delivery to retain maximum flexibility. Monitors purchases of information products by departments to ensure that they are cost-effective and aligned with current business needs.1.11. is an effective member of the senior management team and a consultant to the organization on information issues.
Practical examples: Participates in strategic planning in the organization. Participates in benchmarking and re-engineering teams. Informs management on copyright issues and monitors compliance with copyright law. Negotiates contracts with database vendors. Obtains patent information. Develops information policies for the organization.PERSONAL COMPETENCIES
The Special Librarian...2.1. is committed to service excellence.
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 sees new opportunities both inside and outside the library.
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 are part of the creative process for individuals and 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 for information 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. looks for 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.2.5. creates 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.2.6. has effective communications skills.
Practical examples: Listens first and then 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.2.7. works well with others in a team.
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 personal performance and that of others through formal and informal learning opportunities.2.8. provides leadership.
Practical examples: Learns about and cultivates the qualities of a good leader and knows when to exercise leadership. Can share leadership with others and allow others to take the leadership role Exercises leadership within the library and as a member of other teams or units within the organization. Seeks opportunities for leadership in the profession. Acknowledges the contribution of all members of the team.2.9. 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 proportion of daily activities are related to the most critical personal and professional goals. Mentors others to do the same.2.10. is committed 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.2.11. has personal business skills and creates new opportunities.
Practical examples: Recognizes that, in the changing world of work, entrepreneurship and the ability to function as a professional in a small business are essential skills. Seeks out opportunities to develop these skills. Willing to take employment in a variety of forms including full-time, contract and project work. Uses the entrepreneurial spirit in the organizational environment to revitalize products and services.2.12. 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 benchmark 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.2.13. is 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 ideas by providing the right information. Always on the lookout for new ideas. Sees and uses technology as an enabler of new information ideas, products and services.CONCLUSION
These are the competencies of special librarians for the 21st century. They have their roots in the past, but they reach far into the future. The competencies form the basis for the continued survival and growth of special librarianship in the information age. Special librarians recognize the expanding nature of the challenges that face them and the range of competencies that are required. The challenges represented by these competencies must be seized and acted upon today in order to ensure that special librarians have a viable tomorrow. The Special Committee on Competencies hopes that this document will evolve and grow through continuing discussion of our expanding base of knowledge and skills. We encourage SLA members to share additional practical examples of what they do with their competencies so that we can continue to learn from each other and celebrate our achievements. The full version of this document contains a bibliography on the competencies of special librarians, the value of special libraries and the changing nature of the field.| Please share with SLA how you are using the competencies document in your workplace. Your valuable input will help to shape our professional development program. You may send an email message to Corvie Carrington, Director, Learning at: corvie@sla.org |
| Submit your application for SLA's newest award, The Dow Jones Leadership Award: 21st Century Competencies in Action. (Available to SLA Members Only) |
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