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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09680819610126878. When citing the article, please cite: Alison Jago, (1996), “Selecting your team: how to find the right people”, Librarian Career Development, Vol. 4 Iss: 3, pp. 27 - 31.

Managers recruiting information professionals are often surprised to find a lack of suitable candidates. Even during a recession, most job seekers are currently in work, want to change jobs for positive reasons, and are cautious about moving to another organization. Good candidatcs know their own worth and are choosy about job offers. Not every job offer will be accepted. A well worded advertisement will help to attract suitable candidates, but a professional recruitment consultancy may provide a shortlist of good candidates more quickly, cheaply and efficiently. A well‐written job description, and professionally conducted interview, will give a good impression of the organization. No job descriptlon and a poor interview will deter candidates from accepting the job. Anyone responsible for interviewing should be trained in professional interviewing techniques. A useful summary of action points for employers is included.

A brief description of the main activities of the Information Service at the Institute of Personnel Management (IPM) is followed by a detailed explanation of two successful experimental studies of the service which were recently carried out. Study One measures the level of demand from enquirers by analysing all subject enquiries received over a three month period. The enquiries were classified into forty‐six main subjects. Study Two investigates the adequacy of both published and unpublished material held by the IPM Library for the same forty‐six subjects. The purpose, method and conclusion is given for each study, and it is shown how the findings of the two studies were linked. Short extracts from the studies are included. A summary stresses that any information service must maintain a constant awareness of the changing needs of its users, so that their needs are not only met but anticipated. Studies such as these will provide an effective basis for achieving this aim.

Much has been written on the subject of training evaluation but most has concentrated on whether trainees like the training and how much they have learnt rather than on the application of training results. Whatever is learned on a training course, however much and however useful it is, the problem still exists of transferring the learning from the course back to the workplace. Having observed the euphoric mood which overtakes trainees on the last afternoon of any course, and having read the highly favourable comments on the course appraisal sheets, it all seemed to me too good to be true. I decided, therefore, to find out whether learning was being effectively transferred to the workplace (if at all) and to what extent, in the belief that the end of a course should not mark the end of the training process but rather its beginning. According to Brethower and Rummler there are four potential levels of training evaluation:

Emphasizes that the success of the library/information service is largely dependent on the ability of the manager to select the right people to make up the team. Stresses that recruitment and selection of staff is a professional skill, essential to the portfolio of management skills required by the library/information specialist at senior level. Recommends practical training in interviewing and selection. Suggests that when a vacancy occurs allow time to think before taking action and consider all the options available. A job description is essential and forms the basis of the recruitment process. The person specification is based on the job description and outlines the qualifications, professional expertise, and other attributes required by the person to do the job. Concludes with a summary of key points.

PLANNING YOUR PENSION by Stanley Jackson. (Oyez, £8.50) AS WELL as showing how executives can enjoy maximum benefits from their pensions, author Jackson also advices on how tax payments, and in particular capital transfer tax, can be kept to a minimum. His book opens with a comprehensive explanation of what pension schemes meet with the Inland Revenue's approval, and how they can be made tax efficient.

FROM conversations it is clear that many of us are not familiar with the sources of help to which we can turn for salary advice.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Management training and development is currently in vogue. There appears to be a growing belief in the benefits of investment in training and development. When a market is buoyant is the time to consider and anticipate the consequences of a future downturn in demand. Such a downturn in demand may demonstrate increasing pressure to “justify” investment in training and development. There is a long established academic body of knowledge on the subject of evaluating training and development. From research evidence and the authors′ experience, the sponsors and the providers of training and development pay scant attention to systematic evaluation of these activities and investments. It is the authors′ contention that when the market′s critical assessment of the value of training and development increases there will be an increasing interest in evaluation. An overview of the history of evaluation traditions is provided and the state of play is commented upon. It is noted that there is a shortfall between theory and practice. It is argued that evaluation is a worthwhile and important activity and ways through the evaluation literature maze and the underpinnings of the activity are demonstrated, especially to management. Similarly the literature on evaluation techniques is reviewed. Tables are provided which demonstrate areas of major activity and identify relatively uncharted waters. This monograph provides a resource whereby practitioners can choose techniques which are appropriate to the activity on which they are engaged. It highlights the process which should be undertaken to make that choice in order that needs of the major stakeholders in the exercise are fully met.

Evaluation of management training courses is a subject much discussed but, generally speaking, superficially carried out. This article identifies evaluation procedures and highlights their shortcomings. In summary, there is too great an emphasis on providing an objective (and positivistic) evaluation report and too little recognition of subjective and peculiar issues which do not necessarily fit the frame. The article′s concern is to bring these areas to greater attention so that more comprehensive evaluation takes place and, consequently, better training.