The Australian Library Journal

Opportunities for the new generation: the formation of a networking group

Ursula Henderson, Kate Sergeant, Kate Sinclair and Robyn Ellard

Manuscript received April 2003

'Your call is important... Please hold the line... We value you highly... Please hold the line...'

A new library graduate can be likened to caller number 675 in a telephone queue. Valued? So they say. Scattered throughout the literature are references to the problem of an aging workforce (Wakely, 1998) and the associated importance of recruiting new and younger staff with different perspectives. On hold? Definitely. In a tough employment market, opportunities are few and far between. The key is the disjunction between the rhetoric and the reality. New graduates are told they are important but often find themselves isolated, without guidance, and invisible. This paper discusses one attempt to overcome the disjunction and to turn frustration into opportunity, through the formation of a networking group.

SALIN: the South Australian Library and Information Network

SALIN is a networking group for the new generation of library and information professionals. It provides an opportunity for social and professional networking through regular social nights, seminars and forums. The general membership is inclusive and free, comprising library technicians, librarians, students, and archivists. The group defines 'new generation' as anyone who has graduated with a library qualification within the last ten years; it also welcomes established professionals. The various sectors within the library field are represented, with members working in university, public, special and corporate libraries as well as the State Library. Membership has grown from a relatively static thirty during 2001 to more than 170 (as at March 2003). As SALIN is a free group, membership figures are obtained by a count of subscribers to the mailing list, salin@flinders.edu.au, which is also the primary means of communication. The list is used to advertise career opportunities, highlight issues of interest and publicise upcoming events, with both committee and general members able to post to the list. The main organisational body is the executive committee. Membership of the committee is by expression of interest upon a vacancy arising. The committee currently consists of eight librarians and one library technician. The committee has no formal office bearers (with the exception of the treasurer) and tasks and positions are shared on a roster basis.

SALIN is grounded in three main elements: social, formal and interactive. Monthly drink nights provide an informal, social setting in which individuals can interact. These nights have a core group who attend but the regularity allows for those who can only come occasionally. In addition to the purely social gatherings, SALIN presents semi-regular professional development sessions in the form of seminars and forums. The seminars are designed to address issues of importance to the new generation, in a non-threatening, but relatively formal atmosphere. They provide an opportunity for more formalised networking. The forums provide a unique, middle-ground approach, being designed to facilitate peer-based discussion of selected industry issues while incorporating a strong element of fun.

Holding on, not hanging up: the formation of SALIN

SALIN began with five friends, all involved with the library field, meeting regularly for lunch. The driving forces behind the group's formation were frustration and the perceived lack of opportunities for newer graduates. The majority of the founding members were qualified librarians working at the library assistant level, with very little opportunity to move to professional positions within or outside their organisation. Frustration was reinforced by the negative attitudes, from its future to employment prospects, pervading the library profession. Such negativity had been first experienced at university, with lecturers emphasising the stagnant nature of the industry, particularly within South Australia. Underlying the frustration was the fear of skill and knowledge erosion. Whether unemployed or working at a lower level, a real concern was the erosion of what had been gained at university.

An additional factor was the lack of professional direction, caused in part by the scarcity of job opportunities but also by a lack of visibility and limited connection with established librarians. Finding mentors and developing a strong support network were difficult. The pace, demands and structure of the work environment, combined with the nature of the work (library assistant work being very task-oriented), did not allow for the interaction necessary for informal mentoring and/or networks to develop.

Thus SALIN emerged from a conscious decision to channel frustration into something constructive and positive. The newly formed group, self-termed a 'social networking group', arose from an examination of what they as new graduates felt they needed: networking skills and opportunity, a strong support base, social interaction with others in a similar position, and control of the environments in which this happened. Networking is a particular strength of the library and information field, and its importance had been consistently highlighted at university and within general library publications and discussion. For the newcomer, however, breaking into the network can be quite daunting. Industry functions seemed to consist of well-established people who already knew each other, a scary proposition for those new to the field and in many cases, relatively new to the workforce. For the new graduate, it is difficult enough trying to make sense of the simple day-to-day 'work stuff', let alone finding the time, energy and confidence to meet people and network in a non-optimal environment. Alongside the professional desire to network was that of meeting others with similar interests and concerns - a social need.

Making connections: the development of SALIN

SALIN officially began in 2001. The first year consisted of small-scale seminars, often presented by members of the executive committee. Seminars were conducted on the Flinders University Library's traineeship program, surviving the transition to a new job ('Rising to the challenge'), the importance of ALIA in the library and information field, the information desk ('What really happens') and document delivery ('Delivering the goods').

2002 saw a paradigm shift. The committee deliberately chose to approach established professionals with high profiles in the industry to speak at SALIN events. This led to a growing awareness of the need for effective marketing and advertising. 2002 also saw the introduction of the forum format, which encouraged member involvement and interaction in discussion of topical issues. The first seminar of the year had three leading library managers talk about their important decisions and career moves at 'Moments of truth: key decisions in a librarian's career'. This successful seminar was followed by 'Trends and opportunities: library employment for the new generation' which addressed the issue of employment from three different perspectives. Forum topics for 2002 consisted of 'From buns to bytes: the image of librarians' and 'The reference librarian is dead!' The seminars and forums have attracted a wide audience, from students to well-established professionals, with numbers ranging from around thirty at forums to sixty at seminars. From 2001 into 2003, SALIN has maintained its focus on social networking through regular drink nights.

