Patrick O'Toole, Oscar Mayer

This electronic tour is by Patrick O'Toole, who at the time of this interview was Senior Business Information Analyst at the Oscar Mayer Marketing Information Center in Madison, Wisconsin.

Introduction to the Company

  • Oscar Mayer Foods Corp. was founded in Chicago in 1883 by Oscar G. Mayer. The corporate headquarters moved to Madison in 1958. We became publicly traded in 1972.
  • Oscar Mayer Foods was acquired by General Foods Corp. in 1981. General Foods Corp. was acquired by Philip Morris Cos., Inc. in 1988 and consolidated with Kraft Foods Inc. to form Kraft General Foods Inc.
  • Philip Morris Cos., Inc. reorganized its food holdings in 1994 to form Kraft Foods Inc. -- the largest food manufacturer in North America.
  • Oscar Mayer Foods is a division of Kraft, and our annual sales are about $2 billion. We own the Oscar Mayer, Louis Rich, and Claussen brand names. We are the nation's largest marketer of hot dogs and bacon, we are among the leaders in all categories of cold cuts, we are the second largest marketer of pickles, and we have about 90% market share of the lunch combinations category (i.e., Lunchables).

Introduction to the Marketing Information Center

  • Oscar Mayer Foods has two libraries, the Research Information Center (RIC) and the Marketing Information Center.
  • The RIC is operated by Tom Whitemarsh (SLIS alumnus 1971) and Joel Paulson (SLIS alumnus 1996). Tom and Joel are currently in Chicago at a technology conference. The RIC has been in existence since the late 1971, and it assists the departments of Research & Development and Operations.
  • The MIC has been in existence since 1981, and it assists the departments of Marketing Research, Marketing, Sales, Strategic Planning, and Human Resources.
  • The MIC has a circulating collection of over one-thousand books and two-hundred videotapes, a reference collection, an extensive clipping file, and comprehensive marketing archives stretching back to the late 1940s (well over 1,000 cubic feet of documents).
  • The MIC utilizes the on-line research services of DIALOG, Dow Jones News/Retrieval, NewsEDGE, and Profound.
  • The MIC answers about four-hundred significant reference requests a year.
  • I designed and populated an on-line database "ULTIMATE" that currently holds citations and abstracts to nearly 7,000 items. It is a God-send.
  • I'm always busy, I'm always in demand, and I love my job!

Questions

  1. What is the greatest professional challenge special librarians face? What are major challenges of your position and how did library school prepare or not prepare you in facing these challenges?

    2. Greatest Professional Challenge - Perhaps the greatest professional challenge facing special librarians is that of "mission creep"--losing sight of why you're there and losing your identity as a librarian. Typically, the special librarian is a one-deep position. You are unique, and few people--if any--understand your role. Don't be afraid to define your role for them--openly and loudly. I've learned that every department you serve will try to form you in their own image. The Marketing Department will want you to make big, happy, convincing presentations filled with wonder, exciting information, and they'll want you to join every team created and better market your services. The Research Department will want you to become a number-cruncher able to understand proto-monadic, regressive, co-variant stimulus analyses. The Sales Department will want you to work the system, build a network of contacts, and dig up the dirt on suppliers, competitors, and customers. You've got to determine for yourself what your service will be and convince everyone else to perceive it this way. You've got to be confident in your abilities as well as your limitations. You've got to remember that you're a librarian.

    Major Challenges of My Position. Was I Prepared? - I can think of two major challenges in my position: "Doing it All" and "Defining Your Worth."

    • Doing It All - Because I'm a one-person library, I do everything from check in the periodicals to answer reference requests, to cataloging and classification. You don't have time for ANYTHING! It seems as though I am constantly trying to pare down my schedule to better handle the crush of work coming my way.
    • Defining Your Worth - The attitude at library school was that libraries were a "good thing"--end of story. Because of their inherent goodness, libraries justified their existence. Nothing could be farther from the truth in the corporate world. If you can't justify your existence in dollars and cents coming to the company, you're doomed.
    • Was I Prepared? - Library school didn't prepare me for these challenges. If you're considering a career as a special librarian, take every time management course you can! Learn to say "No" now! Figure out an emotional self-support system before you accept the position, because you're already behind! To justify your existence, you've got to adopt the idea that you're providing a vital service and then build a very concrete battery of facts supporting this. You've got to believe in yourself or no one else will.

  2. Describe the organization, corporate culture, and political environment. How supportive is your management of the library? Does it view the information center as important in achieving the organization's mission? How is the value of the information center measured?

