Competencies and Job Assessment of Information Professionals in the 21st Century

COMPETENCIES AND JOB
ASSESSMENT OF INFORMATION
PROFESSIONALS IN THE 21ST
CENTURY
Special Libraries Association

Discussion
 Background
 About SLA
 Definition
 Values & Competencies
 Job Assessment
 Future Possibilities
 Conclusion
 References

Background:
This article is primarily based on the “Competencies for
Information Professionals (IP) of the 21st Century” prepared for the
Special Libraries Association (SLA) Board of Directors which has been
constantly updated and reviewed by the Special Committee on
Competencies for Special Librarians (SCCSL).
This article is a general idea as well as a comparative analysis of
competencies required of IPs to have a better understanding of what
is expected of them in the 21st century. Understanding the required
competencies of the job will help IPs project a polished, professional,
and confident image by becoming competitive and competent. Thus,
this article will somehow help make the IPs aware of their market value
and encourage them to maintain cutting edge skills towards the
profession.

 Founded in 1909 with
 Global Headquarters in Virginia, USA
 over 9,000 members in 75 countries
 20 Committees, 55 Chapters, 11 Caucuses, 26 Divisions

What is an Information Professional (IP)?
 IPs are individuals who use information strategically in their work to
help their organizations and/or clients meet key goals through various
means – gathering, developing, deploying, and managing information
resources and services.
 IPs harness a variety of existing and emerging information tools, such
as collaboration technologies and social media, to accomplish goals.
 IPs include, but are not limited to, librarians, knowledge managers,
chief information officers, information analysts, taxonomists, web
developers, information brokers, and consultants.
 IPs are leaders in devising and implementing standards for the ethical
and legal use of information.
-- SLA

What is competency?
Competency is defined as the set of
knowledge and skills that enable the
employee to orient easily in a working
field and to solve problems that are linked
in their professional roles . (CoE)

What is assessment?
The Academic Research Libraries Assessment
defines assessment as:
“any activities that seek to measure the library’s impact
on teaching, learning and research as well as
initiatives that seek to identify user needs or gauge
user perceptions or satisfaction with the overall goal
being the data-based and user-centered continuous
improvement of our collections and services.”

Values & Competencies:
Personal
Competencies
Core
Competencies
Professional
Competencies

Core Competencies anchor the professional and personal
competencies -- these two core competencies are absolutely
essential for every information professional.
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 attitudes, skills and
values that enable practitioners to work effectively and contribute
positively to their organizations, clients and profession. These
competencies range from being strong communicators, to
demonstrating the value-add of their contributions, to remaining
flexible and positive in an ever-changing environment.

1. IPs contribute to the knowledge base of the
profession by sharing best practices and
experiences, and continue to learn
information products, services, and
management practices throughout the life of
their career.
2. IPs commit to professional excellence and
ethics, and to the values and competencies
of the profession
IPs Core Values:

Accountability Competency Perseverance
Dependability Fairness Honesty
Integrity Confidentiality Responsibility
Ethical Behavior Trustworthiness

"The Philippine
Librarianship Act of 2003."

Core Competencies for CARL Librarians:
1. Foundational Knowledge
2. Interpersonal Skills
3. Leadership and Management
4. Collections Development
5. Information Literacy
6. Research & Contributions to the Profession
7. Information Technology Skills

ALA’s Core Competencies of Librarianship
1. Foundations of the Profession
2. Information Resources
3. Organization of Recorded Knowledge & Information
4. Technological Knowledge & Skills
5. Reference & User Services
6. Research
7. Continuing Education & Lifelong Learning
8. Administration & Management

A. Professional Competencies:
1. Creating & Maintaining Collaborative
Relationships
2. Managing Information Services & Resources
3. Understanding & Applying Information
Tools & Technologies

Relationship
 IPs must be skilled at building and maintaining
positive, trust-based, collaborative relationships with
key stakeholders.
 IPs should excel at identifying, contributing, and
managing high-value information assets for
organizations and clients whose markets are
constantly changing.
A. Professional Competencies

