An Investiqation into the Feasibility of Creatinq a Small Information Centre at the British Gas East Midlands Reqional Traininq Centre
by
Caroline Bartley B.A. Hens
A Master's Dissertation, submitted in partial fulfilment of the requirements for the award of the Master of Arts deqree of the Louqhborouqh University of Technoloqy
September 1993
Supervisor : T.A. Whitehall, BSc, M.Phil, MIInfsc. Department of Information and Library Studies
~ C.Bartley, 1993 ABSTRACT
This study sought to investigate the feasibility of creating an information centre at the British Gas East
Midlands Regional Training Centre, Long Eaten. The aims of the study are to: carry out a full needs analysis of staff, examine available resources and facilities for accommodating and administering an information centre at the Regional Training Centre, review existing information services provided by the Regional Headquarters Library, and put forward realistic recommendations for improvement and change. Information needs of the staff are determined by a variety of methods and examined in relation to accessibility and ease of use of existing information sources.
The results from the questionnaire and interviews are used to discuss three alternative scenarios in relation to creating an information centre. It is concluded that the three scenarios are not individually able to meet the needs of the staff and management. The recommendations are drawn from aspects raised in all three scenarios.
Recommendations are made for improving accessibility to resources, facilities, staffing, loan system, promotion, and new or improved services. Emphasis is placed on improving communication between the Library, staff at the
Regional Training Centre and in the district offices.
i CONTENTS
Abstract i
Contents ii
List of Tables V
List of Figures vi
Acknowledgements vii
INTRODUCTION l
1.1 Origins of the Investigation 2
1.2 Aims and Objectives 3 1.3 Activities of British Gas plc 4 1.4 Organisational Structure of British Gas 5 1.5 British Gas East Midlands 6 1.6 The Regional Training Centre 7 References
2. Scope of the Investigation 18
RESEARCH METHODOLOGY
3.1 Questionnaire 19 3.2 Follow-up Letter 21
3.3 Interviews 22 References
4. Questionnaire Formulation 24
ii QUESTIONNAIRE RESULTS
5.1 Introduction 28
5.2 Department and Job Title 29
5.3 Information Use 33
5.3.1 Recent Information Request 39
5.4 Information Sources 42
5.4.1 Information Sources Used 42
5.4.2 Adequacy of Internal Sources 45
5.4.3 Frequency of Use of Information Sources 46
5.5 Use of the Library at Headquarters 48
5.6 An Information Centre at the RTC 53
5.6.1 Need for an Information Centre 53
5.6.2 Information Needs from an Information 55 Centre 5.7 Additional Comments 59
5.8 Summary of Issues Raised from the 62 Questionnaire Analysis References
MANAGEMENT INTERVIEWS
6.1 The Library at Headquarters, Leicester 65
6.2 An Information Centre at the Regional 70 Training Centre
6.3 Summary of Issues Raised from the 72 Management Interviews References
iii DISCUSSION
7.1 Presentation and Discussion of Scenario 1 75
7.2 Presentation and Discussion of Scenario 2 82
7.3 Presentation and Discussion of Scenario 3 85 References
SUMMARY AND RECOMMENDATIONS
8.1 Summary.of the Investigation 91
8.2 Recommendations 93
BIBLIOGRAPHY APPENDICES
Appendix 1
Appendix 2
Appendix 3
iv List of Tables
Table 1 Questionnaire distribution and response rate
Table 2 Range of department job titles of respondents
Map 1 Location of the Regional Training Centre
V List of Figures
Figure 1 British Gas plc Regional Divisions
Figure 2 East Midlands Region
Figure 3 Regional Training Centre, Long Eaten
Figure 4 Upper floor plan, Regional Training Centre
Figure 5 Ground floor plan, Regional Training Centre
Figure 6 Staff structure, Regional Training Centre
Figure 7 Information used by Technical staff
Figure 8 Information used by Management Development staff
Figure 9 Information used by Commercial and I.S. User Training staff
Figure 10 Information used by Administration staff
Figure 11 Loans from the Headquarters Library to the Regional Training Centre
Figure 12 Types of information needed by staff in a proposed information centre
Figure 13 Enquiries made by Regional Training Centre staff to the Headquarters Library
vi ACKNOWLEDGEMENTS
My special thanks go to my supervisor Tom Whitehall for his constant support and ability to help me maintain a sense of perspective on this project during the last few months. Thanks also to all at British Gas involved in the investigation in particular Kevin Boxall from the Regional
Training Centre and Ruth Stubbings from the Regional Headquarters Library. A special thanks to Jenni Sutcliffe from People's College who has provided me with the opportunity to undertake this course and given constant encouragement over the last two trying years. Finally I would like to thank Andrew for his faith in me completing this project and to Brigit Collins and Michael Nolan for their friendship.
vii 1. INTRODUCTION
This study investigates the feasibility/need for creating a small information centre at British Gas East Midlands Regional Training Centre. The study was carried out over a period of six months from March to August 1993. After outlining the aims and objectives of the investigation, the research method used is described. The results obtained from senior management interviews and staff questionnaires are discussed. The concluding section indicates the possible options and makes recommendations for creating a small information centre at the Regional Training Centre.
1 1.1 ORIGINS OF THE INVESTIGATION
"We are living in an age of information and our
dependency on information will continue to grow."(l)
The initial attraction of the study lay in the opportunity of investigating an area of interest to me - the need for information in the industrial sector and the creation of internal libraries in answering this need. The study has provided a further opportunity in using the theoretical management skills acquired on the MA/MSc Information and Library course by focusing on practical decisions in the workplace which are affected by financial, staffing and space constraints.
British Gas plc is currently facing a period of continual change and staff restructuring. The findings of the research for this project have been obtained on behalf of the Regional library at Headquarters in Leicester amongst employees at the Regional Training Centre (RTC) in Long Eaten. Hopefully any results and recommendations will prove useful to both the Librarian in her provision of services to the RTC and to the staff who have been given an opportunity to focus and comment on their information needs within their workplace.
2 1.2 AIMS AND OBJECTIVES
The aims of the investigation are to :-
Carry out a full needs analysis by liaising with Training and Development management and staff.
Examine the available resources and facilities for accommodating and administering a library at the Regional Training Centre.
Produce a report within the time-scale making recommendations to Training and Development management regarding the feasibility of a small library/information centre at the Regional Training Centre.
The main objective was to use the results of the investigation to review the existing library and
information services.provided by the Regional HQ Library in Leicester and information sources within the Regional
Training Centre and to put forward realistic recommendations for improvement or change.
3 1.3 THE ACTIVITIES OF BRITISH GAS plc
The principal business of British Gas is the purchase, transmission and sale of natural gas to domestic, industrial and commercial customers in Britain. British
Gas provides 4.4 million people in nearly 18 million homes with fuel for their domestic needs. Each year since privatisation in 1986 over a quarter of a million new customers have been supplied with gas. British gas maintained a strong position in the late 1980's and early 1990's when it provided over 99% of the natural gas used in
Britain. At the time this was over half of the energy used by British industry and commerce, excluding fuel used for transport. However an examination of the gas market in Britain by the Monopolies and Mergers Commission (MMC) initiated by British Gas has facilitated increased competition from other companies interested in gaining a share of this profitable market. Over thirty companies are competing with British Gas in industrial gas sales, many of them using the British Gas pipeline network and back up supplies; while buying the majority of the gas they supply from sources other than British Gas. Competition in the industrial contract market has grown rapidly, competitors now have fifty per-cent of the firm contract market and twenty seven per-cent of the
total contract business, compared to only five per-cent in
1991.
4 In the domestic market a network of more than six hundred retail outlets (including superstores) or showrooms are still the main point of contact with British Gas customers. These provide a point of sale for gas appliances as well as the facility for payment of bills, contact for arranging service contracts, energy conservation advice and general customer service. The latter involves a nationwide team of service engineers carrying out approximately sixteen million service jobs each year. These include installing and servicing meters, gas appliances and central heating systems, and carrying out basic safety checks. With this in mind a continued commitment to training and development of British Gas staff is needed in order to maintain current standards and meet the challenge from competitors in this changing industry. The Regional Training Centre at Long Eaton plays an important part in meeting these challenges and providing new methods of cost effective training to staff during the current period of economic and company change.
1.4 THE ORGANISATIONAL STRUCTURE OF BRITISH GAS plc
The company is organised into a Headquarters and twelve regions (see Figure 1, p.lO). Headquarters is responsible for the formulation of policies and the co ordination and direct management of centralised operations including, gas purchase, exploration, and research and
5 development. Regions are on the whole responsible for customer related activities such as the distribution and sale of gas, retailing and servicing of appliances and the maintenance of emergency services. Each region maintains its own identity and a measure of individual control.
1.5 BRITISH GAS EAST MIDLANDS
As one of the twelve regions British Gas East Midlands is divided into eight districts serving more than 1. 86 million customers in an area spanning over 6, 800 square miles which includes Sheffield, Leicester and Nottingham as well as the rural areas of Lincolnshire (see Figure 2, p.ll). As a result of restructuring throughout the company, staff levels have dropped by the end of 1992 to just over six thousand. Staff are employed in a variety of areas including management services, marketing engineering, administration, finance and personnel. The region is headed by a Regional Chairman and Regional Deputy Chairman, responsible for managing regional operations within the national policy guidelines laid down by the British Gas Executive. The region's activities are controlled at the
East Midlands Headquarters in Leicester. Within each of the twelve regions exists a training centre providing training and development for the diverse needs of British Gas staff and courses for outside agencies. In addition to the twelve training centres, there are two national centres used for management
6 development purposes. The East Midlands Regional Training Centre is situated at Long Eaten (see Map 1, p.12).
Although located within easy access to the rest of the region by motorway and train routes a sense of isolation and lack of communication appears to exist in relation to the Head Office in Leicester.