    3. Organization, Corporate Culture, Political Environment - Oscar Mayer Foods might be a division of Kraft Foods, but we still retain the ethos of "Your Grandfather's Oscar Mayer." This is still a family business. Things change slowly, and we are not afraid to differ from corporate headquarters in Chicago. Oscar Mayer Foods is a very structured and predictable organization. Thankfully, the political environment is equally predictable. As in every organization, there are "climbers" who are going to win the next-higher position by stepping on anyone who gets in their way. They will abuse you and your services out-of-hand, so I've learned to avoid them. For the most part, "Oscar Folks" are content to stay here and don't seek a position in Chicago. They are exceedingly easy and enjoyable to work with.

    Management Support - My immediate supervisor is tremendously supportive of the library, and his supervisor is equally supportive. I believe they are so because I cultured them to be! I have gone out of my way to ensure I'm meeting their needs and expectations. I maintain open and frequent communication with both of them, and they have responded by praising me--and my service--to corporate headquarters.

    Achieving Mission - The Marketing Information Center is perceived as supporting the organization's mission. I designed my mission statement to dovetail our corporate mission statement. I involved the entire Marketing Services Department in the creation of my mission statement, and I ensure it reflects every change made to the corporate mission. I'm confident the MIC is perceived as supporting the organization's mission because I strive to attain our corporate vision--HONEST! If you don't believe in your organization's goal, you should leave; so I'm a believer!

    Measuring the Information Center's Value - The value of the Marketing Information Center is measured by a series of statistics that I compile. In other words, I've come to define my own worth! I took it upon myself to determine what statistics should be gathered and how they should be reported. I constantly measure things like: cataloging activity, reference activity, abstracting service requests, periodical usage, and circulation activity. On occasion, I measure figures like: traffic count, inter-library loan activity, and document retrieval requests. Whenever possible, I try to measure those actions which save money. For example, if my input to a project affects the outcome, I report it. If my figures appear in a "Sell-Sheet," I report it. If my facts appear in the president's speech, I make note of it. I have created a simple "Monthly Activity Report" that I send to my supervisor, and I have created an extensive "Annual Report" that I send to my supervisor!, all the Category Managers, and the Operating Committee. I'm not afraid to tout my worth to the entire organization.

  3. How do you align your information services with the strategic planning of your organization?

    4. Our strategic plan is disseminated widely; everyone in the organization has seen it at least a dozen times. I worked with my supervisor to establish personal goals for 1998 that address each of the five points in our strategic plan. On a quick review, it might seem that some of my goals are tangential to the corporation's strategic plan, but I am nonetheless aware of the plan and working to attain its goals. Essentially, I align my service by being aware of the environment in which I operate.

  4. What effects of downsizing has the information center and organization experienced? What strategies have been employed to compensate? What successes and failures have you experienced managing change?

    5. Downsizing - Downsizing hasn't effected the Marketing Information Center. It's hard to downsize a staff of one, without closing the library. As far as Oscar Mayer Foods goes, downsizing has had a major effect. Through a Philip Morris Cos., Inc. mandate, almost every function in the corporation has been reduced in size, and fewer people are now doing much more work. This has caused a great deal of staff burn-out and turnover.

    Strategies to Compensate - At the corporate level, Kraft Foods is doing its best to make the workplace more stable and accommodating. I believe their efforts are beginning to make a difference. As for the MIC, I have had several departments attempt to pawn-off work on me that they used to handle. I have been unwavering in my stance that I cannot accept further additional duties unless my mission is redefined. I've grown a rather strong backbone in standing up to Human Resources and staring down managers who view me as an adjunct staff member.

    Managing Change - I manage change very well. Long ago, I reconciled myself to the notion that nothing remains the same, so I've learned to identify and embrace impending change. Often, when I learn of change, I attempt to get out in front of it to influence its ultimate form. Because of this, I have enjoyed success by becoming a charter member of the Strategic Planning Committee, and the Office Spirit Team. The first group shapes corporate direction, and the second group works to make the workplace more aesthetically pleasant. Additionally, I successfully helped the Marketing Research staff handle a major reorganization late last year by conducting one-on-one interviews with each of the researchers and determining their information needs in their new roles. Quite honestly, I can't think of any failures I've experienced because of change at Oscar Mayer Foods.

  5. Discuss the availability and use of information technology in general, with particular attention to Internet, Intranet, Extranet applications. What is the extent of your involvement with creation, evaluation, and modification of these applications?

