Where have I been?

November is almost over, and our neighbours are starting to cover their houses in flashing lights, “Santa Stop Here” signs, and decorate their trees, newly displayed in front windows. Quite simply, the street is a hive of activity.

Unlike my blog this year.

The last post I put out was back in May when I wrote about my trip around the Lloyd’s building, a visit arranged by CLIG. I’m shocked that the last post I wrote was so long ago, but it doesn’t feel like it, so I’ve been trying to take stock of quite what I’ve been doing for the last 6 or so months.

The lack of activity on the blog, hasn’t meant a lack of activity elsewhere. I have been writing and reflecting still, with an article in SLA’s Information Outlook, a piece that is yet to appear in CILIP’s Update, an article in Legal Information Management, as well as reflecting on a number of matters that I’ve decided not to put on my blog. I also spoke at the annual conference for SLA in Vancouver. All these have somewhat sapped most of my writing energy, and I’ve then filled my spare time with mentoring and my work with SLA Europe.

These other endeavours have also made me reassess what I put on my blog. I’ve realised that my writing and presenting elsewhere takes on a form different to what I’m able to publish here. It is more formal, more structured. I’ve also found that once I get into this mindset, it can be tricky to switch back to the more personal writing style that I think lends itself to blogging.

And do you know what? Put quite simply, I’ve missed blogging. The writing style on a blog is easier, more relaxed. There aren’t house styles to adhere to. There aren’t strict formatting criteria to use in conjunction with a powerpoint. There isn’t a need to fill an entry with footnotes contributing towards an academic credence.

I’ll try to return to it over the coming months, especially with my upcoming presidency for SLA Europe. I’m sure that this will create ample topics for reflection, but in the mean time, this is at least a step back in the right direction.

Tour of the Lloyd’s Building

On the 24th April I went on a tour of the Lloyd’s building with the City Legal Information Group (CLIG). Below are my notes from the tour. It was a fascinating building, and a great tour!


Lloyd’s consists of 57 managing agents who run 88 syndicates that underwrite the insurance. These syndicates have an international reach and come from the US, Australia, Japan, France, Germany among many others.

Lloyd’s Corporation is not linked in any way to the other Lloyds – banks, pharmacies etc.

The syndicates sit in “boxes” that occupy the first four floors of the Lloyd’s building.


Lloyd’s “boxes” – note the underwriters sitting at the desks, and the brokers on stools to the side

Financial Performance

In 2012 Lloyd’s had a profit of £2.7bn across all 88 syndicates. Some of the syndicates will have made a loss, and others a profit – these are then combined to give the overall profit/loss figure. The profit was dented somewhat by over £1.4bn in claims for Superstorm Sandy.

In 2011 the 88 syndicates made a loss of just over £500m. This was due to claims for two earthquakes, a tsunami, the floods in Thailand, Hurricane Irene among other natural disasters.

Prior to this, between 2007 and 2010, profits were mostly between £2-4bn. Generally Lloyd’s makes a loss every 5-10 years. For instance, Hurricane Katrina cost Lloyds around £50bn. The corporation fared well through the crash as it does not insure financial guarantees.

Who uses Lloyd’s?

93% of Dow Jones Industrial Average companies

92% of FTSE 100 companies

86% of Fortune Top 50 European Companies

81% Fortune 500 companies

Lloyds will do business with any country except for those on the UN embargo list.

Why Insure At Lloyd’s?

If an underwriter operates in Lloyds, then it automatically has an A+ credit rating. This is because of Lloyd’s 3 tier capital structure that supports its clients and guarantees that they will receive their pay out, even if an insurer goes broke. This capital structure is formed as follows:

1st tier: syndicate level assets. These are provided by the 88 syndicates that operate in Lloyd’s and total £41bn

2nd tier: member funds, provided by capital providers. These members are the ones who make a profit or loss each year. These funds total £15bn.

3rd tier: central fund that was started in 1993. This is controlled by Lloyd’s Insurance and will only be used if a syndicate goes bust and cannot meet its liabilities. This totals £3bn.