1.6 THE REGIONAL TRAINING CENTRE The original training centre at Long Eaten opened in 1952 with the main emphasis on providing "crash" training programmes for District Representatives and later refresher courses for sales staff and gas fitters. As demand for courses increased facilities at the centre became inadequate for the needs of the staff and students, leading to a proposal for and subsequent construction of a new purpose-built centre on the original site in 1968. The first course began there in February 1970. The purpose-built centre (see Figure 3, p.13), is constructed around a central courtyard with management and administration staff occupying the upper floor (see Figure 4, p.14). The lecture rooms and support facilities radiate out from the main body of the ground floor (see Figure 5, p.l5). The ethos behind this design was to facilitate future extensions without impairing the aesthetic appeal of the centre.
7 The Regional Training Centre is headed by the Regional
Training and Development Manager and consists of four sections (see Figure 6, p.l6 ):
Section Responsibilities
Management Development D e v e 1 o p m e n t 0 f
supervisors and managers
Commercial & IS Training Clerical and sales staff and end user training
Technical Training Training of industrial
staff and engineers
Administration General administration
support and Open/Distance learning
Training and Development department at the Regional Training Centre provides training for staff within the following sections :
Technical - Skills training for Industrial Staff and Engineering Management in pipe-laying, gas engineering and
distribution, appliance installation, apprentice training and emergency procedures.
8 Management Development Development training for supervisors and managers. Main activities include running in-house programmes for the Institute of Supervisory Management and Certificate in Management Studies •
Commercial Training for clerical and sales staff covering telephone skills, customer care, selling skills
for showroom staff and sales representatives.
Information Service (User) - Training for computer end users covering main-frame systems and PC application systems.
Recognising the need to use training resources more efficiently within the changing economic climate. British
Gas plc established five years ago a corporate policy to introduce Open/Distance Learning (ODL) into the company. There has since been ongoing development and investment in each of the company's twelve regions. Open/Distance Learning is being used increasingly to meet formal business training and development needs within British Gas East Midlands either as a stand alone option or as a component of broader programmes using traditional methods.
9 Figure 1 British Gas plc Regional Divisions
Key to British Gas regions: "-t11Naa • 1 Scotland 2 Northern (J' 3 North Eastern • 4 North Western 5 East Midlands 6 West Midlands 7 Wales 8 Eastern 9 North Thames 10 South Eastern ll Southern •• S.rwick \IPOI'I 12 South Western ,.: • Tweed Hew~ck ') ...• -·· .. eovmrr._,...... ···
3 4\... /:
\ • ··_;: ••. ••····· .•..Donc••••r MlftCI'Ieltar~... 0 Sh1ff111d ...... ~-~ Wr••h•m e!' ,: • .: 5
~:•••••• ~::· ...... ·.-~:::~ ~-\ •••• • Derl:ly • • •••••. S!l•tding,,./ e Kln91 Lynl'l e Shrewsbury ~ • ...... ·••·••· :j : LIICIIIII '•· ••, e 7 ••' 6 e ~ ! PeterbOr0\19h ···.> Birm•nvllam ~~ • •. /' S { Hlrelord :'' ,..... / ··~ NO~IIIImpton '., ,:' ••• ••••••••• / • 811:110rc1 \ •••• , •• ~····· •• ·: : S.nbury ••• eGIC>UCIII~r::, eO.uora_._..\
,\:::::;·.•.. ::, •... ~··········~.
/', '•· J"'.·,••' ··~ GultCIIOid YI0¥11...... ~:···· Sout.h•mpiOII
10 Figure 2 East Midlands Region
British Gas North Eastern
Scunthorpe• Grimsby•
British Gas North Western Sheffield•
e Chestertleld e Lincoln MANS FIELD e Mansfield Skegness• LINCOLNSHIRE
Ripley• llkeston • • Nottingham OTTINGHAM Boston• DERBY • • Grantham Derby
• Loughborough Spalding• Melton• Mowbray Coalville• British Gas ·LEICESTER West Midlands '-r-. Leicester•
• Corby
Kettering• British Gas Eastern NORTHAMPTON
Northampton•
British Gas Southern
11 Map 1 : Location of Regional Training Centre
FROM JUNC. 25 M1 Motorway
REGIONAL TRAINING CENTRE
Vl l !
FROM JUNC. 24/ M1 Motorway
12 Figure 3 The Regional Training Centre, Long Eaten
13 ~ 10 11 "'I.E British Gas:::;o--lOCKER Atm ~ East IHdJamJs CIIANGWG ROOM~ n 11- l m .... ~ PLAUT rt ~ 9 AOOH t1 'P ID ID / HAHI "' CATERHIG / OIUIIIG SERVICE B ~ U1 RESOURCES "" ROQH \?T AOOH .. G'l t1 REAR STAIRCASE 0 § p.
COURTYARD ~ CO/HAEIICE ROOH ...... 0 U1 0 t1 ...."CC FIRST A.ID ROOH ~
REGIONAL TRAINING CENTRE GROUND FLOOR PLAN LONG EATON (NOT T_Q_~CAL""E)'-...J Regional Training & Development Manager Brlllsh Gas SM3 Eost MklloucJa
Management Development Technical Training Commercial & I.S. User Training Training .. Manager 5M2 Manager SM2 Manager SMI Administrator S02 rn rt Ill HI HI
Tra!Iu_LI rn ... c_~_l Training~ I rt Assistant~~ Training Senior Administrative OfficerS02 Assistant Olllcer S02 Assistant OfficerS02 Assistant an Training Olllcer Asslslanl G4 ... (5) Training (3) Training 01 OlllcerSOI OfficerS01 Training Supporl O!Hcer SOl ~ID (3) (4) SOl ::a Instructors Instructors ID G4 G4 .... Technical AdJnlnlstratlve (18) (7) Asslslanl (AV) Assistant ~ G3 ..... G3 ~ Clerks G2 ~... (5) ...tl tl References
1. ST.CLAIR, G. and J. WILLIAMSON. Managing the new
one-person library. London: Bowker-Saur, 1992,
p.148.
17 2. SCOPE OF THE INVESTIGATION
In order for the investigation to have optimum validity it was important that as many management interviews were conducted for analysis and that questionnaires were circulated to all levels of staff within the Regional Training Centre. However the main constraints to the investigation were those of time and the distance between the Long Eaton site and the Headquarters in Leicester. Time constraints were due to the specified period of the investigation and due to restrictions on time in general of the management staff. The distance between the Regional Training Centre and the Regional Headquarters was a constraint in that it did not facilitate direct communication between the three parties involved in the project at one time.
Both locations were visited on several occasions in order to liaise with the Librarian at Headquarters and with the member of staff responsible at the Regional Training
Centre for the project. This was useful in providing two different opinions of how a library/information centre is created, utilized and located within an organization and the provision of services by a library to its clients.
18 3. RESEARCH METHODOLOGY
"Before one can recommend change, one must know
the existing facts." (1)
3.1 Questionnaire In order to meet the aims of the investigation a questionnaire was chosen as the most effective way of enlisting the support and interest of the staff at the Regional Training Centre and those spread geographically through the East Midlands Region. The purpose of the questionnaire was to investigate the information needs of the staff and establish if an information centre based at the Regional Training Centre would satisfy these needs. In addition giving the Librarian an opportunity to indirectly :
"elicit information from human beings which would otherwise be difficult or impossible to
obtain." (2)
~ The original intention had been to carry out a pilot questionnaire. This was decided against because of the time factor and due to the relatively low number of staff
involved in the actual survey. A staff questionnaire was devised and revised until it
was as unambiguous as possible. It was decided to circulate the survey to all members of staff rather than
19 focusing on particular departments within the Regional Training Centre. This gave a truly representative survey with a wide range of subject areas and information needs on which to base the results of the investigation. In view of the limited time available this was the most efficient method of collecting data. Staff were given a brief introduction to the project
and were told that the interviewer was not connected with
British Gas in any way. They were also told that the answers were anonymous and any comments would be treated in
the strictest confidence. This introductory statement was
particularly important in order to avoid polite answers
which would not reveal their true opinions and could
ultimately distort results. The distribution of the questionnaires to the fifty
six members of staff took place on the 18th May with a
closing date given for the 2nd June.
Thirty-one questionnaires from the fifty-six circulated were returned and this gave a 55% response rate
on which to base results for staff information needs and
the viability of creating an information centre.
20 3.2 Follow-up Letter
"Whether or not the proportion of
questionnaires returned in response to the first circulation is high, a follow-up study will always produce more." (3)
Although relatively satisfied with the response rate to the Questionnaire it was decided to circulate a follow up letter three weeks after the closing date. A copy of the follow-up letter can be found in Appendix 2. Taking into consideration the time interval, the aim was to avoid the danger of the situation changing between the initial circulation of the questionnaire and the follow-up letter.
A duplicate copy of the questionnaire was not attached to the follow-up letter instead it was decided that if required the contact at the Regional Training Centre would supply any further copies. The aim of the follow-up exercise was two-fold. Firstly to elicit any further responses to the questionnaire from those who had missed the initial deadline for whatever reason and secondly, to thank all the staff for their interest and time which in turn refocused their attention on the investigation.
21 3.3 Interviews Observations and diaries are time-consuming for the participants and/or the researcher. It was felt that the use of these methods was not feasible within the time constraints of the investigation. Instead a second method adopted was of interviewing the senior management staff at the Regional Training Centre. This appeared a straightforward concept however the logistics of arranging a meeting with the right person at the right time proved frustrating. Semi-structured interviews were undertaken after the questionnaire had been circulated in order for the management staff to have some prior knowledge of the intended aims of the investigation. It was also hoped that the initial background details to the study acquired through a preliminary visit prompt viable ideas regarding the organizational and management factors affecting the creation of a library at the Regional Training Centre. A copy of the interview questions can be found in Appendix
3.