    6. Availability and Use of Information Technology - Oscar Mayer Foods is a very advanced user of information technology. Our corporate leaders believe firmly in the benefits of technology, and we have a technology-rich environment in which to work. There are almost no "computer-phobes" at Oscar Mayer Foods.

    Internet, Intranet, Extranet - I've become recognized as the Marketing Services "Internet Guru" because of my ability to find anything on the Internet. I have actually been able to discontinue some paper reference works because of their ready availability on the Internet. I've conducted one-on-one and group training sessions on more effective use of Internet applications, and the courses have been well received. Kraft Foods maintains an enormous Intranet site, and the information available through this application grows more broad and deep every month. A co-worker has been charged with developing Oscar Mayer's site within the Intranet environment, and I have agreed to act as a "consultant." I also plan to migrate my on-line catalog to the Intranet once the Oscar Mayer site is complete.

  6. Knowing how to use new technology in special libraries is so important -- how do you primarily learn of new products, receive training, and generally keep current?

    7. Learning - To learn of new products, I read absolutely everything on the profession. I regularly read American Libraries, Corporate Library Update, Library Journal, Marketing Library Services, The One-Person Library, and Special Libraries. In addition to these, I read newsletters distributed by my on-line services (i.e., DIALOG, Dow Jones News/Retrieval, NewsEDGE, and Profound), as well as my cataloging software (i.e., InMagic). If I learn of a new product that might be of business application, I request information and a trial application if at all possible.

    Training - Philip Morris Cos., Inc. has a fairly generous policy on reimbursing its employees for training. Because of this, I have enrolled in the Microcomputer Programming degree program at Madison Area Technical College. Some of the courses aren't applicable to my work, but it is improving my all-around computer skills. In addition to reimbursing regular college course-work, Philip Morris will pay for ad-hoc training sessions. I have attended one- and two-day training sessions for each of my on-line reference services, and a one-day seminar on my cataloging software. Kraft Foods also conducts training sessions on all of the software utilized in the corporation (e.g. Access, Excel, Word, etc.). I have attempted to attend at least one of these training sessions every quarter. If training is offered on a system in which I might find use, I attend! I live by the motto: NEVER TURN DOWN TRAINING.

  7. Describe your information and bibliographic access mechanisms, including indexing and classification systems.

    8. Local Systems - The Marketing Information Center uses InMagic's (Woburn, MA) DB/TextWorks and DB/SearchWorks software for its on-line bibliographic access system. I designed, populated, and maintain the ULTIMATE textbase. This is a system of seven relational databases that contains bibliographic citations and abstracts to nearly 7,000 items in the MIC. In addition, I've automated the library's serials management, circulation, and ordering systems. I also maintain comprehensive databases of suppliers, borrowers, and inter-library loan transactions. Building this system was tedious, but it has become my consciousness. I followed Machine-Readable Cataloging (MARC) format when building this database, and I follow the Anglo-American Cataloguing Rules (AACR) when adding records. I use Dewey Decimal Classification (DDC) with three-digit work marks for my collections. I created an archival management system that parallels--and can be interfiled with--DDC materials for the Oscar Mayer Archives. I have found DB/TextWorks easy to understand and use and a fairly good system for the one-person library. I have made the ULTIMATE textbase available to Marketing Services through our Local Area Network (LAN). DB/TextWorks also offers a Web-based version, and we will adopt this technology as soon as the Oscar Mayer site is completed on the Intranet.

    Distant Systems - I use Multi-Express for Windows for dial-in access to Madison Public Library's LINK on-line catalog system. I use Microsoft Internet Explorer for Web-access to the University of Wisconsin--Madison's MADCAT system.

  8. Are you or your organization affected by copyright and intellectual property right issues? How so? What if any are the policies and practices protecting intellectual assets, particularly as they relate to resource sharing?

    9. Affected by Copyright? YES! Largely due to my efforts, the Marketing Information Center is a champion of copyright and intellectual property right issues. I have discarded everything from my collection that is in obvious violation of the copyright laws, and I ensure that all new resources fully comply with the copyright law. I have worked closely with the Legal Department to ensure the legality of my services (e.g. abstracting, news-delivery, etc.), and I monitor Marketing Services publications to ensure they meet copyright muster.

