I have already directly e-mailed a detailed tabulation of responses to
those who responded to the query that I put to the List in early July.
I decided not to burden the list with a huge attachment but to do a compact
summary for anyone who might be interested in the gist of the answers.
However, should you desire to have the detailed summary of responses,
send me a request (csharp@julian.uwo.ca)
and I will forward a copy to you. Heartfelt thanks to all who took the
time to respond. A special thanks to Gary Klein for his guidance and input.
The answers have been grouped by the question asked. Note that in any
reference to a respondent, the term librarian has been used for consistency.
In actual fact, individual titles varied from librarian to information
specialist, information resources coordinator, research associate, and
competitor intelligence analyst. Most respondents answered all the questions,
some offered other (very useful) insights, suggestions, opinions and comments.
Participating organizations
Number of responses: 19 from 5 countries.
Organizations that respondents work for: Utilities, market research, scientific/technical
product/research, publishing, manufacturing, as well as academic institutions.
The libraries ranged from a small, one person library to a large research
library. In one case, the formal library was disbanded around 10 years
ago and the company makes use of electronic resources, business libraries,
trade associations, industry experts and the company’s internal knowledge
base.
Collection Policy
Question 1 : Do you collect resources for your library
based on an established collection development policy, upon requests for
particular resources from your users, or do you use formal or informal
surveys to determine the particular needs of your users?
Total responses to this question: 16.
Written collection development policy : 5 (In one case, the policy was
written by the respondent, five years ago – a first for the organization
in its 25 year history. Two other respondents maintained that the collection
development policy helped more with weeding than with adding to the collection)
Requests from users : 7
Formal Surveys : 2
Informal Surveys : 10 (includes “informal chats” with with employees,
following the “hot issues” the management are working on, interacting
with key clients.)
All methods used : 2
Other : The library hardly collects resources any more. Almost everything
that is needed must be very up-to-date and the internet has what they
need, with some help from databases.
Client types
Question 2 : Whose information requests are primarily
satisfied by the library… do you mainly get requests for information
from senior managers?.. middle managers? support staff? Others?
Six of the sixteen responses to this question mentioned middle managers
as being their main clients. Of the eight responses that specifically
mentioned senior management six indicated that information requests might
be through a line employee or support staff. Many librarians pointed out
that unless a query is a simple one-line answer, the majority of senior
management require information to be synthesized, abstracted, analyzed
and commentary added. Others mentioned research scientists, analysts and
technical staff as being their main clients.
Current awareness
Question 3 : Do you see SDI/Current awareness activity
as an important part of your job?
All respondents agreed that SDI is very important – some pointed
out that it was the single most important thing they do and that it is
an imperative, not an option. There were 14 responses to this question.
Three of the respondents said it was not an important part of their jobs
as the company subscribed to end-user SDI services i.e. First, NewsEdge.
One respondent realized it to be important and did some SDI in the form
of “Alerts” but realized there was need to emphasize this more.
Some SDI activities: Production of a monthly competitor bulletin, and
a competitor database, which acts as a current awareness tool. Direct
alerts to colleagues via e-mail or mailbox regarding information/information
resources that would be of use to them. Compilation of industry based
information summaries, sent to employees on a daily basis. Scanning of
journals, newspapers and other literature on a regular basis to check
for information that may be of use to the organization or to a particular
client.
Adding value
Question 4 : What do you think are the special strengths
of your library that add value to the goals of the organization in which
you work? I.e. How does your library help business managers do their job?..
There were 14 answers to this question, here is an attempted summary:
- In the ability of the library staff to evaluate, maintain and point
users to the needed information.
- The resources themselves – that are available for anyone to consult
at any time. There is a central storage location and database for material
that has been previously retrieved, and so we are not “re-inventing
the wheel”
- The expertise of the library staff in adding value and commentary to
the information. i.e. the ability to process data into usable information.
- Online search skills
- Being the recognized expert in information and information sourcing.
- Competitor analysis and other research skills.
- The library’s ongoing effort to provide relevant information
– To adapt materials to customer’s changing business needs.
SDI/Current awareness
functions.