22 References
1 . LINE, M.B. Library surveys. 2nd ed. London: C1ive Bing1ey, 1982, p.10.
2. Ibid., p.52.
3. Ibid., p.69.
23 4. QUESTIONNAIRE FORMULATION
This section gives details of the formulation of the staff questionnaire, a copy of which can be found in
Appendix 1 and should be referred to in conjunction with this chapter. Taking into consideration the work pressures of the staff, the questionnaire was designed to be as concise and straightforward as possible. An explanation of the purpose of the questionnaire and its origin was kept brief. It was decided to stress the significance of the questionnaire in the development of a small information centre to meet staff needs. This it was hoped would encourage staff to fill in the questionnaire and return it. The questionnaire acted as the backbone of the first aim of the investigation in carrying out a full needs analysis by liaising with
Training and Development management and staff. At all times the aim was to appear as objective as possible refraining from using library terminology which could affect the overall impression of the questionnaire.
The main emphasis was on brevity while obtaining as much information as possible on which to base any recommendations. The questionnaire compromised of fifteen questions designed to elicit yes/no responses, multiple choice decisions, and additional comments, the aim was to guide the respondent to the sort of answers that could be given and to reduce the number of questionnaires either returned with blank responses or not returned at all.
24 Open-ended questions were avoided as far as possible as it was felt that this line of questioning could be used as a vehicle to air views generally rather than as an effective means of measuring the needs and attitudes of staff in the creation of an information centre.
The aim of question ( 1) was to lead the respondent easily into the questionnaire without requiring too much effort.
Question (2) was a straightforward question requesting the job title of the respondent.
Question (3) was aimed at identifying areas of information used by the staff at the Regional Training Centre in their work.
Question (4) was designed to link closely with the previous question. The aim was for the respondents to give an example of a piece of information they had requested from the Library at Headquarters.
Having identified the type of information and sought examples of information requests used by staff in their work in Questions (3) and (4) the aim of Question (5) was to ascertain which sources were most frequently used by staff in their retrieval of information.
Question (6) was a direct question requiring a yes or no response and was designed to act as a follow-on to the previous question. The aim was to assess whether the three sources were adequate for the current level of staff needs and to evaluate the extent of their usage within the Regional training Centre.
25 Question (7) reiterated the issue of information needs by directly requesting staff to list which source they use frequently within the context of their work. Question (8) was designed for staff to focus on the existence of the established library at the Headquarters in
Leicester. Continuing the subject of the Library at Headquarters,
Question (9) asks staff directly to comment on where they borrow material from. Question (10) was designed to raise
the awareness of staff regarding the number of items that were on loan to them from the Library at Headquarters.
Questions (8) to (11) were all linked as a means of
directing the staff towards considering the current loans
system in operation and whether it required changing to
meet their needs. Question (11) was direct and required either a yes or no response but included the option to
comment if the responses to the current loans system
meeting needs was negative. Question (12) addressed the purpose of the
investigation by asking staff if they would "prefer" an
information centre at the regional Training Centre to meet
their needs. Question (13) gave staff the opportunity to indicate
the type of information they would need if an information
centre was created at the Regional Training Centre.
Question (14) related to the creation of information
centre in the context of its usage.
26 The final question provided all staff with an opportunity to make any additional comments regarding meeting their information needs which had not been covered by the issues in the previous questions. The question was deliberately worded to offer guidance in their comments rather than providing an opportunity to air views regarding the current situation. It was considered such comments would not be particularly constructive in the light of the aims of the investigation.
27 ------......
5. QUESTIONNAIRE RESULTS
5.1 Introduction A total of 56 questionnaires were distributed. Of these 31 were completed and returned giving an overall
response rate of 55%. For the purpose of analysis it was decided to group responses by department to provide groups large enough for statistical analysis. The Questionnaires were circulated to staff at Long Eaten and to those in
district and regional offices affiliated to the Regional Training Centre (see Table 1, p.31). Table 1 also highlights a noticeable difference in response rate between the departments. The variation in
response rate between the departments can possibly be because both Technical and Commercial & I.S User Training • staff work in district offices rather than being based
solely at the Regional Training Centre in Long Eaten.
Alternatively it could be due to a lack of interest in the investigation. Using the internal post for the circulation of the questionnaires may have been a major factor in the
low response rate from members of staff in district and regional offices. However a representation from all departments is indicated in the results, so they can be
used as a basis for considering the need for an information centre at Long Eaten. It is not really possible or advisable to study the answers to any single question in isolation. To be able to
draw any meaningful conclusions it has been attempted as
28 -"'
far as possible to study the information under the following sections, department and job title, information use, information sources, frequency of use, the Library at
Headquarters, Leicester, and an information centre at the
Regional Training Centre. An additional section 1 ists comments made by the staff in relation to their information needs.
5.2 Department and Job Title
This section covers information from two questions.
Question 1 was designed to indicate in which department of work within the Regional Training Centre a respondent was currently employed. The generalised categories were used rather than listing the exact department titles. This was used because the role of the employees in theory is with one department but some are required to work within other areas. Table 1 p.31 displays the department breakdown of the Questionnaire respondents. Although unsolicited by the wording of the question 2 of the 31 respondents displayed uncertainty or voiced an opinion as to the listing of the general categories given in the question. Of the 31 respondents to the Questionnaire 14 were received from the staff employed within the Technical department. Three of the 14 staff in the Technical department are based at offices in Leicester and Nottingham. From a department consisting of 25 this gave a 56% response rate which was
29 felt satisfactory. The Management Development department achieved a 100% response rate to the Questionnaire which reflected the general interest of the department in the study. This is further highlighted by the interview responses of the Management Development Manager. (see
Section 6.1, p. 67-68). The Commercial and I. S. User Training Department returned 5 questionnaires giving a 38% response rate. As with the Technical department over half of their staff are based outside the Regional Training
Centre. One member of staff based at the Headquarters irt
Leicester replied to the Questionnaire.
The Administration Department based at Long Eaten proved disappointing in its response to the Questionnaire with only 4 from a department of 10 replying, which gave a 40% response rate.
The "other" department was the Regional Training and
Development Manager who is based for the most of his time at Headquarters in Leicester.
Question 2 The results from Question 2 provide a cross-section of job titles from the different departments within the Regional Training Centre. Table 2, p.32 highlights these results within the context of department and job title.
30 r------~---
>3 ~..... CD .... QUESTIONNAIRES DISTRIBUTED RESPONSES •• LONG EATON DISTRICT TOTAL LONG EATON DISTRICT TOTAL DEPARTMENT OFFICES OFFICES .... CD AND HQ AND HQ CD g rt .....PI .... Technical 14 11 25 11 3 14 (56%) 0 0 ::s HI HI .... Management .... • Development 7 - 7 7 - 7 ( 100%) n w CD ... CD CD Commercial and CD I.S. User Training 6 13 4 (38%) ~ 7 - 5 r;l. rt.... :tl 0 Administration 10 - 10 4 - 4 (40%) CD g CD PI.... 0 11 Regional Manager 1 1 1 1 (100%) ::s - - CD CD CD t:l.... Totals 19 26 (55%) :tl 37 56 5 31 PI CD rt rt CD ....11 • tt ....rt= 0 ::s rt 0 Table 2 : Question 2. Range of Departmental Job Titles of Respondents
DEPARTMENT JOB TITLE NO. of RESPONDENTS
TECHNICAL ATO 3
Instructor 11
MANAGEMENT Training Officer 5 DEVELOPMENT ATO 1 Management Developement 1 Manager
COMMERCIAL & Commercial & I.S. User 1 I.S. USER Training Manager TRAINING ATO 2
Instructor 1
Training Officer 1
ADMINISTRATION Admin. Assistant 1 Clerk/receptionist 1 Senior Admin. Assistant 1 ATO 1
OTHER Regional Training & 1 Development Manager
KEY : ATO = Assistant Training Officer
32 5.3 Information Use
Question (3) asked staff to indicate from a list of broad areas which information they used in their work. The purpose of the question was to gain a general impression of
information areas from which a framework could be gained
in relation to staff needs at the Regional Training Centre.
The staff were invited to specify "other" areas of
information used in their work not included in the broad
categories. The most indicated categories were for " management"
and "training" information. Both categories received 24
responses with "technical" information receiving 15 and
I.T. receiving 12. Over 11 "other" different areas were
listed, of which business information was most frequently
given. Personnel, human resource development, NVQ's, TEC,s, health and safety, and regional statistics were also
included. This gave a mixture of general areas and some quite
specific topics to consider for information needs.
The information use categories were broken down
by department as follows
Technical Department
The Technical department indicated a high level of use
for all the areas 1 isted in the question ( Figure 7) .
Reflecting the nature of the department the response for
33 technical information was 93%. Training information received an 86% figure with management information
receiving a 57% response. I.T. received the lowest response 28.5%. The staff also indicated that they make use of "Safety and legislation information"
Figure 7 Question 3. Information Use by Technical
Staff
1
12
.,:Ill 10 Cl) "E- 0 ~ ...Cl) 0 -.... 6 Cl) .c E z::l 4
0+--- Technical Training Mcncgement I.T. Other Types of information
34 Management Development Department
Results show that all 7 members of the department use management information in their work. The results also demonstrate a 57% use of training information by the staff. All seven staff indicated that they use "other" types of information in their work. Staff gave the following topics as examples; "regional statistics" "general financial news" "Human Resource Management" "business issues" "equal opportunities"
This information provides an insight into the type of work of the department displaying the varied needs of the staff in their work. Figure 8, p.36 demonstrates information use by the Management Development Department.
35 Figure 8 Question 3. Information Use by Management Staff
6
1
Ol--- Management Other Training I.T. Types of information
36 Commercial & I.S. User Training Department
The department staff all use " management" and "training" information within their work (see Figure 9).
