Your Career, Your Life

Written with reference to those working in the library and information science professions, this book considers the meaning of work, the relationship between work and the worker, the range of choices available, how to make choices, and how manage those choices and the resultant career.

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Career development must be based on an understanding both of the working context and of one‘s own personal needs. This forms the basis of guidance given in this book, which includes contributions from three other specialists in career management and organizational dynamics. Your Career, Your Life begins by exploring what work offers the individual, reasons why we do it, positive and negative experiences and the effects of personal and external drivers. The author then looks closely at the individual‘s relationship with the employer organization and at global, particularly technological, trends in the information world, explaining how to assess career satisfaction and choose techniques for gettingunstuck. A variety of support and self-assessment processes (such as shadowing, mentoring, performance monitoring, psychometric testing) are presented to progress the reader towards actively managing choices and making moves. The author guides us through the different stages of the job search and application process, suggesting self-development and learning methods for defining career needs, whether full time, freelance or part time, as well as ways of assessing competencies and attributes in relation to the job market. In the second part of this book Angela Abell focuses on changing employer needs,the knowledge economy and the future profile and skills of information professionals. Rossana Kendall, quoting numerous examples, offers empowering tools for creating space to think positively, for developing constructive dialogues and so managing negativity and change. She explores the underlying factors governing how we handle change and the other complexities of work and life, and their implications for careers. In the final chapter differing attitudes to change are explored by Liz Roberts, with particular emphasis on senior management roles, and the challenges and rewards they, or the option of downshifting, can bring. A series of case studies highlights di