What seems to be non-traditional for librarians, can also be referred to as "new style."1 New-style librarians' key skills are their abilities to conduct research, use critical thinking, use cutting-edge technology, and organize information. This essay reviews recent literature and examines responses to an inquiry which sought job specifics about librarians in non-traditional roles to delineate characteristics shared by new-style librarians.

In light of recent attention to changes in the job market, SLA Research Staff posted an inquiry on listservs in March of 1997 requesting the job titles, job descriptions, and major duties of those who considered their roles to be non-traditional.2 This "snowball" sampling produced 68 responses, not necessarily generalizable, that depict a wide range of jobs in both traditional and non-traditional library settings, suggesting that "domain enlargement of librarianship" is well underway.3

One of the most obvious themes in these responses was that many of the respondents were involved in providing products or services to libraries and information professionals, either as employees or contractors. The independent contractors were engaged in "typical" librarian tasks, such as indexing. Those who were employees largely worked for companies that distributed information or manufactured databases. This latter group of respondents had a variety of job duties, including product development, marketing, and customer training.

In her recent article, Deanna Marcum asserts that prophesiers foresee three factors for librarians of the twenty-first century: they will be knowledge navigators; they will be proficient with digital resources in addition to printed and other formats of information; and physical location will not restrict their services.4 Because the respondents to our request about non-traditional roles are largely filling these roles NOW, it appears that these respondents are "ahead of their time."

Several of the respondents to the SLA request could be described as knowledge navigators. Some of these librarians were involved in implementing corporate knowledge management, with the goal of helping the companies maximize intellectual capital. The duties for such positions often consisted of coordinating the delivery of Internet and Intranet services and in-house databases and newsletters. These librarians also reviewed, selected, and inserted information into various media. As mentioned, several of the respondents worked for companies which create products or services to sell. Though their work context and goals were different than those in corporate libraries engaged in knowledge management, these latter workers also ultimately decided what information to make available, in what format, and the best means of dissemination.

Some new-style knowledge navigator respondents worked more directly with users. These librarians formulated research questions with customers; searched, analyzed, and processed the information; and wrote and distributed reports to the appropriate parties. Similarly, if their companies sought to provide services or products to others in the library or in other subject-specific fields, they may have written newsletters and journal articles or made presentations.

Nearly all of the respondents listed digital responsibilities within their jobs, suggesting that technological savvy was important. Several respondents cited design, development, and maintenance of World Wide Web sites and CD-ROM development among their job duties. Many other new-style librarians provided training to co-workers, subscribers, or other companies and agencies on the use of databases, online services, and CD-ROMs.

The third factor that Marcum outlines about new-style librarians is that physical location will not restrict their services. This was the case for the librarians who submitted responses about working in non-traditional roles. These new-style librarians worked in both traditional and non-traditional special library settings. Many respondents worked in actual libraries, usually corporate, but did non-traditional roles. Others noted that there were no official libraries or information centers in their organizations; these librarians often worked for specific teams engaged in research projects.

Perhaps the biggest challenge to special librarians is that they seek to broaden their domain. Horton posits that librarians should attempt to "[espouse] and [foster] their competencies as generalists whose skills are critical and in great demand--much like the lawyer or accountant or personnel specialist...wherever there is a need for their particular specialized competencies."5 Special librarians seeking to broaden the domain of librarianship must learn to market their skills, much as they have marketed their libraries to management. It might be best for special librarians to think of the skills they posses, rather than their status as librarians. Furthermore, librarians who want to start their own businesses can easily learn what is necessary to do so, since they "know how to find out how to find out."⁶

Special librarians can apply their librarian skills to themselves to stay competitive.

1. Marcum, Deanna B. "Transforming the Curriculum; Transforming the Profession." American Libraries. 1997. January. Vol. 27, No.1. pp. 35-38.
2. Note that this inquiry requested information about non-traditional library "roles" as opposed to non-traditional library "settings."
3. Horton, Jr., Forest Woody. Extending the Librarian's Domain: A Survey of Emerging Occupation Opportunities for Librarians and Information Professionals. 1994. SLA Occasional Papers Series, Number 4, p. 3.
4. Marcum, Deanna B. "Transforming the Curriculum; Transforming the Profession." American Libraries. 1997. January. Vol. 27, No.1. pp. 35-38.
5. Horton, Jr., Forest Woody. Extending the Librarian's Domain: A Survey of Emerging Occupation Opportunities for Librarians and Information Professionals. 1994. SLA Occasional Papers Series, Number 4, p. 2.
6. Schuman, Patricia Glass. "President of a Publishing Company Concentrating on Books by and for Librarians." Opening New Doors: Alternative Careers for Librarians, edited by Ellis Mount. 1993. SLA.