These three tiers make Lloyd’s different to any other insurance house. The third central fund provides extra funds and security, therefore securing Lloyd’s A+ rating.

If an insurance syndicate therefore goes bust, the capital structure will be used to pay the client. The structure is not to help bail out the insurance company itself – it is only there to ensure the client gets their insurance money.

History of Lloyd’s

Lloyd’s started life as a 17th century coffee house – it received its first mention in the London Gazette on the 18th February 1688. The corporation’s namesake, Edward Lloyd, ran a coffee house next to the river. Ship captains would come in to the establishment to get news on forecast weather patterns, and the latest routes. Over time, insurers started to operate in Lloyd’s coffee house, and captains would be convinced to insure their ships and cargo, should they not return. The insurance agreement would be signed on a piece of paper known as “the slip” – a term that is still used today.

As the amounts needed to insure cargo and ships grew, insurers would split the cost, and the risk, between them, with each one taking a share. The ship’s captains would move between the various boxes (booths) in the coffee shop to ask various underwriters to take a percentage of the total cost needed to insure the ship. The first individual who signed up became known as the Lead Underwriter, so called as they literally write their name under the risk.

Edward Lloyd himself didn’t insure anything. He simply provided the venue where these transactions took place. He charged rent to the insurers who met there, and this is the same today. Lloyd’s now charges approximately £1200 per year per square foot. Insurance companies sign up as it is known as the insurance house to be in to secure good business.

Little has changed since then – the insurance brokers still move between the syndicates “boxes” asking them to take a share of the risk. Underwriters are still known as such, and today the lead underwriter tends to be an expert in the particular area of insurance concerned.

The Lloyd’s building itself has moved around over the years – the first modern building it moved into was in 1928. It was quickly outgrown and in 1958 it moved to Lime Street, and finally in 1986 into the current Lloyd’s Building, designed by Richard Rogers. The building has been built with the intention of lasting for 100 years. As such, floors 5, 6, and 7 can all be adapted to galleries allowing additional syndicate boxes if required. It is likely that floor 5 will be converted soon, as the fourth floor had its final box occupied last year.


A scale model of Richard Roger’s Lloyd’s Building, completed in 1986. The services are on the outside to allow for easy maintenance, and creating a large uncluttered interior space.


The interior of the Lloyd’s building.

Lloyd’s The Regulator

Lloyd’s is the administrator of the building, charging rent, but it is also important to remember that it is the regulator as well. Anyone who operates in the building must be approved by the Corporation of Lloyd’s. The approval process is carried out by the counsel which consists of brokers, government representatives and representatives from the Bank of England. In total, the corporation employs roughly 900 people, 700 of whom are based in London, and the other 200 in Chatham in Kent.

Lloyd’s Capital

Lloyd’s needs capital to trade, and the source of this capital has changed greatly since 1993. Today, the biggest providers of capital are now large corporations. In total 88% of Lloyd’s capital today comes from these big corporations, most of which are based in the UK and US, but international companies also contribute. The other 12% comes from high net worth individuals.

Previously, these were known as “the names” and used to have unlimited liability for loss. Between 1688 and 1993 these made up 100% of Lloyd’s capital, but the 1980s brought a series of very large insurance claims (Piper Alpha, Exxon Valdez, Hurricane Andrew, Asbestos claims etc). These took their toll and many of “the names” were unable to fund all the claims going forward having seen their wealth greatly depleted. Large corporations therefore stepped in with limited liability to take the place of names that had departed.

Today, it is no longer possible to join as a “name” with unlimited liability and those that still exist are getting old. At present, there are about 500 left who managed to trade their way through the late 1980s and early 1990s – the oldest “name” is 101. Instead, to join as a name today, you must have limited liability. Eventually, “names” with unlimited liability will die out.

The Insurance Process

Not just anyone can enter Lloyd’s and negotiate insurance. In total, 186 companies are allowed to send their broking staff into Lloyd’s. These 186 companies and their brokers act as the intermediary between the client and the underwriters. Traditionally, they would approach each syndicate box in turn, sit on the stool beside the box and negotiate the premium and amount of risk the underwriter was willing to take on. They would continue this process until 100% of the risk was accounted for.