Only one member of staff used technical information and
four members of staff I.T. information. Other areas of information listed include; "TEC's" "NVQ's"
"Business information "
Fiqure 9 Question 3. Information Use by Commercial & I.S.User Training Department
.... 0 ij 2 z~ 1
0._- Management Training I. T. Other Technical Types af information
37 Administration Department
Out of the four staff who responded to the
Questionnaire one person left this question blank. This result was disappointing in the light of the option to list
"other" types of information by staff in their work. From those who did respond results indicate a use of management, training and I.T. (see Figure 10).
Figure 10 Question 3. Information use by Administration Staff
2.5
-c:" -g" 2.0 0 ii} e -..0 .J:l" z5
0.0--- Mcncgement Training I.T. Types cf information
38 "Other" Department The Regional Training and Development Manager indicated a use of all the types of information listed in the question. Other types of information he uses include; "Personnel issues from Regional HQ" "Training and development issues from the Company
HQ and outside the Company"
5.3.1 An Example of a Recent Information Request from the HQ Library : (Question 4)
It was hoped that the results from Question 4 would display the scope and depth of information used by staff in their work. The question required staff to recall and identify their information needs. The aim was to prompt the staff to focus on their information requirements in relation to using an information centre based at the Regional Training Centre. From the 31 respondents 27 members of staff provided an example of a piece of recent information requested from the Regional Headquarters
Library.
Technical Department Almost half of the 27 enquiries come from the Technical Department. This demonstrates an obvious need within the department for information and reflects their awareness of the Library and its usefulness within their
39 work. The results could alternatively suggest the lack of resources at the Regional Training Centre hence the use of the Headquarters Library. Only one member of the technical staff admitted that he had; "not requested library information as such for over 18 months"
The recent information requests made by the Technical department include ; "petrol filling stations guidance note HS(G)41" "BS Codes of practice (flues)" "Codes of practice for apprentice training" "Software package on central heating" "New Road and Street Work Act 1991, Chapter 8" "installation manuals" "Electrical Regulations material" "Assertiveness instructor videos and notes"
Management Development Department The Management department indicated requests for books, videos, financial and articles from periodicals in their responses. The information requested includes; "video material on counselling" "written material on conflict handling" "Background notes to local business executive" "Articles from journals on management topics " "Financial analysis material for a case study"
40 Commercial & I.S. User Training Department Staff from the department made four requests for information. The requests do not focus on one particular area instead reflect the varied nature of the department.
Requests made include ; "Idiot's guide to NVQ's"
"Use of macros with Lotus 1-2-3" "Employee listing of people under 25 in the Company"
"Number of display screen users in region"
Administration Department The staff have made only one recent request for information. This result could indicate the self- sufficiency of the department in its information needs or possibly the lack of interest of the staff in using the
Library. Alternatively the results could indicate that the department does not need information regularly. The information request by the department was for; "Flexible working practices"
"Other" Department The Regional Training and Development Manager indicated a request for information demonstrating the use of the Library. The information request was for ; "Synopsis on use of BS5750 within the region"
41 5.4. Information Sources This section covers information sources used (Question 5), their adequacy (Question 6), and frequency of use
(Question 7).
5.4.1 Information Sources Used Question 5 (q.v.) hoped to discover which sources of information were used by staff in their work. The general impression of the Regional Training Centre is one of a self-sufficient unit. Informal sources of information, like department collections, personal collections and colleagues (sources (b), (c) and (d) ) were included in the Question to test this theory. The question was vital in its potential for revealing the variety of sources of information used at the Regional Training Centre and by which department. The majority of respondents considered that they used more than one source in obtaining information. Of 31 respondents 29 indicated that they normally obtain information from sources within their department. The Library at Headquarters is seen as a major source with a total of 27 staff indicating its use. Information held in a personal collection is a common source with 25 staff indicating its use. Twenty-four respondents normally obtain information from their colleagues. Important to the results were the uses for the information sources outside a staff member's department (options (e) and (f)).
42 Technical Department Results show a high level of use by the staff of sources within the department. The Library is used by the
Technical staff (8) based at Long Eaton. Equal responses
( 11) were received for information from colleagues and sources from outside British Gas. Staff based in district offices indicate that the most frequently used sources are personal collections (2) and sources from outside British Gas (3). The results demonstrate the varied needs of the department and the demand for specialist information found in sources outside British Gas. Sources from outside British Gas listed by the Technical staff are; Colleges of F.E. (3) various manufacturers dealing with engineering (7) Magazines (trade) (3) trade associations (5) The use of manufacturers and professional trade associations as information sources reflects the needs amongst the Technical staff for specialist up-to-date information. Alternatively it may indicate that these sources are known and accessible.
Management Development Department The staff demonstrated that they obtain information from a broad range of sources compared with the Technical
department there is not a high level of reliance upon
sources from outside British Gas. However the results indicate the use of the two National Management Centres,
43 Goldicot and Burcote as resource centres for the staff. Equal levels of usage are made of the Library (6), department (6) and personal collections (6) with less emphasis on information from colleagues (4).
Commercial and I.S. User Training Department Staff used all of the sources listed in obtaining the information they need within their work. Four staff indicated their use of sources outside British Gas and these include ; external consultants re: training resources
TEC's Local Colleges
Administration Department Staff indicated an equal use of the Library (3) and information sources held by the department (3) for obtaining the information they need. Personal collections are used ( 2), as are sources outside British Gas. An example was for ; timetables re : transport
"Other" The Regional Training and Development Manager indicates the use of all the information sources listed and includes sources outside British Gas from which information is obtained: Institute of Training and Development Professional bodies
44 5.4.2 Adequacy of Internal Sources for Staff Information Needs
The aim of Question 6 was to assess whether
information sources held by the department from a personal collection and from colleagues were adequate in satisfying the current level of staff needs and to evaluate the extent of their usage within the Regional Training Centre. Overall 55% of the respondents indicated that the three sources were not adequate for their information needs. The question elicited several comments from staff relating to the inadequacy of the three sources. These include "very inadequate" and "disorganised". Thirty-nine per cent of the respondents indicated that the three sources were adequate with 2 respondents
undecided. The Technical and Management departments clearly indicated the inadequacy of the sources (the above comments are from members of their staff). The Commercial and I.S. User Training staff did not provide a clear opinion as to
the adequacy of internal sources, with 2 members of staff in agreement and two against and one member of staff undecided. The Administration department indicated the
adequacy of the sources with three out of the four in
favour and one member of staff undecided. The Regional Training and Development Manager indicated that these three sources were inadequate for his information needs.
45 5.4.3 Frequency of Use of Information Sources Question 7 was aimed at supporting the evidence collected from the two previous questions. The previous results have demonstrated the inadequacy of departmental sources, personal collections and information from colleagues which are currently used by staff for their information needs. However when evaluating the results to Question 7, which requested staff to indicate which sources they use most frequently in their work, it was interesting to discover that a high proportion indicated the very sources (5b, c, and d) which results from the previous question had indicated as being inadequate. This suggests that staff are willing to accept the facilities easily available to them without questioning or demanding if these sources could be improved. The sources could be centralised into one area and their potential maximised either by the Librarian at HQ or by a member of staff appointed to run an information centre at the Regional Training Centre. This relates to people choosing a source for its accessibility rather than the quality of information, as seen in Gerstberger's study of R&D engineers. (1}
46 Technical Department The technical department staff based outside Long Eaten indicated a reliance on sources from colleagues, personal collections and sources outside British gas. The eleven respondents based at Long Eaten emphasised the use of sources either within the Regional Training Centre, in particular their department or sources within British Gas.
None of the technical staff based in district offices indicated that they use the Library as a frequent source of information. Results also indicated the use of sources outside British Gas (11).
Management Development Department Staff indicated a frequent use of sources within their department and from personal collections. The Management department was the only one which indicated a frequent use of the Library at Headquarters ( 93%) . The results also indicate the emphasis placed by staff on using information sources within British Gas for answering their frequent information needs.
Commercial and I.S. User Training Department The results demonstrate that the staff use sources (b), (c) and (d) most frequently for answering their information needs.
47 Administration Department The three staff who responded to the question indicated a use of the Library (1), information from colleagues (2), and from sources outside British Gas (1) as those sources most frequently used in answering their needs.
"Other" Department Having indicated that sources (b), (c), and (d) were inadequate for his information needs the respondent listed the three sources as those most frequently used in his work.
5.5 Use of the Library at Headquarters, Leicester
It was hoped that the results from Questions 8 to (11) would indicate people's awareness of the Library at Headquarters. The questions probed the usage of the Library and loan system. Question ( 8) asked staff directly whether they had visited the Library at Headquarters. The question aimed to raise awareness of the Library amongst those members of staff who were ignorant of its existence. Also asking staff if they had "visited" the Library, the question focused on the issue of communication and the problems which occur as a result of the distance between the Regional Training Centre in Long Eaton and the Headquarters in Leicester.
48 Question 9 asked staff wheti1er they borrow i terns from the Library at Headquarters. The question is aimed in assessing the usage of the Library at Headquarters by different levels of staff at the Regional Training Centre.
The number of loans from the Regional Headquarters Library to staff at the Regional Training Centre has decreased from last year. (Figure 11, p.SO ). The reason supplied by the contact at the Regional Training Centre is the use of open/distance learning material in place of library resources. This is purchased for the department rather than as part of the Library stock. There could also be seasonal effects, as courses for the new academic year begin in the autumn and figures from previous years indicate an increase in loans during July and August.
Question 10 asked staff if they were aware of the number of items currently on loan to them from the Library.
Question 11 provided the opportunity for staff to comment on the current loans system in meeting their needs.
Results from this could be used to support any recommendations for possible changes to the system.