1.1 Aligns the information organization with, and is supportive
of, the strategic directions of the parent organization or of
key client groups through partnerships with key
stakeholders and suppliers.
1.2 If managing a centralized information department or
library, assesses and communicates the value of
organizational asset, including information services,
products and policies to senior management, key
stakeholders and client groups
1.3 Establishes effective management, operational and
financial management processes and exercises sound
business and financial judgments in making decisions that
balance operational and strategic considerations.
Relationships

1.4 Contributes effectively to senior management strategies
and decisions regarding information applications, tools and
technologies, and policies for the organization.
1.5 If managing a centralized information department or
library, builds and leads an effective information services
team and champions the professional and personal
development of team members.
1.6 Actively seeks out opportunities to demonstrate and
contribute professional expertise to advance the
organization’s or clients’ strategic goals.
Relationships

Relationships
1.7 Gathers the best available evidence to support decisions
about the development of new services and products, the
modification of current services, or the elimination of
services to continually improve the strategic value of
information services provided.
1.8 Advises the organization and/or client on copyright and
intellectual property issues and compliance.

• Strategic business – leads or participate in the
establishment of long-term stretch targets and near-term
priorities.
• Mission, Vision – collaborate with key stakeholders
• Explores the information – anticipate the needs of
current & potential clients
• Clear performance expectations
• Continues Professional development
• Return on investment
• Communication link with senior management
• Policies & strategies – access to organizational assets
What to do?

2. Managing Information Services & Resources
 Understanding business objectives of the organization
 Continuously assess information – seeking behaviors
and needs of colleagues to implement a strategy for
procuring and providing access to a portfolio of services
and resources that are designed to enhance learning,
productivity, and competitive advantage.

2. Managing Information Resources
2.1 Communicates regularly with organization’s leadership
and stakeholders to understand and address
information needs and gaps, devices and workflow
tools being used, and business priorities.
2.2 Develops policies for externally-published and
internally-created information and knowledge assets
under management; advises on the implementation of
these policies, including copyright compliance, privacy,
and intellectual property protection.
2.3 Actively monitors the continuously-expanding universe
of information resources, including publications,
databases, data sets, and social media, and tools for
text-mining, data mining, or data visualization, and
then matches resources to client groups within the
organization.

2.4 Prepares budget for and manages a dynamic portfolio of
information resources and services aligned with the
strategic goals of the organization and designed to
facilitate learning, decision-making and mitigation or risks.
2.5 Assesses how the organization creates, acquires, shares,
and archives information resources. Audits and maps
information and knowledge assets available within the
organization in order to advise clients about resources
relevant to various business activities.
2.6 Delivers custom services, including consulting, training,
curation, in-depth research, data analysis, briefings and
alerts, database design, and metadata and taxonomy
development.

2.7 Researches, analyzes and synthesizes information into
actionable steps or accurate answers to efficiently and
effectively deliver on client assignments.
2.8 Proactively introduces to the organization tools and
technology that offer productivity gains in terms of access,
sharing, and integration of information and knowledge.
2.9 Critically evaluates and negotiates fees and licensing
terms for subscription-based information products and
services.
2.10 Identifies and provides pointers to high-quality, business-
relevant, open source and internet resources.

2.11 Designs consistent repeatable data and analytics
reporting and also collects anecdotal evidence to
measure the quality, impact, and value of information
offerings, and to take appropriate action to ensure the
relevancy of all offerings within the portfolio.

 Communication & Relationship-building
• Group discussions
• Participates on project teams
• Strategically-important departments or units
• Social media
• Vendor trainings
 Policy
• License terms & conditions
• Document retention schedules & procedures
• Content owners
 Content
• Features and functionality of resources
• Terms of format, language, content, & coverage
• Costs
• Accessibility & standards
What to do?

 Deliverables
• Specific needs & usage patterns of clients
• Client-specific information collections & sources
• Synthesized & summarized large volume of
information
• Alerts & briefing services
• Education campaign
 Metrics
• Usage of information & knowledge resources
• Clients survey
• Feedbacks
• Collects anecdotes & stories from clients
What to do?

