Services > Professional Resources > MCL Presents > Skill Set for the Librarian of 2010
Skill Set for the Librarian of 2010: Panel to follow up on Keynote
Panel:
Stephen Abram, SyrsiDynix
Rachel Bridgewater, Washington State University, Vancouver
Donna Reed, Multnomah County Library
Terry Reese, Oregon State University
Donna Reed was unable to speak on this panel due to illness. Below is a summary of the presentation she prepared.
In preparing for this panel, I tried to describe the skill set in terms of people skills over technology skills and looked for skills that would be useful in all types of libraries. Today's technological environment is in constant flux and the only way to manage it is to approach it from the human level. Focusing on technology is not effective because technology changes much more rapidly than human information needs do. Below are five skills to look for when hiring and training today's librarian.
The most important skill to look for and nurture in a librarian is emotional intelligence. Today's librarians need to be able to build, nurture, sustain and occasionally mend relationships. Librarians and technical staff are traditionally introverted and may have been drawn to the profession in order to "work behind the scenes." Today's librarians need to be able to develop and build relationships with customers, vendors and partner organizations. They need to be able to work in teams and across boundaries. It is important for all staff to be able to interact with others effectively and to understand the human component of processes in order to be able to serve customers and support organizational goals.
Look for leaders rather than climbers. In today's complex information environment, it is crucial to hire staff who can lead from any position in the organization. Leaders will participate constructively in projects and will put customer needs and organizational goals at the center of any planning or service design process. Encourage staff to attend leadership trainings and institutes in order to enhance natural leadership skills and them to build a tool set. Make sure also to articulate institutionally how leadership skills are valued, supported and encouraged. Doing this will greatly increase leadership bench strength
.Librarians today need to have a high level of comfort with ambiguity. In the past, ruled by the mighty 3x5 card, it was important for librarians to master the hierarchical data structure found in the subject headings and authority files. Today, it is helpful to have an understanding of structure, and organizational skills are still an asset, but it is equally important to be able to apply core skills to a wide range of finding tools. Librarians with strong diagnostic and evaluative skills will be able to work effectively in hierarchical and heterarchical settings. I frequently read library job postings and supplemental questions. Some institutions still ask questions about experience with specific reference tools. Such questions raise red flags for applicants described in this paragraph and can actually drive highly desirable candidates away. In order to attract staff that are comfortable with ambiguity, ask open-ended questions that test diagnostic skills. Look for applicants that build search strategies based on clients' needs over those who first seek an answer.
An understanding of database design and data modeling is fundamental in today's market. This is not to say that all librarians need to be technical enough to do the programming behind a database, but in today's environment, it is crucial for librarians to bite the bullet and learn how databases work at the structural level. Having this knowledge can be very helpful when negotiating with vendors and technical staff. A librarian who can describe what needs to happen using words that technical staff understand will be better able to advocate for customer needs. Few libraries today can say that they are pleased with the institutional ILS. In his keynote address, Stephen Abram presented a large number of technologies that libraries could use. Many in the audience were overwhelmed with the sheer number of choices. To set this in context though, imagine how overwhelmed today's ILS vendors are at being unable to meet the relatively small number of requests being put upon them by their customers. By understanding database design, librarians can work as partners with vendors and on open-source projects to help build better tools.
Librarians with project management skills are an asset to any organization. Most libraries today are matrix organizations. Staff are often assigned to mix project and organizational work. Projects often involve a staff from across the organization. Librarians with training in project management will help projects move smoothly. It is essential that librarians learn how projects are constructed and how the various components interact. This can be easily learned and many organizations adopt specific project management methodologies in order to promote effective project planning.
Finally, once you have hired a librarian with the qualities listed above, be careful not to overburden him/her with "extra" tasks. Libraries have a tendency to overload librarians willing to explore new technologies and can burn out new staff members. Be willing to balance duties so librarians have adequate time to experiment and (yes) play with new technologies. Strive to find ways to distribute duties that draw on the strengths of all staff and encourage information transfer between all librarians within the system.