The challenge for the broker is as follows – they work on commission and have to find the best balance between getting the lowest premium for the client, and a substantial enough sum to make their commission worthwhile (usually calculated as a %).

Today, as most insurance deals are too complicated to be negotiated in person due to the terms and conditions involved, the insurance contract lead conversations will take place between the director of the broking company and the lead underwriter in private. This is acceptable, but the final signature must still be done inside the Lloyd’s building.

This means that a lot of the day to day conversation that takes place on the open floor in Lloyd’s is now renewals. To talk to the underwriters though, it is still not possible to book – brokers must queue beside the boxes.

Is there a Standard Degree for Brokers?

A wide range of graduates are employed – geographers are often popular due to their knowledge of natural disasters, but maths skills are very important.

What Type of Insurance is done at Lloyd’s?

38% of Lloyd’s business is reinsurance – insurance companies insuring other insurance companies for amounts over a certain level of loss. Many of these insurance companies are often competitors to Lloyd’s, such as Swiss Re or Munich Re. They still have boxes in Lloyd’s though due to the licenses that Lloyd’s grants – for instance having a box at Lloyd’s provides a license for China.

The rest of Lloyd’s business is roughly broken down into the following (based on premiums) – Property 21%, Liability 18%, Marine 8%, Energy 7%, Motor 5%, Aviation 3%.

30% of the world’s ships and cargo are still insured at Lloyd’s – this hasn’t deteriorated since Lloyd’s began, it is just that the other insurance categories have grown to such an extent that it reduces the % greatly. The Lutine Bell now sits in Lloyd’s in commemoration to a ship that sank on route to Holland with a great deal of gold on board. The ship was insured for £1m – a great deal in 1799. The amount was paid in full. Following salvage of the bell in 1859, the bell was installed at Lloyd’s and rung whenever a ship sank to alert the syndicates. Today, it is ceremonial.


The Lutine Bell

Dead ships are still recorded on a daily basis at Lloyd’s in the loss book though – they are written in by the head waiter.


The loss book – no ships sunk over Easter weekend!

Much of Lloyds business still comes from the US – roughly 41%. This is due to Lloyd’s strong reputation of paying out in full following the San Francisco earthquake in the early 1900s. Lloyd’s paid out in full where many other US insurers went bust, leaving a lasting reputation in the US.

Almost anything can be insured at Lloyd’s – the Olympics was insured for roughly £5bn. Jennifer Lopez is insured for £30m for loss of income. There are only three areas that Lloyd’s won’t insure – financial guarantees, war and life (although they will do short term life and key man insurance).

The future challenges for Lloyds are insuring things that have never happened. They have a dedicated research team that look into these issues.


The Adam Room contains a portrait of Churchill – his father in law was the secretary of Lloyd’s. The portraits are all backlit to glow in dim light. The room itself was taken apart from its original location in Wiltshire where it was designed in 1763, and rebuilt first in the Lime St building, and again in the present Lloyd’s building. It is today used by the Counsel of Lloyd’s.

Knowledge Cafe Reflections – Proving a Research Service’s Value

Last night was an evening of firsts and lasts. I attended my first ever Knowledge Cafe with David Gurteen and Allan Foster thanks to SLA Europe, ASLIB and the International New York Times. Sadly, it was also my last event as SLA Europe’s events committee chair (I’m stepping down as next year I’m taking on the role of SLA Europe’s president-elect). It is the Knowledge Cafe that I would like to reflect on here though.


As it was my first cafe-style event, I wasn’t entirely sure what to expect. The concept is really rather simple though – an idea or question is floated to the room, and in groups of 3-4 people, this idea is discussed, debated and dissected for approximately 10 minutes. The groups are then rotated, and the discussion begins again.


Our question last night was something along the lines of how do you justify to a sceptical manager that the work your library and research service undertakes is required and justified (the exact wording escapes me). As I cycled through the groups, many practical solutions were put forward for specific situations, and these started to be collated together into broader headings:

– using metrics – prove your worth through stats and financial figures

– reputational risk – if the library service isn’t available to fact check, who will? Would you need to hire someone anyway to fulfil the same role, but less effectively?