3. Understanding and Applying Information
Tools and Techniques
 harness current and appropriate technologies
and systems to deliver the best services;
 provides the most relevant and accessible
resources;
 develops and delivers teaching information
literacy to maximize client’s use of information and
capitalize on the library and information
environment of the 21st century.

3.1 Maintains awareness of emerging technologies and their
implications for service provision, advises and champions,
where necessary, introduction of such technologies in
their organization.
3.2 Keeps up to date and applies expertise in searching as
well as database development, indexing, metadata, and
information analysis and synthesis to improve retrieval
and use of internal and external information.
C.3 Assesses, selects and applies current and emerging
information technologies and services (e.g. database,
catalogs, search engines, websites and social media) and
uses these to create information access and delivery
solutions.

3.4 Protects the information privacy/data of clients as well as
intellectual property rights and maintains awareness of,
and responses to, new challenges to privacy/data
protection or intellectual property rights.
3.5 Teaches and advises on the use of information
technologies and services throughout their organization.
Provides direct, clear and actionable feedback to peers
and partners.

 Active partnership with technology vendors
 Awareness of emerging technologies
 Advisories
 Leads organizational technology initiatives
 Explores, tests, selects and use new technology tools
 Awareness of the latest policy & legislative initiatives
 Education campaign
 Statistics
 Researches & studies
What to do?

Personal competencies both underlie and drive the value
provided by an IP who:
1. Plans, prioritizes and focuses on what is critical, based on
the strategic goals of the parent organization.
2. Is entrepreneurial and innovative in applying information
services, solutions, and skills.
3. Is adaptable, flexible, able to transition into new roles and
responsibilities to meet the changing needs of the
organization.
4. Seeks out challenges, prepares for, and capitalizes on new
opportunities.
5. Actively listens, problems solves, and communicates
effectively.
6. Negotiates confidently and persuasively.
7. Develops active partnership and alliances
B. Personal Competencies

B. Personal Competencies
Personal competencies both underlie and drive the value
provided by an IP who:
8. Builds an environment of mutual respect and trust; respects
and value diversity
9. Develops interpersonal skills to influence and employs a
team approach; recognizes the balance of collaborating,
leading and supporting.
10. Takes calculated risks, shows courage and tenacity when
faced with opposition or competition.
11. Embraces lifelong learning, demonstrates personal career
planning and professional development and networking.
12. Balances work, family, and community responsibilities.
13. Celebrates achievements for self and other, acting as a
mentor to nurture discovery.

What to do?
1. Plans, prioritizes and focus on what is critical …
 Strategic mission & goals of the organization
 Key assets with the stated goals of the
organization/unit
 Continuous evaluation of activities
 Individual goals & objectives
2. Is entrepreneurial & innovative …
• Actively seeks opportunities, asserts an ambitious
spirit
• Regular monitoring of products and services
• Strategies
• Support for new ideas

3. Is adaptable, flexible …
• Acceptance of change
• Models flexibility & helps colleagues accepts change
• Professional opportunity inherent in change
• Complexity and multiple shades of “gray”
4. Seeks out challenges …
• Challenges, creates solutions & opportunities
• Take a lead
• Regularly scans for new ideas
• Organizational problems – knowledge sharing
• Roles of key stakeholders
• New skills & mastery of new knowledge
What to do?

5. Actively listens, problem solves …
• Presents ideas clearly, succinctly & confidently
• Professional & receptive presentation style
• Appropriate stories to illustrate the
message
• Clarification of questions before responding
• Solutions rather than on faults
• Learning from the experts
6. Negotiates confidently …
• Effective negotiating strategies
• Issues of costs, quality, comprehensiveness, &
reliability
• Balanced self & organization’s interest
What to do?