49 Figure 11 : Question 9. Loans from the Headquarters Library to the Regional Training Centre
LOANS 1993 1992 1991
January 28 88 42 February 27 65 18 March 37 29 19 April 38 70 11 May 27 14 33 June 58 30
July 63 218 August 71 110
September 28 24
October 34 17
November 60 17
December 25 36
TOTAL 157 605 575
50 Technical Department From the 14 respondents who completed the questionnaire in the department over 50% had not visited the Library. Two from the three based in the district offices indicated that they had visited the Library. One member of staff based at Long Eaten commented that he had visited the Library, "a few years ago". This supports the problem of accessibility. It was encouraging to discover that all the members of staff borrow material from the
Library. However over 50% of staff were unaware of the number of i terns currently on loan to them. Two of the three based in the districts indicated that they were aware of the number of items currently on loan to them Results indicate that 12 of the staff feel the current loans system meets their needs. Comments from those who are not satisfied were; "I am not fully aware of its (the HQ Library's)
contents" (RTC staff) "It meets my personal needs but (in my view) not those of the section, as it is poorly managed/ co-ordinated" (RTC staff) "Often difficult to keep up to date with renewals"
(RTC staff)
51 Management Development Department The seven members of staff within the department have all visited the Library. All borrow material from the
Library but only four are aware of the number of items that
are currently on loan to them. In relation to the current
loans system meeting staff needs, six staff indicate a
positive response. A reason for the current loans system
not meeting needs was that it is, "Often just a little
slow".
Commercial and I.S. User Training Department All five members of staff from the department have
visited the Library. Three members of staff borrow items
and are aware of the number that are currently on loan to
them. The member of staff based at the Regional Headquarters in Leicester indicated that she was aware of
the number of items currently on loan to her and that she
was satisfied with the loans system. The current loan
system meets the needs of the staff, with four from the five indicating a positive response. However one member of
staff from the Regional Training Centre said; "I've never used it before due to lack of
information, regarding what the Library can provide
me with"
52 Administration Department
All four respondents are based at Long Eaten. Only one of the four has visited the Library. Three of the staff have not borrowed items from the Library, but the member of staff who has borrowed i terns is aware of the number currently on loan to her. All four members of staff said that the current loans system meets their needs.
"Other" The Regional Training and Development Manager said that he had visited the Library and that he borrowed items and was aware of the number currently on loan to him. In addition he indicated that the current loan system met his needs.
5.6 An Information Centre at the Regional Training Centre
5.6.1 Need for an Information Centre
Questions 12 to 14 focused directly on whether an information centre at Long Eaten was "needed" by the staff.
Question 12 asked staff if they would prefer to use an information centre at Long Eaten for their needs. Question
13 asked the staff to comment directly on their needs and the type of information which in their opinion an information centre could contain. Question 14 asked staff whether they would want to use the information centre as a study area.
53 Twenty-six members of staff (84%) indicated that they would prefer to use an information centre at the Regional Training Centre for their needs. Four members of staff (13%) gave a negative response to the question. One member
of staff was undecided. Within the Technical department staff responded with a 93% rate of support for creating an information centre. One comment made by the technical staff relating to the issue was that "it would be easier to control a local
centre". All seven of the Management staff indicated their preference for an information centre at Long Eaten. One comment supporting this result was that; "It would be very useful to have a managed information resource at the Regional Training Centre" The Commercial and I. S. User Training staff were divided in their opinion with two members of staff responding and two in a positively. One member of staff based in a district office was undecided. Three members of the Administration staff indicated a preference for an information centre at Long Eaten to satisfying their needs. The Regional Training and Development Manager indicated a preference for an information centre but commented that it "depends what's in it and how it can be accessed".
54 5.6.2 Information Needs from a Information Centre Results from Question 13 have demonstrated that if an information centre was established at the Regional Training Centre 23 staff would need primarily Open Learning material, 22 Management information, and 21 Education information. Eighteen staff indicated the need for Technical information and 14 for I.T. information. Leisure information received only seven responses. Figure 12, p. 56. illustrates the type of information indicated by staff in a proposed information centre.
55 t1 CD ..... N ..
CD Ill rt.....
U1 8 Cl ..... t..l
Iz
Ill Ill 0...
Di--- Open lecrning Management Education Technical I.T. Other Lei1111'11 Tpa of information Looking at needs by department the Technical staff indicated a 100% need for technical information reflecting their areas of work. Education and Open Learning material received a 71% response rate with Management information receiving a 64% response. Additional types of information needed by the staff were; "Safety and legislation"
"technical literature to help establish courses"
"Law 11 "Professional journals e.g. IPM and ITD''
All Management Development staff indicated a need for
Open Learning and Management information. Education
information was indicated as the third most important type
of information by the staff. No members of staff indicated a need for leisure material. Additional types of
information needed include ;
"business news"
"Specific information on British Gas PLC/gas
markets etc" "Equal Opportunities"
"Total Quality Management"
''Periodical articles"
57 Within the Commercial and I.S User Training Department equal needs are placed on Management, Education, I.T and
Open Learning information. An additional type of information indicated by staff was ; "General business information about British Gas and
other industries"
Administration staff indicated their need for Management and Open Learning material. Two respondents indicate a need for Leisure material. The staff did not indicate a need for any types of information not listed in the question. The Regional Training and Development Manager
indicated a need for all types of information except Leisure material. He also wanted ;
"access to other regions' resourcesjdatabases"
Question 14 related to the issue of an information centre at Long Eaton being used as a study area. The results demonstrated that 17 from the 31 respondents (55%)
were in favour of a study area, with 14 (45%) not in favour of the facility. Three of the five members of staff based in district offices were not in favour of using this facility.
58 5.7 Additional Comments
Question 15 asked staff if they had any additional comments to make regarding satisfying their information needs. The final question itself gave staff an opportunity to provide any further information which could be used in the assessment of the need for an information centre at the Regional Training Centre. The comments are reported by department. They demonstrate an interest in the investigation and the opinions of the staff.
Technical Department
"A regular print out of information sources and contents both internally and externally"
"A properly run central resource would satisfy most needs"
"Once assembled, information must then be stored in its assembled form in a readily-accessible way to reduce others having to repeat the research at a later date"
"we need to centralise our resources and make them more adequate to our current needs"
59 Management Development Department
"The information should include video, audio and film - possibly overhead projection material''
"The service provided by the HQ Library is of a very high standard. Could it operate more effectively from the RTC ? Any central resource at the RTC should be run by the Library using current systems"
"it would be helpful to have an area where you could sit in comfortable surroundings to read the odd article etc."
Commercial and I.S. User Training Department
"Having somewhere to browse amongst information as well as picking up specific items would be very useful. Without having a local focus it is very easy to miss out on useful information"
"I believe the main users of an information centre would be visitors to the RTC. I am not convinced the service needs to be duplicated. Rather better advertise its existence and what it can offer !"
60 Administration Department
"Catalogue of current titles available from Regional Library would be useful "
61 5.8. Summary of Issues Raised from the Questionnaire
Analysis
* The reliance on accessibility and ease of use of information sources rather than quality
* The high use of internal sources of information
* The inadequacy of internal sources of information at Long Eaten
* The preference by staff at Long Eaten for a managed information centre
* The need for British Gas information and related business information by staff
* The need for a current awareness service at the Regional Training Centre
* Dissatisfaction with the current loan system from the Regional Headquarters Library in Leicester
* The need by the Library at Headquarters to publicise itself to the staff within the region - specifically the awareness of what the Headquarters
Library contains
62 References
1. GERSTBERGER, P.G. Criteria used by R&D engineers in selection of an information service. Journal of
Applied Psychology, August 1968, pp.272-79.
63 6. Management Interviews
"All of the key employees in the company who could
affect the information center' s success should be
interviewed." (1)
Taking this requirement into consideration it was possible to interview four of the five senior management staff at the Regional Training Centre. The four staff represented the different departments within the Centre and provided an opportunity to investigate any policies or opinions which may affect the viability of an information centre at the Long Eaten site.
Unfortunately the Head of the Regional Training
Centre was unable to give an interview in person or by the telephone or fax. He did however complete a questionnaire.
By meeting the staff at an interview it was hoped that they would give a positive response to the use and value of an information centre which would be difficult for them to retract later. A study of senior management by Matarazzo, demonstrates a contradiction between the values considered when a company initiates a library with the way the value is subsequently measured. (2)
64 The semi-structured interv~ews consisted of six questions (see Appendix 3) . The information from the interviews will be considered in the following broad sections: the Library at Headquarters and an Information
Centre at the Regional Training Centre.
6.1 The Library at Headquarters, Leicester
Technical Training Manager Mr Holohan felt that the Headquarters library facility was run well enough to meet the needs of the staff. The
distance between Long Eaten and Headquarters in Leicester
was a problem. He felt that the distance limited the use
by staff of the facilities available to them. He indicated
that if resources were more accessible then they would be more "useful" to the staff. With regard to proposed visits
by the Librarian to the Regional Training Centre as a means
of improving the current information service the response
of ,"don't think so" was felt to be sufficiently negative
and suggests a lack of interest in the Library.
Alternatively it might have been a considered response taking into account the current financial situation within
the Company. He indicated that he was not, "interested in
the library for the sake of it", using its facilities only
for specific purposes if at all. Mr Holohan was critical of the overall loan system
currently in operation. He would like to see a "clearer definition" between library books and those ordered by the
65 Library on behalf of a department. He felt the system was
"frustrating and slow" and in need of review. He gave an example of his "frustration" as receiving overdue letters for items which he had not borrowed or used. The confusion he said related to purchase orders requiring a signature from a manager.