– if it gets to the stage where the question is being asked, then really it is too late. One needs to be visible and prove their worth constantly, not wait until the point that it is questioned.

Some of the most interesting points during these discussions came from vendors that were attending the evening (publishing houses, professional membership organisations, and database providers). They are used to hard-selling, dealing with numbers and justifying purchases, so some great tips were gained from these interactions. It also reinforced how too often in the information profession we only talk to librarians, as opposed to encouraging vendor-librarian discussion. We’ve a lot to learn from each other.

Following the group stage, the room came together for a larger discussion of the points that had been mooted. Here, two additional thoughts resonated with me – ensuring that you are speaking the same language as the person you are justifying yourself to (ie. If they are the CFO, use figures), and to get the buy-in of partners/key stakeholders in advance of meetings. Don’t just expect to be able to drop your biggest users into a meeting and ask them to support you and your service without warning. Always speak to them in advance, and make sure they agree with what you would like them to back you up on.

A few other points were also made throughout the evening:

– often you have only 5 minutes of a senior manager’s time. Be sure to put your key points across first in case your meeting gets cut short.

– whilst having a bank of enquiries to draw on is useful for high level meeting prep, make sure all your staff are well versed in the value that your service provides to the firm. A chance encounter in a lift may mean that your senior manager speaks to another member of your team before you. Ensure that they can sell what you do just as well as you can.

The café was a great way to share ideas, and a refreshing change from a PowerPoint presentation. Thank you to David and Allan for giving up their time to come and run it for us, and to the International New York Times for sponsoring the evening!


Re-thinking “To Do” Lists

This week, I’ve been putting some of the final touches to a webinar that I’m going to be delivering alongside John DiGilio. We’ll be discussing productivity tools. The challenge of selecting the key sites, apps and technology to discuss in our webinar got me thinking about my own productivity. Whilst I use all the tools that I’m going to discuss, just how productive am I on a daily basis?

The main problem that I come up against is exemplified in my blog. Prior to this post, my last entry was way back in May. At first thoughts, this makes me feel like I’ve been rather unproductive. I haven’t kept on top of my writing. Or have I?

In the months in between, I haven’t been unproductive, I’ve just been rather busy. The SLA Events Committee of which I am chair held some high profile events, I spoke at the SLA annual Conference and the BIALL annual conference, and I have written a paper with Marie Cannon for Legal Information Management.  

Whilst the blog has been dormant, it isn’t for want of not undertaking the same kind of activity. My writing and reflection have continued, but in different forums. I have learned to classify activities not by the place in which they occur, but rather by the type of activity that I’m undertaking. This has meant that I haven’t felt weighed down by the constant need to blog, as I know that I’ve fulfilled my writing needs elsewhere.

To encourage a sense of achievement and keep up CPD related morale, I would therefore encourage people not to look at tasks they need to do through the medium in which they will complete them, but rather to look what you are doing in a broader category. To better illustrate this, I’ve illustrated how a to-do list might therefore differ:

List One – Organised by Medium

– write a blog post

– go to the gym

– play squash

– finish drafting an article

– catch up on “committee A” admin

– catch up on “committee B” admin

List Two – Organised by Activity Category

– creative writing/CPD related writing

– exercise

– admin

Whilst the second list therefore wouldn’t actually remind you what you needed to do for each category, hopefully it would keep up motivation by feeling like you had accomplished more on the list, rather than seeing an endless list of unfinished tasks.

All of this of course also ties in to prioritising tasks, and making sure important deadlines are met etc. but hopefully taking stock of all that you do will decrease any stress related to other tasks that may drop off your radar for a short time. Of course it is also important to remember that the amount on your to-do list should only be the right amount of work for you – not anyone else!