7. Develops active partnership …
• Alliances with other departments
• Collaboration with other IPs & services
• Alliances & shared observation with suppliers
• Alliances with researchers
8. Builds an environment of mutual respect &
trust …
• Respect for other & values diversity
• Problem-solving environment
• Autonomy in alignment with teamwork &
partnership
• Advocacy for human resource development &
contributions
• Positive solution-oriented attitude
What to do?

9. Develops interpersonal skills to influence …
• Knowledge asset, knowledge sharing
• Knows own skills & recognize other’s complementary
skills
• Active participation to teams or groups
• Clear goals
• Works as part of a team
• Abreast of trends in leadership skills & styles
• Willingness to share leadership or to follow in the
best interest of the group
What to do?

10. Takes calculated risks …
• Works closely with those in power who may say
“no” in order to clearly understand what’s required
to arrive to “yes”
• Attention to timing
• Convincing case for resources & staffing
• Pursues positions or projects outside the
information service department or library
• Learns to work in the “white space” of an
organizational chart
• Don’t be afraid to pursue for the impossible
What to do?

11. Embraces lifelong learning …
• Personal growth, long term career planning
• Strong sense of self-worth
• Performance feedback
• Regularly scans for new ideas within & beyond the
library field
• Maps “preferred” future
• Skills for coping with the coming needs
• Active participation to professional associations
• Professional forums
• Building & maintenance of a strong profession
What to do?

12.Balances work, family, community responsibilities …
• Support for a balanced lifestyle
• Healthy & satisfying professional & personal lives
• Personal cohort/group within & outside the
profession
13. Celebrates achievement for self & others …
• Awards & recognition
• Acknowledge, celebrate, & reward achievements
• Mentoring
• Leads by example
• Collaboration & knowledge sharing
• Celebrates own success & that of others
What to do?

Library Assessment
Job Assessment:
6 library job sites searched between 2012-2014
By Sarah Passoneau and Susan Erickson

Job Assessment:
Core Competencies for Assessment in Libraries:
A Review and Analysis of Job Postings
Sarah Passoneau and Susan Erickson

Job Assessment:
It is imperative for the IPs in the 21st century to have
the analytical skills to assess and evaluate anything
that involves the profession.
Core Competencies for Assessment in Libraries:
A Review and Analysis of Job Postings
Sarah Passoneau and Susan Erickson

Philippine scenario:
Demography of job vacancies posted at PLAI website from
May-Oct 2014
23%
77%
Special
Librarians
Academic
10%
82%
2%
3%
3%
Asst. Librarians
Librarians
Library & Information
Officer
Admin. Coordinator
Technical Asst. for
Knowledge Mgt.

Job vacancies from May-Oct 2014
Rank Qualifications: Score Rank Qualifications: Score Rank Qualifications: Score
1 Licensed Librarians 27 11 Willing to teach/train 4 22
Cultural
awareness/sensibility 1
2 BLS/BLIS graduate 26 12 Gender preference 3 23
knowledge of foreign
language 1
3
Proficient communication &
written skills 13 13
Admin. & clerical,
marketing skills 3 24 Technical skills 1
4
Knowledge of ALS,software,
hardware, network
development/IT
skills/background, MS
knowledge 20 14 Flexibility/adaptability 3 25
Age requirement (not
more than 35 yrs old) 1
5 Organizational skills 11 15 Pleasing personality 2 26 Scholarly outputs 1
6 MLIS/MA 10 16
Knowledge on digital
library 2 27 Legal research 1
7 Units in MLIS/MA 9 17 Controlling skills 2 28
Membership in
library organization 1
8 Interpersonal skills 8 18 Planning skills 2 29 Alumni 1
9 years of work experience 7 19 Units in Library Science 1 30
International
relations 1
10 Fresh Grad 6 20 Analytical skills 1 31
Knowledge in
archives &
preservaation 1
21 Supervisory experience 1 32 Service oriented 1