Mr Holohan commented that the Librarian could utilise her skills in the cataloguing of the video collection at the Regional Training Centre. This would not be a long term responsibility for the Library rather a short term commitment with the Regional Training Centre retaining its autonomy over the videos. He also commented that it would be of interest for the Library to investigate videos as an additional or alternative source of information to books.
Networking of the catalogue to the Regional Training
Centre was suggested as a possible method of improving the
Library service. However Mr Holohan said that in the current economic climate the cost of such a project was considered unrealistic in view of the needs of the staff.
Management Development Manager
Mr Forsdick was as enthusiastic as his staff had been in answering their questionnaires. He gave constructive criticism of the Library and made positive comments about improvements of current services. He said the Library was,
"well managed but in the wrong place". He questioned whether the new Gas Research Centre in Loughborough would be a more suitable location for the Library in the region.
66 He felt that the current Library service did not meet the needs of the staff. He gave the example of Open Distance Learning courses and the self-development programmes. Mr Forsdick indicated that he is more likely to use the National Management Centre in Stratford
(Goldicot) than the Library at Headquarters. He uses the
Management Centre as a resource and study area as it provides books, videos and facilities in one area. He pointed out the distance from Long Eaten to Stratford is much greater than that to HQ in Leicester supporting the fact that the Library does not meet information needs. The following comment also supports his point; " it is not high on my priorities to pop into the Library". The suggestion of regular visits from the Librarian to the Regional Training Centre was met by the following comment, "yes, a step in the right direction" • He feels the Librarian could publicise the services and facilities at the Regional headquarters more effectively within the region and would receive feedback of staff needs. This contrasts with the opinion of the Technical Manager who perceives the Librarian as being reactive rather than proactive to staff needs.
He suggested areas for improvement including establishing a management development resource at the Regi.onal Training Centre in support of the changing training and development needs of the staff with regard to
NVQ's, Open Learning and self-development programmes.
67 Commercial & I.S. User Training Manager Ms Palmer is based at the Regional Headquarters in Leicester for the majority of her time and this explains why she has no problems with access to information at the Regional Headquarters Library. The current Library services were meeting her information needs. In response to the idea of visits by the Librarian to the Regional Training Centre she suggested that the service needed marketing first, as some people are unaware of its existence : "visits are not enough". She suggested that reducing the duplication of material around the region and centralising the information collections at the Regional Headquarters would improve the current library service. She suggested that district/regional offices could share their existing resources establishing an "information exchange" within the Region.
Training Administrator Mr Glover said that members of the administration department are not frequent users of the Headquarters Library for information because of the nature of the work in the department. Regular visits from the Librarian to the Regional Training Centre were felt unnecessary. Instead a complete evaluation of the services on offer would be more beneficial. He suggested as an example that the Library could provide a list of F.E. books for new students.
68 A particular area requiring improvement in the information service was the acquisition and loan system. He felt it was vital to identify exactly what happened to publications once ordered. The following comment highlight this point; "we must sort out this book situation here". He pointed out that the loan system was a "grey area" with books falling into a "black hole" when they reach the Regional Training Centre. He would also like the Librarian to ensure that the ordering of books is "regulated" with the correct person listed as the borrower rather than
library staff recording his name as the contact. I feel this relates to the number of renewal slips Mr Glover indicated that he receives and the fact that these do not tally with the actual number he borrows and orders for his own use. Other methods for improving the service include the
listing of books held by each department and the need for
networking of material through the company. This re
enforces the comment made by the Commercial & I. S. User Training Manager.
69 6.2 An Information Centre at the Regional Training
Centre
Technical Training Manager Mr Holohan thought that an information centre at the
Regional Training Centre would, "not be very helpful" and was not put "high on his list of priorities" for staff or technical students. Mr Holohan felt the availability of study resources was unnecessary as the technical students
travel daily to the Centre and have little time for to make use of such a facility.
Management Development Manager Mr Forsdick gave some support for the creation of an
information centre in helping to provide information and
study resources for the Regional Training staff. He gave
the example of the need for material for those staff on
Open Distance Learning courses . He feels that the creation
of an information centre is, "just a question of
priorities". Having a centre would give, "more space for
people to use their time here effectively". He also felt that as the Regional Training Centre faces developments in
its training techniques, facilities are needed to meet
these changes. An information centre at Long Eaten would
act as a means of support and as a responsive unit to staff
needs. There is a need to, "reassess the role of the Regional Training Centre in the light of a changing
environment".
70 Commercial and I.S. User Training Manager Ms Palmer saw creating a small information centre was a viable method of helping to provide information and study resources at Long Eaton, but it should be done by staff who are already based at the site to run the proposed unit.
Administration Mr Glover thought that the existing "libraries" within the departments at the Regional Training Centre were enough. If an information centre was created its position must be, "self-sufficient and supporting itself" without any additional Centre funding : "don't let's lose sight of the climate we' re in". He did however point out that there was a need to set up a system which reassessed the information held at the Regional Training Centre in order for departments to share their resources.
He did not comment on the use of the information centre for study purposes. This relates to previous evidence of the nature of the department and their general opinion of an information centre.
71 6.3. Summary of Issues Raised from the Management
Interviews
* Accessibility/ease of use of information sources within the region
* Criticism of the current acquisition. and loan system from the Regional Headquarters. Need to
investigate methods of improving the system
* Financial constraint on creating an information centre at Long Eaten
* Need to publicise the Library at Headquarters and receive feedback on staff need for information and services and for staff to know what is available
72 References
1. MORRISON, P.L. Start-up information centers : how to keep them in business. Special Libraries, 1991,
82 (1), p.19.
2. MATARAZZO, James M. Valuing corporate libraries : a
senior management survey. Special Libraries, 1990,
81 (2), p.103.
73 7. Discussion
The analysis of the questionnaire results and management interviews suggests three alternative scenarios.
The discussion will consider the viability of these scenarios in relation to the needs of the staff and the views of the management. The first scenario involves the creation of a managed self-sufficient information centre at the Regional Training
Centre, responding to the staff needs indicated in the questionnaire results. The scenario involves a staffed centre with its own collection separate from the
Headquarters Library. This would offer accessibility to information sources and also a study facility for staff and students. When considering the first scenario reference will be made to the proposed area at Long Eaten in which an information centre would be located. This links with the second aim of the investigation which was to examine the available resources for accommodating and administering an information centre at the Regional Training Centre outlined in Section 1.2., page 3.
A second scenario relates to an unstaffed information centre at the Regional Training Centre supervised by the
Librarian from Headquarters in Leicester. This would act as a branch library providing accessibility to information within the Regional Training Centre but still relying on
the Library at HQ for existing services.
74 The third scenario involves the Library at Headquarters improving its current levels of service and accessibility, but with no information centre at. Long Eaten. The scenario is based on criticism of the Library by staff and management and takes into consideration their suggestions for change.
As a result of the discussion of scenarios recommendations will be made regarding the proposed information centre at the Regional Training Centre.
7.1. Presentation and Discussion of Scenario 1 : A Self Sufficient Information Centre at the Regional Training Centre, Long Eaten.
The proposed location for an information centre at the Regional Training Centre is the current Learning Resources Area marked in Figure 5, p .15. The proposed area was examined by means of observation on visits to the Centre during the questionnaire and interview period. This ground floor room is not fully utilised with half of its area containing I.T. facilities. These include computers and videos for staff use. The room is centrally located within the Regional Training Centre and is accessible to staff. A refurbishment of the area would be required and consideration needed in relation to the viability of merging the current I.T. facilities in the room with a
75 proposed information collection. The room needs decorating and adequate wall and free standing shelving is required. Guiding and improved lighting are also aspects requiring
consideration. Problems exist with the logistics and financial commitment of a refurbishment to any area within the Regional Training Centre from management staff. I feel the lack of management support questions the viability of a self-sufficient information centre at the present time. and without financial commitment to a refurbishment an information centre; "will be an enduring monument to wasted resources which can only be improved at a later date with considerable difficulty and expense." (1)
From discussion with the contact at the Regional Training Centre and management staff, there appears to be a lack of understanding of the financial commitment and organisation required in creating an information centre at the site. The argument for an information centre at the Regional Training Centre is supported by 26 members of staff indicating in the questionnaires a preference for it. This figure included three from the five staff based in district/regional offices. One member of technical staff commented that it would be "easier to control a local centre". This relates to accessibility and controlling the circulation of material at the Regional Training Centre.
76 Slater (2} in her study of users and non-users of on site industrial-commercial library and information services
talks of voluntary and involuntary non-users. This relates to those members of staff based in districts who indicate a preference for their existing sources becoming voluntary non-users of a centralised facility elsewhere. The four members of staff who indicated in their responses that an
information centre at Long Eaton was not preferable, or were undecided about it show that as the seeking of information is dependent on a perceived need for
information, so it could be suggested that they have no perceived needs and they are unlikely to seek out any
information. The opinions of two managers about the needs of their
staff do not agree with the actual needs indicated in their
responses. From the 14 Technical staff who responded, 13
indicated a preference for an information centre whereas the Technical Training Manager thought it would, "not be very helpful". Moreover he did indicate that he was not interested in a library, "for the sake of it". I feel that
this is a positive comment implying the proactive purpose
of a library. This is highlighted by Matarazzo's study on
corporate libraries in which he discusses management having, "a clear vision as to what the organization
receives for its investment" (3}.
Again three members of the Administration Department
indicated their preference for an information centre while
the Training Administrator thought that existing libraries
77 within the departments were enough for staff needs.
The Commercial and I.S. User Training Manager was one
of the two in her department who indicated a preference for
an information centre at the Regional Training Centre.
This I feel is surprising, as she is based at the
Headquarters. She did point out that an information centre
at Long Eaten should use staff based at that site rather
than employing new staff. This reflects the financial
commitment needed for this project but also possible a lack of consideration of the benefits of employing a library
assistant who can provide easier access to information. The Management Development Manager was completely in
favour of establishing an information centre at Long Eaten
reflecting the opinion of his staff.