Thoughts on Distance Learning and the BIALL Legal Foundations Course

Last year I received a bursary to cover the cost of taking the BIALL Legal Foundations Course, previously known as Law for Law Librarians I believe. This has meant that from October 2012 through to this month, I have been listening to one law lecture a week, and completed a series of questions based on the content covered. Below are some thoughts on my experiences (although I do still have one lecture left to take!).

The course is all run remotely, gone are the days where the lecture was held at Westminster Uni on a Monday night. There was an initial (non-mandatory) meeting in London for those taking the course to meet in person, but other than that all interaction has been via BlackBoard through the University’s student portal. The experience has therefore been unlike any course that I have taken before. I’m used to seeing lecturers in person, and whilst I’ve had plenty of experience with WebEx meetings, simply seeing a slide on my screen and listening to a recorded lecture alongside it is a rather different experience. Having said that, some lecturers did make good use of technology, and had uploaded a video of themselves giving the lecture alongside their slides – something that I found to be much more preferable than an audio only option with a slide deck. Perhaps other course attendees haven’t found it quite a strange as I have, but part of me might have preferred an online “live” lecture on a specific weekday night for a couple of hours. Obviously, going back to the old format where all lectures were in person once a week is not an option as it severely limits the ability of those outside of London to attend the course.

As mentioned above, every week a new lecture is released, providing a basic grounding in a different area of law, ranging from Banking Law through to Immigration and Human Rights. The lectures have varied radically in length – the longest clocking in at over 3 hours, where as the shortest was around 55 minutes. Thankfully, all the lectures can be paused – one of the joys of online education that wouldn’t come with a “live” lecture! When allowing time to answer and complete the exercises, the time commitment connected to each lecture becomes relatively substantial on top of a busy working week.

Once a lecture opens, it is accessible for a period of 4 weeks, meaning that if you do not have time to complete it one week then you can always come back to it a bit later (although by then you will have two to catch up on!). I have taken this approach a number of times, as I have found with other commitments (SLA etc) I simply haven’t had time to complete the lecture during my weekday evenings. Sunday therefore quickly became BIALL LFC day, and has remained as such for the last few months. It is something to bear in mind when signing up though – if you aren’t able to complete exercises during your working day (I don’t imagine many people can), then you will need to make sure that you have a good allotment of time set aside each week to do so.

Over all though, whilst it will never live up to a lecture in person, the online system works well, especially considering the people it is targeting. It is all well and good me wishing that I could go along in person, or sign in once a week at a set time to listen and interact with the lecturer, but when push comes to shove, the flexibility of pre-recorded lectures comes out on top. When you also factor in the additional people that can attend the course remotely (one attendee is in the US), it really does begin to make sense.

So, having harped on about the structure, what about the content? Firstly, I’ll deal with the target audience. The course states that it is aimed at those with 1 year’s experience in law libraries. Personally, I think this description should be changed to those that are just starting out. If you can do the course straight away, do so. Whilst I’m still new, some material would have been useful to me earlier on, and some other material I was already familiar with through my day to day work (content in the EU lectures, and introduction to the English Legal System for example).

The course gives a good overall grounding in the basics of different areas of law, and spreads the topic areas out nicely. Whilst in my current role I am not going to be referring to Family Law, but it is good to know that I’ve got a basic understanding, just in case. Similarly, having covered the ‘academic’ side to Company Law, it has put some of the research I carry out into context. No course you ever seem completely applicable to your current role straight away, but education is about a commitment to your future, and that is what the course provides. A strong grounding to build upon.

It is also important to remember that the course does not teach you how to be a law librarian. It is simply a grounding in the basic principles of different areas of law – it doesn’t explain the nuances of the EU’s legislative observatory for example, or the many failings of legislation.gov.uk. The grounding provided will feed into your research though (it has already helped with some enquiries) and will hopefully provide an additional level of confidence and guidance when starting a complex query. You will find that aspects of your role such as reference interviews will become easier, All in all, whilst I enjoyed some lectures more than others, I would definitely recommend the course to anyone who was starting out in law librarianship and looking to get a wide, basic understanding in key areas.