Top 10 qualifications based on job vacancies posted at PLAI
website from May-Oct 2014
20%
19%
9%15%
8%
7%
7%
6%
5%
4%
Licensed Librarians
BLS/BLIS graduate
Proficient communication & written
skills
Knowledge of ALS,software, hardware,
network development/IT
skills/background, MS knowledge
Organizational skills
MLIS/MA
Units in MLIS/MA
Interpersonal skills
years of work experience
Fresh Grad

The New IPs:
 Strategic
 Politically savvy
 Innovative
 Entrepreneurial – actively looking for and advocating to
“position [him/herself] in the path of opportunity.”
 Bias for collaboration, to the point of developing one’s
own partnerships and alliances.
 Able to take calculated risks and to show courage and
tenacity when faced with opposition or competition.
 In short, a lot of the new key personal competencies
require one to be a leader and an influencer, which
involve a different kind of impact and accountability.

Heading to the future
 What IPs will be doing?
“ Librarians generally have the basics down – and will just
be applying them in new ways, in a somewhat new
environment.” (SCCSL)
 Where IPs will be working?
 Less centralized setting of library or information center
 More in distributed models as “embedded librarians”
and “integrated librarians”
 New job titles -- “research analyst” or “competitive
intelligence specialist

Embedded librarians
-- Those who are out in organizational departments
but who also have a dotted line reporting relationship
with the library
Integrated librarians
-- Those where the “librarian” is located in an
organizational department with no connection to any
central library/information center entity

Heading to the future
 Future scenarios?
 IPs will be more active (vs. passive)
 IPs will be less gatherers and providers of
information
 IPs will be more analysts (crunching data and
creating meaning out of information) and high-
impact players in the organization’s strategic work.
 Delivery modes:
 data dashboards
 Infographics
 Executive decision-support
 Utilizing all kinds of technologies and platforms

Conclusion:
In most aspects the basic competencies of Information Professionals
(IP) remains likely the same but to be able to cope-up with the
changing environment and client needs the methods and tools for
information delivery, and the scope of the enterprise and operation of
the institution continue to grow and change dramatically. Thus, these
changes call for an adoptive competencies for the IPs. Current
competencies require one to be a leader and an influencer, which
involve a different kind of impact and accountability.
“Our skills continue to be highly valuable, but how, where and to
whom we deliver them will require a much more proactive – if not
entrepreneurial – approach to our work environment.” (Kim Dority,
Chair of Chair of SLA’s Core Competencies Revision Committee).

Keynote:
Jill Strand
2015 SLA President

 No Host Networking Dinner
 Open House Reception: Taste of Asia
 Lecture series in partnership w/ other Divisions
 Annual meeting & awarding ceremony w/ panel discussion

REFERENCES:
Primary Source:
Competencies for information professionals of the 21st century (2014). Special Libraries
Association
Secondary Sources:
 Nonthacumjane, Pussadee. “Key skills and competencies of a new generation of LIS
professionals,” (presented at IFLA 2011). http://conference.ifla.org/past-wlic/2011/97-
nonthacumjane-en.pdf
Philippine Librarians Association, Inc. http://plai.org.ph/
 Robert S. “Core competencies of librarianship,” LibraryScienceList.com, March 3,
2013. http://librarysciencelist.com/core-competencies-of-librarianship/
 Sarah Passoneau and Susan Erickson. “Core Competencies for Assessment in
Libraries: A Review and Analysis of Job Postings,” Library Leadership & Management,
Vol. 28 No. 4 (2014). https://journals.tdl.org/llm/index.php/llm/article/view /7080/6308
 Yungiger, Didi. “Core competencies for special librarians, revisited,” Wolfer
Information Services, April 3, 2014. http://www.wolper.com/2014/04/core-competencies-
for-special-librarians/

Thank You!
SHIRLEY INGLES-CRUZ
President
SLA, Asian Chapter
www.sla.org
http://units.sla.org/chapter/cas/index.html
https://www.facebook.com/pages/SLA-Asia
Head Librarian
Commission on Appointments
Congress of the Philippines
http://comappt.gov.ph
Email: library@comappt.gov.ph
singlescruz@gmail.com

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