Management opinion was divided in relation to the
feasibility of creating an information centre management
The comments given in Section 6 in particular from the
Technical Training Manager (p. 65) and from the Training
Administrator (p.69) do however provide the managers'
views and for how this "mission can be accomplished" (4).
I feel that financial support from the management is vital
if the proposal for the information centre is to succeed. Achieving this commitment is difficult in the present
economic climate as British Gas is facing staff cutbacks, and uncertainty rests on the long term position of the
Regional Training Centre. As White comments,
"whatever the organisational setting in which the
special library is housed, there are overall
78
L______organisational goals that will ultimately determine
where funds are allocated (5)
Both staff and management were in agreement that the distance from the Regional Training Centre or district offices to the Headquarters Library limits ease of use and accessibility to sources of information. I feel this is an important finding of the investigation and that it supports having an information centre at Long Eaten. Taking into account the responses from staff and management, if an information centre was created an investigation of the existing source material is required. This would accommodate the suggestion by the Training Administrator of a listing of material held by each department and the Technical Training Manager's suggestion of networking the Headquarters Library catalogue to the Regional Training Centre providing accessibility to resources. The reported inadequacy of information sources which include departmental, personal collection and information from colleagues again reflects people's use of accessibility and ease as criteria rather than the quality of information retrieved. An information centre at the Regional Training Centre could as an organised facility provide quality of information and, as a proactive service to staff, accessibility as well. Indication of support for an information service was the need for information on British Gas and general
79 business information. Interest was also indicated in current periodical articles. These two points suggest an opportunity to establish an SDI service for the staff at
Long Eaten and in districts. Over half of the staff indicated a need for a study
area. Not surprisingly four of the five staff in district
offices were not in favour. Opinion was divided among the management staff with two in favour, one without comment and one who felt it was an "unnecessary" resource. These
comments again reflect the issue of the perceived needs of staff by management in contrast to the actual
needs/preferences indicated. The recent staff requests from the Library at Headquarters (see Section 5.3.1) are mainly for documents,
not information. This raises the question that if an information centre was created at Long Eaton would its
resources be able to satisfy the needs of the staff or would it need to rely on the Library at Headquarters for
material. This could raise an issue of financial commitment for extra stock and which site would be prepared to provide the money. The information used by the Regional Training Centre is not exclusive to their needs and the Headquarters Library would not want to transfer material to
Long Eaten permanently. The results have demonstrated a need for greater ease of use and accessibility to resources
within the region.
80 The opinions of the management are not unanimous in reflecting the needs of the staff and this should not be allowed to sway the feasibility of creating and information centre at the Regional Training Centre.
81 7.2. Presentation and Discussion of Scenario 2 : An Information Centre at the Regional Training Centre Supervised by the Librarian from Headquarters
The staff having indicated a preference for an information centre at the Regional Training Centre this second scenario would meet their needs in a limited way.
The scenario supports the comment made by the Management Development Manager when he indicated a need for a "managed resource" at the Regional Training Centre. Reliance in scenario 2 would still be made on the Headquarters Library for enquiries and the loan of books and this introduces the problem of accessibility to information. The scenario would require additional input from the Librarian in terms of organising the facilities in the information centre and centralising the information resources already available at
Long Eaten. Results from the staff indicate that information within the departments is most frequently used but is inadequate for their needs. By centralising resources at Long Eaten staff would have access to information which they were previously unaware of due to poor communication and failure to share resources amongst departments. This supports comments made by the Training Administrator who was in favour of a listing of material held by each department to improve the access to resources already available.
82 A key problem lies with creating an effective loan system to monitor use and location of material within the Regional Training Centre. I feel this would be difficult
for the Librarian to control from her position in
Leicester. An option could be for a member of staff at Long Eaten to have responsibility for overseeing the system. This relates to the comment made by the Commercial
and I.S. User Training Manager who indicated a need for an information centre, but staff who are based at Long Eaten
to run it. The scenario would make easier the continued borrowing of material from the Library at Headquarters, and the same material would not need to be held at cost on both sites. Requests made by staff are on the whole for documents rather than for information (see 5.3.1). Four of the staff
at district offices indicated a preference for an information centre at the Regional Training Centre. Whether scenario 2 would meet their needs requires further
investigation. Scenario 2 as an alternative to creating a self
sufficient information centre at Long Eaten could meet the stated needs of the staff. Its role could be a central
resource for information held at Long Eaten but I feel management would ask, "how much good does the library do" (6), if it were not able to demonstrate its purpose quickly
and effectively at the Regional Training Centre.
83 A further negative factor in connection with scenario
2 is that the Librarian would have to find extra time to supervise an information centre at the Regional Training
Centre. In the light of library closures within British
Gas added responsibility could either stretch her resources, reducing the effectiveness of services, or support the financial position of the Regional Library at
Headquarters due to the increased staff needs.
For management staff further positive aspects of the scenario are the loan system would be improved and that a minimum of financial commitment would be required.
The scenario is not ideal but demonstrates methods of assessing the needs of the staff and addressing problems raised by the management.
84 7.3. Presentation and Discussion of Scenario 3. Improvinq the Services Offered by the Library at Headquarters
The positive aspects of the final scenario are the existing use of the Library by staff. The problems relate to accessibility, the need to promote library services, and in the opinion of management staff, the current method of purchasing books and their loan to the Regional Training Centre. Use of the Library is seen to be good by the number of enquiries made to the Headquarters Library from the Regional Training Centre and the rate of borrowing of material. It is interesting to compare the figures supplied buy the Headquarters Library for the number of enquiries received from the Regional Training Centre with the
responses given to Question 4 (see Section 5. 3 .1). The evidence from the questionnaire and the Library both show high levels of use . The Library figures do not indicate
departmental breakdown or the type of enquiry but do provide support for the Library at Headquarters as a viable source of information (Figure 13, page 86). The level of enquiries has increased by over 50% in the first five months of 1993 in comparison to 1992. An average of 16
enquiries were made each month from January-May 1993 and only 7 per month for the same period in 1992.
Neither the Librarian nor a contact at the Regional Training Centre could provide any explanation for this. A possible reason is the use of reference material to
85 underpin the transition to NVQ's.
Figure 13 : Enquiries made by Regional Training Staff to the Headquarters Library
ENQUIRIES 1993 1992 1991
January 22 12 9 February 9 7 9 March 12 7 4 April 19 6 4 May 18 2 2
June 5 1 July 3 1 August 10 1 September 12 7 October 14 6
November 8 3 December 15 12
TOTAL 80 101 59
86 Results from the Questionnaire demonstrated a need for the Library to publicise itself. In the survey several issues were raised, including the need to establish visits to the Library for members of staff and to provide information on its collection. Over half of the staff indicated that they had not visited the Library (Question 8). A new Library guide detailing services on offer to staff would be invaluable, as would publicity posters located at the Regional Training Centre and in district offices. As the Commercial and I.S. User Training Manager commented, visits from the Librarian to the Regional Training Centre, alone are not enough and the marketing of services is required. As Edinger comments by initiating an active marketing plan, "the library can reach more potential users, encourage use of the library's resources, and work toward becoming an indispensable source of information for the community." (7) The use of the Library would be increased by raising its profile and by the promotion of its facilities and services. Different groups of actual or potential users could be targeted according to their particular information requirements. There is a need for business information and periodical articles, so the Library could publicise its periodical bulletin, "UPDATE". The bulletin is currently circulated on request but publicity and wider circulation could help in meeting needs of staff. Alternative a separate bulletin could be produced specifically for the
87 staff at the Regional Training Centre and district offices. Similarly the new additions bulletin "GASLIT" produced bi-monthly by the Library could be more widely promoted and
produced more frequently. From the responses in the
questionnaires and interviews no-one had heard of either of these publications. Copies are however sent to the
Regional Training Centre and district offices. If scenario 3 was seen as a viable recommendation a
complete re-evaluation of the loan system and the purchasing of books by the Library for the Regional Training Centre would be required. This would need the
full co-operation from the management staff at the Regional Training Centre. As Mr Glover the Training Administrator commented, "we must sort out this book situation here". There still exists the problem of information held by
departments and in personal collections. It is vital in my opinion to produce some a record of the material held in departments and offices at Long Eaten in order for the Librarian to improve accessibility and in turn prevent
duplication of material. The third scenario rests on maximising the existing
resources and improving the services offered to the
Regional Training Centre and district offices.
88 References
1. McDONALD, A. Refurbishment of libraries what
should you be looking for ? Aslib Information,
1993, 21 (1), p.32.
2. SLATER, M. Non-use of library-information resources at the workplace : a comparative survey of users and non-users of onsite industrial-commercial services,
London: Aslib, 1985, p.2.
3. MATARAZZO, James M. Valuing corporate libraries : a senior management survey. Special Libraries, 1990,
81 (2), p.104.
4. MORRISON, P. Start-up information centers : how to
keep them in business. Special Libraries, 1991, 82
(1), p.20.
5. WHITE, H. S. Managing the special library : strategies for success within the larger
organization, White Plains, NY: Knowledge Industry Publications, 1984, p.27.
6. MATARAZZO, James M. Valuing corporate libraries : a senior management survey. Special Libraries, 1990, 81 (2), p.104.
89 7. EDINGER, Joyce A. Marketing library services :
strategy for survival. College and Research
Libraries, 1980, 41 (4), p.329.
90 8 Summary and Recommendations
8.1. Summary of the Investigation
The investigation was initiated by the work of one of the Quality Improvement Teams at the Regional Training
Centre in their consideration of ways in which staff and student time can be made more effective. One outcome from their discussions was a proposal for establishing a small information resource at the Regional Training Centre.