Jumping the queue: the benefits of SALIN membership

SALIN has now been operational for over two years. The informal organisational structure of the group and its membership does not lend itself to easy statistical analysis. However, it is possible to summarise some of the net effects of SALIN membership on both the general membership body and the executive committee. Firstly, what does SALIN offer and what needs does it fulfil for members? Secondly, what have been the outcomes for the members of the executive committee, both personally and professionally?

For general members, the group aims to provide a range of environments within which social and professional networking occurs (consciously or not) and professional awareness, interest and involvement increases. As the SALIN membership has expanded, it has become clear that this can be provided in both real and virtual environments. All members subscribe to the SALIN mailing list, even if they are unable to attend seminars, forums or drink nights. The list serves as a fulcrum for cross-sectoral professional information, advertising job vacancies, industry events and seminars organised by all ALIA groups. Since mid-2002, the recruitment agency Scansearch has successfully posted vacancies on the SALIN list, recognising the list to be a valuable recruitment tool. The steady increase in SALIN membership and strong attendance at events is a clear indication that a need is being met among members. In order to ascertain more accurately the benefits of SALIN membership, in September 2002 a membership survey was sent via e-mail to the mailing list, which at the time had ninety-seven subscribers. The survey results indicated a range of perceived benefits gained through SALIN membership, including social networking, job opportunities and the informal interaction with other professionals. When asked to select what they enjoy most about SALIN, members chose the networking opportunities and the jobs advertised on the SALIN mailing list.

The SALIN executive committee has also benefited from involvement with the group. The current committee includes four founding members who have seen significant changes to their professional lives in the two years since SALIN's inception. During the formation of SALIN none of these four were employed at a professional level. Now, all four are working in professional positions. There are many factors involved in such a change, however the networking, support and self-empowerment found in SALIN certainly cannot be ruled out as a contributing factor.

Executive committee involvement has resulted in enhanced professional confidence and interaction. Members have experienced increased interest and enthusiasm for professional development events and networks. Currently, all the executive committee members are ALIA members, with five on the committees of various ALIA groups. This is a significant increase in professional participation for those involved. Before SALIN was established in 2001, not all the founding members were ALIA members, and only two of those were on ALIA committees. SALIN involvement led to increased confidence in the ability to be a contributing member of a formal ALIA committee, while facilitating attendance at general ALIA events. The personal networks developed through SALIN encouraged members to attend industry events together and supported further cross-sectoral networking activity.

Pushing the right buttons: why has SALIN been successful?

SALIN seems to be unique in its approach to self-driven professional networking targeted towards the 'New Generation'. This perhaps is due to the committee's focus on establishing a group that met their own needs and those of their peers in South Australia, with a certain disregard for what had been done elsewhere by other organisations. However, there are groups operating both in Australia and overseas which target new graduates or the 'New Generation' of librarians in various ways. The ALIA New Generation Policy and Advisory Group is a newly formed ALIA advisory committee which exists to help strengthen the participation of a new generation of library and information professionals in the association. ALIA also has a number of state-based mentoring groups aimed specifically at new graduates, and general CPD/career management groups targeting a wider membership. In Queensland, the ALIA Peer Circle was also active for several years (Hill et al, 1996). Overseas, the New Breed Librarian website hosts a e-list called New Librarians (http://www.newbreedlibrarian.org/networks.html), with a large and active membership of US students and new graduate participants. The American Library Association has the New Members Round Table, (http://www.ala.org) aimed at members new to the library profession, and in the United Kingdom, the CILIP Career Development Group (http://www.careerdevelopmentgroup.org.uk/index.htm), focuses on the development needs of new and existing library and information workers and students.

However, there are significant differences in the SALIN approach which serve to define the group's unique position. Unlike many of the professional mentoring groups, SALIN is fully self-directed and peer driven. The focus is not on formal or informal mentoring, but on networking and socialising with peers. Professional development in the form of seminars and forums is an additional bonus, not the group's sole function. SALIN is inclusive in a way that many similar groups are not, targeting both librarians and technicians; new graduates and established professionals; and members and non-members of professional associations.

Why has SALIN been successful? From the executive committee's point of view, the reasons for SALIN's success can be summarised by the following: free, tailored, informal and fun. With a ground-up approach, the group has managed to tap into a niche market, as the founders are effectively members of the target audience. Events are held on topics relevant to the new generation, but incorporate an unusual slant or different format, and often include a social element and humour. A major factor is the group's inclusiveness and strategies such as nametags, icebreakers and 'meet and greet' all combine to produce a friendly, non-threatening environment.