The content covered (loosely): an introduction to the English Legal System, Tort, Contract, Sale of Goods, Criminal, Employment, EU, Immigration, Human Rights, Wills and Probate, Civil Procedure, Family, IP, Media, Land, Company Law, Finance & Banking

PS. Thank you again to the BIALL Awards and Bursaries Committee for funding my place on the course.

Collaborative Events

I would like to briefly highlight the importance of two different types of collaborative events, and the benefits they bring to the library and information profession.

1) Libcampldn

Last month I attended Library Camp at Senate House library – #libcampldn. This was my third unconference experience – the first being at SLA 2011 in Philadelphia (the Legal Division ran an unconference session) and the second was Library Camp in Birmingham two years ago.

Sometimes at events there can be a certain sense of impending gloom, especially at the moment with the library world facing tough times. I was pleased to come away from the day feeling energised, content and felt I had learned quite a bit!

There have been numerous posts all over the place covering the nitty gritty of sessions (see the #libcampldn wiki for a collated list of them) so I won’t go into depth regarding anything I attended. Instead, I want to stick with a broad view about the importance of this kind of cross sector event in which anyone and everyone is encourage to contribute.

Libcampldn was open to all; library workers, information staff, knowledge workers – whatever you or your job title refers to you as. This meant views were challenged, and view points were put forward from people at all stages of their career providing a fresh outlook at the sector.

On the day though, I was surprised that I didn’t see a few more people from the “Corporate” world. There were some health librarians in attendance, and a few “unusual” library locations (librarians without libraries for instance), but the majority of attendees were from academic or public libraries. A lot of the conversation was therefore had a different approach to what is experienced in most events I go to. This was extremely refreshing, and an excellent way to reconnect to the wider profession and avoid ideas and viewpoints from becoming institutionalised! All you corporate librarians out there – we’re not so different to academic and public libraries, so come along to the next one!

2) CLSIG, BIALL and SLA Europe Graduate Open Day

My experience of the graduate open day was very different to the unconference – mainly because I was presenting, and sadly was unable to stay for the whole day. What I want to highlight from the event is the importance of seeing three professional organisations come together to put on a great day for recent graduates (or those interested in working in “special” libraries). I very much understand the problems in organising events between associations, but this was very worthwhile. If a rise in collaboration between organisations will be seen is something to watch – obviously there are a lot of challenges to overcome, but the open day is a great step forward.

The two events provide two types of collaboration – one at grass level with participants shaping and guiding the way, the other showing how organisational collaboration can run a great event. All in all, both are a reminder of what a great sector the information world is, and the excellent breadth of events out there.


CLSIG, BIALL and SLA Europe Graduate Open Day

This year has been a busy one so far, much to the detriment of my blog. I’m sorry to say that it has been pushed to the bottom of the priority list whilst other commitments occupied my time. Having just spoken at the CLSIG, BIALL and SLA Europe Graduate Open Day, I thought it high time to dust off my blogging skills and put together a few notes on what I said at the event. The slides for my presentation will be hosted on the CLSIG website soon I believe. Once they are up, I’ll link to them from here.

My presentation was entitled “Library Success in About 10 Slides”. The idea was that corporate PowerPoints can be rather dull, so I tried to make as little use of the slides as possible. As one of my “about 10 slides” was the title I decided that I had better get going after this.

Slide two was a potted history of my career to date, moving from the world of a history graduate in the height of the recession through to the current day chartered librarian that I am. Along the way I stopped off to mention volunteering and gaining work experience in various institutions to help decide what area of librarianship I wanted to focus on (it turned out law was the one for me). I also included a brief mention of my Librarianship MA and the route I took into my current “fully qualified” librarian role.

Having established who I was and therefore why I was talking to a room full of graduate trainees and new professionals, slide three summarised what I was actually going to talk to the attendees about. Law libraries were pretty well represented on the day with two other corporate law librarians and one academic law librarian, so rather than a “day in the life of a law librarian”, I instead tried to pull together my opinions on the skills that a new graduate needs, how to go about getting them, and finally a few ways to then promote yourself so that employers know that you have said skills.