    Policies? Philip Morris Cos. Inc. has extensive policies regarding copyright and intellectual property. These policies are titled the Business Conduct Policy and the Legal Guide for Employees. For external information, these policies have strict prohibitions against photocopying, finding "Recent litigation has indicated that photocopying for research purposes by employees of a for-profit company does not come within the research factor of the fair use exception." For internal information, these policies declare that no company information will be divulged to persons outside the employment of Philip Morris Cos., Inc. without corporate approval. In other words, everything you create at work is company property and cannot be shared with the general public. The MIC does share information within Kraft Foods, but because of corporate policy, I cannot share information of substantial content with anyone outside the company.

    Related Note - Because it has been stung by former employees divulging sensitive information, Philip Morris Cos., Inc. has a firm policy on records retention. I am charged with managing records retention for the Marketing Services Department, and I am audited once a year. I have been able to institute a quarterly "Dump Day" in Marketing Services where employees are encouraged to discard out-of-date documents and forward sensitive materials to the MIC for safekeeping.

  9. How do you market yourself and the services of your unit to the organization? Describe successes and failures.

    10. Marketing Myself and My Services - I market myself and my services continuously and shamelessly. I've always looked at it that "You're on stage" when you walk through the front door. No matter who I meet and no matter the situation in which I meet them, I represent the library. Because mine is a one-person library, I have become synonymous with the library's services. I conduct welcome interviews with all new employees in Marketing Services. I conduct annual interviews with the Category Managers to ensure my service is sufficient. I distribute a weekly abstracting service. I distribute a monthly current awareness service. I distribute a monthly new book bibliography. I disseminate timely news to business teams continuously. I distribute business intelligence on our major competitors regularly. I close virtually all of my correspondence with the phrase, "If I can be of any further assistance, please speak with me." I pay attention to conversations wherever they might be and try to stay ahead of information needs. When a project is begun, I try to deliver information to people before they request it. I am constantly trying to work my way into people's consciousness. Face it, in a one-deep position, if you don't promote yourself, who will?

    Successes

    • My abstracting and news delivery services are tremendously popular. I believe they are so because they are "free" to my customers; the don't have to request anything. In addition, they are concise. No one has any spare time here, so quick, concise information is appreciated.
    • My "Open Suggestions" policy for the purchase of books and periodical subscriptions is popular. Everyone has learned that I will consider almost anything for inclusion into the MIC's collections if it has a rational business purpose. I receive nearly thirty suggestions annually for books, and I'm able to purchase most of them. I add a book-plate to books purchased on recommendation, and I make a presentation to the requester.
    • I find any cause for celebration. I observe: Black History Month in February, Mardi Gras and St. Patrick's Day in March, Oscar Mayer's birthday and National Library Week in April, Memorial Day in May and so on. I put up a few tasteful decorations, post a few informative articles, and bring in small treats. It doesn't cost that much, but it offers everyone a welcome break from the office routine. Plus, people begin to perceive you--and by extension the library--as enjoyable to have around.

    Failures

    • I thought it would be a good idea to create a "display" inside the front door of the MIC. I thought it could be something to draw attention to competitive products and marketing initiatives and to help draw out creative ideas. This display concept lived for a year, and it nearly killed me. It was time-consuming to prepare for; it was expensive purchasing all the products and signs; and I had trouble with people stealing the products out of the display! I dismantled it without fanfare last year.

  10. Is your organization or information center involved in any benchmarking practices? Can you describe what they are?

    11. The Marketing Information Center isn't involved in any benchmarking practices; however, Oscar Mayer Foods is heavily involved in benchmarking. The corporation participates in a program called "Continuous Product Testing" in which our products are constantly evaluated by consumers against competitive products. Areas for product improvement are identified through this program. I have contemplated initiating a benchmarking study, but I've not been able to justify the time necessary for this effort.

  11. Do you have experience with outsourcing? Please describe.

    12. Occasionally, I will experience a crush of reference requests. Typically, this will occur during the planning season of April-May-June. When I cannot keep up with the incoming requests, I forward requests to Find/SVP's regional office in Chicago. Kraft Foods maintains Find/SVP on retainer for ad hoc reference work. Other than this, I do not outsource any of my services. Oscar Mayer Foods, on the other hand, uses outsourcing extensively for many of its services. Many of our facility maintenance, administrative, and marketing functions are outsourced.

  12. What changes or projects have you or are you implementing? How have you approached the management and users about these changes?