Interference on the line: future challenges

SALIN has developed rapidly over the past two years. However, there are a number of challenges to face if the group is to maintain and consolidate its position. Firstly, the group's informal structure is a major strength but also a potential core weakness. The executive committee is the driving force behind the group, and the enthusiasm, motivation and personal investment of the current members contribute greatly to SALIN's success. Future success is currently reliant on the continued involvement of the committee members, and the commitment of their time and energy to the group. With no formal backing, SALIN has neither financial nor formal organisational support and as a result, the 'trial and error' process has been extensive. While the loose committee structure and stand-alone nature of the group has allowed greater freedom, it has also required a considerable time commitment from executive members. Secondly, the group faces the challenge of catering for a steadily increasing membership, with a larger range of needs and interests. As the membership expands, the pressures upon the essentially informal committee structure will increase. Conversely, the lack of formal support has a significant impact upon the ability to reach new and potential members. Recruitment has so far been largely via word-of-mouth. The informal structure means there is no easy forum for marketing and advertising on a state wide or national level.

The committee is currently developing a number of strategies to address these issues. One of the key goals is the recruitment of new graduates and students to the general membership and the executive committee, so that the group will survive the eventual departure of the current committee members. This strategy was implemented in 2003, when a committee vacancy arose. It was decided that at least one position on the committee should be held by a 2002 graduate. As a result, the committee recently welcomed three enthusiastic new members who are 2002 graduates or current students. Another aim is to focus on marketing and advertising strategies, including the launch of a SALIN website. The mailing list site is currently SALIN's only web presence, and has little scope for inclusion of comprehensive material.

The group also plans to develop a SALIN logo and branding in 2003. From 2002 onward, there has been increasing co-operation with other professional groups and SALIN has developed a good supportive relationship with ALIA SA. Committee members were invited to man a SALIN publicity stand at the ALIA SA 'Meet the future' function, a networking opportunity for new graduates held in November 2002. SALIN also aims for increased involvement in promotion and New Generation advocacy beyond the local level. Executive committee members wrote and presented a conference paper at The Vital Link 3 conference, held in Adelaide in December 2002, and five members of the committee attended the New Librarians Symposium in Brisbane in December 2002. Connections have also been made with the ALIA New Generation Policy and Advisory Group with a view to contributing to the work they are doing to foster and encourage a voice for the new generation of library professionals.

Calling the new generation: learning from the SALIN experience

The formation and success of SALIN has implications for both the new generation and employers. For members of the new generation, the importance of involvement in the profession is highlighted. On a personal level, SALIN acts to provide a forum through which peer support and friendship, essential elements in the struggle against stagnation and the lack of concrete job opportunities can develop. Professionally, the networking, social and professional development opportunities combine to produce a more involved, informed and connected potential employee. For employers, it highlights the importance of mechanisms encouraging newer employee interaction, both amongst themselves and with established staff. This can take a variety of forms, including mentoring, buddy systems, staff development events targeting newcomers, and social events (a regular lunchtime get-together, drinks after work).

It would also suggest that employers should make good use of new graduates. This does not imply that professional positions be created from thin air, but rather that new graduates be involved on committees and task-forces, particularly if they are working at a lower level than their qualifications. As Natalie Blanchard suggests in her recent paper, initiatives that involve new graduates in decision-making and management responsibilities in the workplace are crucial to the development of skills and confidence (Blanchard, 2002). Not only will the organisation have the advantage of a fresh perspective, it will also be gaining an employee with an enhanced sense of worth.

Revisiting the queue

'Your call is important... Please hold the line.'
For the founders of SALIN, simply holding the line was not a viable option. SALIN provided an arena for self-directed professional development and the creation and expansion of social support networks. Effectively, SALIN was created to make the queue more bearable, lessening the isolation and feelings of invisibility, while also, through the maintenance and development of essential skills, hopefully even leading to a 'queue jump' or two. So: to revisit our new library graduate, who is by now number 603 in the line. The queue is still there, but hopefully, through the professional development and social opportunities provided by groups like SALIN, the wait will be a productive one.

Bibliography

ALA: American Library Association [Online], Available: http://www.ala.org [2002 30 September]

Blanchard, N 'Provocative thoughts of a new generation of librarians' 68th IFLA Council and General Conference August 18-24, 2002

Brown, M 2000, 'They buy, but they don't join', inCite [Electronic], May. Available: http://www.careerdevelopmentgroup.org.uk/index.htm [30 September 2002]

Hill, C, Browning, R, White, P and Gattera, R, 1996 'The peer circle', inCite [Electronic], November. Avaihttp://www.alia.org.au/p://alia.org.au/publishing/incite/1996/1http://www.alia.org.au/>http://alia.org.au/publishing/incite/1996/11/peer.circle.html [30 September 2002]

NewBreed librarians: networks [Online], Available: http://www.newbreedlibrarian.org/networks.html [19 September 2002]

Wakely, T 'Report on the age profile of ALIA membership' [Online] 1998, Available: http://archive.alia.org.au/gc/online/9807/9.4.html [2002 30 September]

Biographical information

Ursula Henderson is executive assistant to the university librarian, Flinders University; Kate Sergeant is Librarian (Electronic Resources Support), University of South Australia; Kate Sinclair is liaison librarian for Law and Legal Studies, Flinders University; and Robyn Ellard is reference librarian, University of South Australia.