Slide three came with a caveat. I took time to stress that my presentation and points therein are all derived from my own personal experiences. There are many different routes into librarianship, and many different experiences to be had. Mine is but one of these, and what is right for one person may be wrong for another. As with life, take it with a pinch of salt.

Slide four aimed to make special library jobs more approachable. I have been asked in the past how I got into law librarianship, and the simple answer is, I applied for a job in a law library (I’m not being facetious, honest). The point to this is that it is not much different to applying for a job in an academic or public library setting. I’ve tried to explain myself below.

I view skill sets as having two sides – core skill sets and applied skill sets. Core skills are those that any and all librarian or information professional will have. They may be at various levels (ie basic cataloguing as opposed to advanced hardcore cataloguing), but they will be there in some form. Acquired skills are those that often you will pick up in a role; experience of database X and Y for example. Many job applications will state these acquired skills as a requirement, but do not let this put you off applying for roles. Simply identify them as an acquired skill, and strip it back to its core. Maybe you have parts of the required skill? Database use may consist of information literacy, and the ability to use advanced search techniques. State that whilst you don’t have direct experience of Database X, you have used others similar, and have good core Information Literacy skills (but do back up with examples).

There will always be core skills, and there will be those that are more specified. Once you’ve identified the core skills required, you can work to build the acquired ones, often on the job. Employers are willing to train up new employees if they have a strong ground work, so show that you do! This hopefully explained how one can then approach breaking the illustration that I included on slide 5 – a deadly circle of not having experience so can’t get a job, to, haven’t got a job so I can’t get experience.

I also touched on volunteering to build up core skills, either through work experience schemes or volunteering on committees.

At this point, attendees were asked to have a chat to one another to identify what they perceived as core skills, and what might be classed as an acquired skill. Slide 6 summarised these points as such (note, this list isn’t exhaustive or comprehensive!):

Research Skills
Information Management
IT literacy
Team skills
Current awareness skills

Legal knowledge/research
Commercial knowledge
Product specific knowledge
Understanding of cost information

Slide 7, 8 and 9 provided a few quotes provided by members of the legal information sector around the world (US, Australia, UK, Europe) about the skills and attributes that they would look for in a new professional when hiring. The idea of this was to highlight that none of the skills or attributes looked for acquired skills, all were core skills and a strong base to work with.

Attributes in a New Graduate
“Enthusiasm, a fresh set of eyes, up-to-date digital skills, new ideas”

“Drive to achieve and progress”

“Open to new ways of thinking and doing things”

“A natural curiosity”

Skills in a New Graduate
“Eagerness to learn”


“Good grasp of general knowledge”

“Shows initiative”

“People skills and can quickly build a rapport”

I also popped in a contentious quote from one respondent; they were looking for “cheaper labour”. Please note, this isn’t cheap, but cheaper. The recession is still biting, and it might be cheaper for an employer to hire someone with less experience and train them up rather than hire an experienced information professional at a higher salary.

Finally, slide 10 covered a few ways that you can stand out on your CV and broaden the range of that you can talk about at interviews. I briefly covered blogging, and was pleased to see many people already had blogs. Tweeting (sensibly if from a named account) was also recommended, and getting involved in things such as #uklibchat. Both are great for showing current awareness. Finally, I stressed that all graduate trainees and new entrants to the profession should ask to get involved. There is so much going on in the profession that it can be daunting, so I have found grabbing onto something and getting stuck in to work wonders. If you wait around for someone to ask you to join a committee, how will people know to approach you? Put up your hand and ask to help out. Committees are always after more help!

Similarly, applying for conference and course bursaries is a great way to help kick start your career. I’ve been lucky enough to win the SLA ECCA to travel to the SLA Annual Conference in Philadelphia, the CLIG bursary to attend the BIALL conference in Belfast, a BIALL bursary to fund the Legal Foundations Course, and am going to my second SLA conference in San Diego this year thanks a generous bursary from the SLA Legal Division. There are loads of opportunities out there, and spending a little time to apply for them really is worth while.

Finally, as it was “about” 10 slides, for numbers 11 and 12, I popped up the practice name and invited questions.


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