    13. Changes and Projects Implemented - What haven't I changed? I have changed the physical layout of the MIC. I have created a weekly abstracting service. I have created regular current awareness services. I have initiated new on-line reference services. I have created an on-line catalog. I have created an archival management system. I have changed the MIC's collection development policy from trying to emulate a scholarly resource library to that of becoming a popular materials library. I have obtained scanning hardware and software. I have upgraded the computing capabilities of the MIC. In the current quarter, I plan to: expand my business intelligence program, coordinate a name-change for the MIC and Business Research Services (i.e., my counterparts in Chicago), and update the procedure manual for two local CD-ROM databases and conduct a first-ever training session.

    Approaching Management and Users - In approaching managers and users with changes, I believe that first and foremost you must not be afraid. Sometimes change for change's sake is good (e.g. a bit of redecoration or moving of minor furniture), but even minor changes should be announced publicly and input should be sought. Often, it's sufficient to clear things with your supervisor and make some manner of public statement. (Posting notices in the Break Room will usually ensure that everyone will see it.) With big changes (e.g. changing the collection development policy and killing periodical titles), you would be wise to bring them up in staff meetings and solicit staff response. When people voice objections to your ideas, don't take it personally. Develop a coherent argument as to why the change is beneficial and consider possible opposition. If you do implement a change, however trivial, announce it. Let everyone in your service community know what you've changed, why you've changed it, and how it will make the library or your service better. Make people enthusiastic to experience the library. If you care enough for it to pay attention to the little details, they will as well.

  13. 13. How did you get or keep your job? Any job hunting tips or advice?

    14. Here's the story of how I got this job.

    Networking : Keeping Your Eyes Open - I was working in my former position as a cataloger, and I wasn't happy. I was fairly active in the South Central Library System, and the Wisconsin Association of Special Librarians, and I had met Shirley Winsborough (i.e., the previous MIC librarian) at organization functions. From SCLS's newsletter Horizons, I knew that Shirley retired in June 1995. I placed a note on my bulletin board that said, "Oscar Mayer Foods will need a marketing librarian."

    Job Announcement : Putting the Pieces Together - In July, a blind box ad appeared in the Wisconsin State Journal seeking a librarian. From the flavor of the ad, I could tell it was Oscar Mayer looking to fill Shirley's position. I fine-tuned my resume and cover letter to directly address qualities called for in the classified ad, and I mailed the package. I received a from Oscar Mayer in mid-September, and I was granted an interview on September 26th--my birthday.

    Interview Preparation : Details, Details, Details - After Oscar Mayer's call, I went regularly to Madison Public Library and read their extensive clipping file on Oscar Mayer Foods. Using an ARCO resume book, I completed an interview worksheet to develop strong answers to questions such as, "So, tell me why you're qualified for this position." After about two weeks of having my wife, Kathy, prompt me through simulated interviews. I was ready.

    The Interview : Trial By Fire - The interview at Oscar Mayer was four hours long! I interviewed with four different people: my immediate supervisor, his supervisor, Tom Whitemarsh, and a Human Resources representative. The interview was exhaustive and covered almost all of the questions for which I had prepared. Tom Whitemarsh surprised me by asking a series of "What Would You Do?" reference questions. I stayed calm throughout and answered honestly. From a field of six prospects, I was offered the position the next day.

    The Next Day : Frosting on the Cake - O.K., I won the position. I could have happily started work with little fanfare and have that be the end of it. I took the next step, and I composed thank you letters to each of the people with which I had interviewed. I stated that I looked forward to working with them, and in my supervisor's letter, I asked a few questions about what he perceived as the biggest job facing me as I became a member of his team. This simple gesture won me four friends who remain fans of my service to this day.

    Job Hunting Tips and Advice - If you follow my advice, you should be fairly successful in landing employment within the field.

    Job Prospecting - If you're not in the profession, or if you're looking for a better position, pay attention to everything. Join professional organizations in the field you seek and network. Share information with as many people as you can. Cultivate correspondents across the region or nation. Read newspapers, trade journals, and Web postings. Make it your job to become aware of where the jobs are.

    Resumes and Cover Letters - As for the cover letter and resume, KEEP IT SIMPLE and KEEP IT SHORT. Tailor every cover letter and resume to the position for which you're applying. Never submit a "one-size-fits-all" resume. Limit your cover letter to one page, but never submit a resume without a cover letter. Limit your resume to two pages. If you've got a rich work or education history, "cherry pick" those details that make you seem like a genius. Few things turn a prospective employer off like a resume that rambles on for pages without end. Ensure that your grammar, punctuation, and spelling are perfect.

    The Interview - If you are granted an interview, you have an advantage. All your prospective employer knows about you is what you've given them on your resume and cover letter. You, on the other hand, have time to learn all sorts of things about the employer. Use the time before your interview to gather information about the employer, and work this information into your practiced responses. Write out a script for your interview providing clear and concise answers to the typical interview questions (e.g. So, where to you see your career going in ten years?).

    Appearance and Demeanor - It would be wonderful if we lived in a world where outward appearance weren't judged; but we don't, and they are. First impressions are lasting impressions. As you read about your prospective employer try to identify their corporate culture and what style of clothing would be appropriate. If you live in the area, stop by as people are coming out of work and observe what they're wearing. In an interview, dress to fit in--not stand out. Ensure that your clothes are clean and pressed, your hair is attractive and conservative, and that your shoes are shined. If you look professional and confident, you've got a much better chance of being perceived that way in your interview. During the interview, a respectful and courteous demeanor is always impressive.

  14. What can be realistically expected from new graduates in terms of specific skills and orientation? How important is previous experience prior to the MLS degree? How important is subject specialization? How can deficiencies be compensated for? For example, do you look for students who have had practicums in relevant areas? What do you look for in new employees when recruiting for your organization?

    15. Specific Skills and Orientation of the New Graduate - For the special librarian, all that can be expected from the new graduate is someone who is willing to: 1. Learn quickly, 2. Work diligently, and 3. Follow the advice of Douglas Adams, "Don't Panic!" Your first month on the job will be turbulent and confusing, so don't get too worried about it. Do, however, be willing to immerse yourself in the job and learn as much as possible. When you first start, your attitude is more important than your aptitude.

    Importance of Previous Experience - Previous experience is essential to success as a special librarian. You'll note I didn't say previous experience as a librarian. Previous experience as a librarian is nice, but not necessary. As long as you have some kind of practical service-oriented experience, you should be able to sell it. The job that best prepared me for this position was being a bartender. Now granted, I didn't include this job on my resume, but if you're a good bartender and you treat your customers well, you can make a lot in tips. Well, if you treat your face-to-face work in the library like a bartender-patron transaction, you can make a lot of friends in the office and gain a lot of staff support.

    Importance of Subject Specialization - About the only areas in which I believe subject specialization would be beneficial are medicine, technology, and law. These areas are so specific and so demanding that they almost demand subject specialization. I was a medical librarian for two years, and it helped that my wife was a medical office manager. I worked for an engineering firm for a year, and it was hellish because I really didn't understand what they did. In most positions, you can learn the subject as you learn the job, but you'd better be willing to take a few courses at the local technical college if you really want to become proficient.

    Compensating for Deficiencies. Practicums? If you're faced with deficiencies, you can take formal courses to build your knowledge, you can self-instruct if you're able, or you can find a mentor to teach you the necessary skills. A network of professional peers can be invaluable when learning a new job. Practicums can be exceptionally beneficial. Just remember that no practicum is going to match exactly with the experience you're seeking. Do your best and try to garner something beneficial from the experience.

    What Do Employers Look For? Employers look for people willing to take chances. When an employer seeks a special librarian, they don't want meek. Be willing to take chances and strive for something outstanding. If you don't have a stellar resume, sell your potential employer on the fact that you've not been given adequate opportunity to excel! Project confidence in yourself and your abilities. Be willing to learn and to make mistakes. Perhaps most importantly, always be willing to communicate. If you can speak freely and well, and you can effectively sell your ideas and make others believe in your potential, you'll go far.

  15. What is the one thing you wished you had learned in library school, or learned before you got the job?

    16. I wish I had paid more attention in cataloging and classification. Not so much the details of cataloging (i.e., you can teach a Chimpanzee to follow AACR and MARC guidelines), but to the philosophy of cataloging and classification. I use Dewey Decimal Classification in my library, but the staff couldn't care less if I made up my own system and marked all my books with gum-drops. What the staff cares about is that I'm able to efficiently organize information, and do so in a way that's readily apparent to anyone who uses the system. I guess that's the key to our profession, it's not the details that earn you praise, it's your overarching ability to make sense out of the madness of information around us. If you learn nothing else in library school, you should learn how to better manage (i.e., collect, arrange, catalog, classify, and index) information.

Closing Remarks

I've gone on longer than I expected, but I hope you find my comments somewhat helpful. I welcome you all to the profession, and I wish you the best of luck in the future. Thank you for touring the Marketing Information Center.

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