The aims of the investigation were to:
Carry out a full needs analysis of staff
To examine the available resources for an information centre at the Regional Training Centre
To produce a report within the time-scale making recommendations to management regarding the feasibility of an information centre at Long Eaten
The investigation has been successful in providing staff with an opportunity to comment on their information needs and the accessibility of resources to them.
Management opinion was on the whole disappointing with little commitment to the creation of an information centre other than as a means of alleviating the problem of
91 receiving renewal slips for books they have not borrowed. The important point raised by the management is that a library/information centre at Long Eaton should not be created, "just for the sake of it". This factor is an important consideration in the recommendations for the information centre at the Regional Training Centre. The three alternative scenarios are not individually able to meet the needs of the staff and management, so my recommendations are drawn from aspects raised in all three scenarios. Individually the scenarios are ideal options however the investigation required realistic recommendations for improvement and change. When recommendations are made regarding the feasibility of creating an information centre at the Regional Training Centre it is not just the staff based at Long Eaton who require consideration but also those based in district and regional offices. The recommendations will cover the varied needs of staff for information as well as for accessibility and ease of use of sources. They also include the need to find the cost of some possible provisions.
92 8.2. Recommendations
Improve Accessibility to Resources
1. An information centre at Long Eaton would improve accessibility to resources for all staff. An investigation is required by the Librarian of the current material held by the departments at Long Eaton and in the district offices. This would involve centralising material held by departments into one area, assessing its use, currency and level of duplication.
2. A full listing of books on loan to the Regional Training Centre staff is required by the Library in order for library staff to accurately locate items when recalled or when requiring renewal. This should be regularly updated to provide accurate records for both the Regional Training staff and the Library.
3. The Librarian should investigate the cost of networking the Headquarters catalogue to the Regional Training Centre and districts as a means of providing access to resources. Alternatively the cost of a card catalogue could be investigated.
93 Facilities
1. The detailed implications of refurbishing the Learning
Resources Area for use as an information centre is required in terms of materials, furniture and staffing. Liaison is recommended between the Librarian and the Regional Training
Centre management regarding the financial commitment for such a proposal.
Staffing
1. It is recommended that the feasibility employing either a full-time or part-time information assistant is investigated, to be located at the Long Eaten site, maintaining close links with the Librarian at Headquarters.
Loan System
1. The Librarian should carry out an examination of the
current ordering and loan system with full co-operation and
input from the management at the Regional Training Centre.
This would aim in clarifying the problems which have been
noted and making any necessary changes.
94 Promotion
1. The Library should introduce a staff induction system which includes a visit to the Library at Headquarters in
Leicester. Full support for this should be given by management. This scheme should also be offered to those
staff who indicated a lack of awareness of the Library and its services in the results from the investigation.
2. To reduce the isolation felt by employees at the
Regional Training Centre and district offices the Librarian should make visits to these locations soon in order to publicise the Library and discuss information needs with the staff.
User Education
1. A guide should be produced with details of access to the Library at Headquarters, access to material in the
Library and assistance available to Library users. The Library should target these aspects of promotion to both Regional Training and district office staff.
95 New or Improved Services
1. In response to the requests for local business information and information on British Gas activities the Library should produce a regular bulletin covering these topics and circulate it to staff within the region.
2. The Library needs to publicise the acquisitions bulletin (GASLIT), and the periodicals bulletin (UPDATE) more effectively and increase their circulation to staff at the Regional Training Centre and districts. The current method of circulating the bulletins on demand is
inadequate.
3. A study should be carried out to ensure that material specified by staff in their responses to the questionnaire as being used in their work or required in a proposed information centre is included into the loan collection at
the Headquarters Library.
96 BIBLIOGRAPHY
BAKEWELL, K.G.B, ed. Organisation and management of smaller specialised libraries. Library Management, 1989, 10 (6).
BLAGDEN, J. Do we really need libraries ? London: Clive Bingley, 1980.
CRONIN, B. From paradigm to practice the logic of promotion. Aslib Proceedings, 1981, 33, 383-392.
CURTIS, J. & S. ABRAM. Special and corporate libraries : planning for survival and success. Canadian Library Journal, 1983, 40 (8), 225-228.
DOUGHERTY, Richard M. Resource sharing among research libraries how it ought to work. Collection Management, 1987, 9, 79-88.
ECHELMAN, S. Libraries are businesses, too! Special Libraries, 1974, 65 (10/11), 409-414.
EDINGER, Joyce A. Marketing library services : strategy for survival. College and Research Libraries, 1980,
41 (4), 328-332.
97 GERSTBERGER, P.G. Criteria used by R&D engineers in selection of an information service. Journal of
Applied Psychology, 1986, August, 272-279.
KOK, J. Now that I' m in charge, what do I do ? Six rules about running a special library for the new
library manager. Special Libraries, 1980, 71 (12),
523-529.
LINE, Maurice B. Library surveys, 2nd ed. London: Clive
Bingley, 1982.
McDONALD, A. Refurbishment of libraries-what should you be looking for ? Aslib Information, 1993, 21 (1),
32-35.
MATARAZZO, James M. Valuing corporate libraries a senior management survey. Special Libraries, 1990,
81 (2) 1 102-110.
MORRISON, Patricia L. Start-up information centers : how
to keep them in business. Special Libraries, 1991,
82 (1), 19-23.
O'DONNELL, William s. The vulnerable special library /information center minimizing the risks.
Special Libraries, 1976, 67 (4), 179-187.
98 ST.CLAIR, Guy. Marketing and promotion in today's special library. Aslib Proceedings, 1990, 42 (7/8),
213-217.
ST.CLAIR, Guy. & J. WILLIAMSON. Managing the new one person library. London: Bowker-Saur, 1992.
SHAPIRO, S. Marketing and the information professional :
odd couple or meaningful relationship ? Special
Libraries, 1980, 71 (11), 469-474.
SLATER,M. Non-use of library-information resources at the workplace : a comparative survey of users and non users of onsite industrial-commercial services.
London: As1ib, 1985.
WEBB, Sylvia P. Creating an information service.
2nd ed. London: Aslib, 1988.
WHITE, Herbert S. Managing the special library : strategies for success within the larger
organization. White Plains, NY: Knowledge Industry Publications, 1984.
99 Loughborough University
LOUGHBOROUGH, LEICESTERSHIRE, LE11 3TU Telephone: 0509 263171 Telex: 34319
DEPARTMENT OF INFORMATION AND LIBRARY STUDIES Direct Line: 0509 22 Head of Department: Professor John Feather Fax: 0509 223053
XNFORMATXON NEEDS AT THE REGIONAL TRAXNXNG CENTRE
I am a postgraduate student at Loughborough University of Technology and as part of my course I am undertaking a dissertation topic on behalf of the Library at British Gas, East Midlands. I have been given the authorisation to study the feasibility of creating a small information centre at the Regional Training Centre. As part of my research it is important for me to know your needs and opinions regarding an information centre at the RTC. I would be grateful if you would complete the questionnaire by the lst June 1993 and return it to the container provided in Kevin Boxall's office. Your answers will be treated in the strictest confidence and will not only of be of use to me but also the Librarian. Thank-you for your co-operation.
1. In which department of the RTC are you currently employed ?
Administration D Commercial D Technical D Management D Other D
2. What is your job title ?
Al
JANET e-mail OILS @ UK.AC.LUT.(Personal e-mail @ UK.AC.LUT.) 3. What information do you use in your work ? Management D Training D Technical D I. T. D Other (please specify) D
4. Please give an example of a piece of recent information you have requested from the Library at Regional Headquarters. ______
5. Where do you normally obtain the information you need ?
The Library at HQ, Leicester a. D b. Information sources held by the department D c. From personal collection D d. From colleagues D e. From other sources within British Gas D (please specify) ______
f. From sources outside British Gas D (please specify) ______
6. Do you feel sources, b,c, and d are adequate for your needs ?
yes D no D
Al 7. Which of the above sources do you use frequently for answering your information needs ?
8. Have you visited the Library at HQ personally ? yes CJ no CJ
9. Do you borrow items from the Library at HQ ?
yes CJ no CJ
10. Are you aware of the number of items that are currently on loan to you from the Library at HQ ?
yes CJ no CJ
11. Does the current loan system meet your needs ?
yes no If no, please give brief details
12. Would you prefer to use an information centre at the RTC for your needs ? yes CJ no CJ
AI 13. If an information centre was establisbed at the RTC what type of information would you need it to contain ? Management D Technical D Education D I. T. D Open Learning D Leisure D Other (please specify) D
14. Would you want to use the information centre as a study area ?
yes D no D
15. Are there any other comments you would like to make regarding satisfying your information needs ?
Thank-you for your time Carolina Bartley
Al Loughborough University
LOUGHBOROUGH, LEICESTERSHIRE, LE11 3TU Telephone: 0509 263171 Telex: 34319
DEPARTMENT OF lNFORMA TlON AND LIBRARY STUDIES Direct Line: 0509 22 Head of Department: Professor John Feather Fax: 0509 223053
15th June 1993
INFORMATION NEEDS AT THE REGIONAL TRAINING CENTRE
1 would like to take this opportunity to thank all those members of staff who completed the Library Resources questionnaire circulated in May. 1 realise that time is limited but 1 would appreciate for any further completed questionnaires to be returned to Kevin Boxall, at the Regional Training Centre as soon as possible. The responses 1 have received so far have been of great value but 1 would like to gather more substantive information in order to thoroughly analyse the needs of the staff and put forward realistic recommendations for a small library/information centre at the Regional Training Centre. Thank you again to all those who have completed the questionnaires_ If anyone failed to receive a questionnaire please contact Kevin Boxall.
Regards, ~<]_A:u_ b.fiTLtJ Caroline Bartley ~
A2
JANET e-mail OILS@ UK.AC.LUT.(Personal e-mail @ UK.AC.LUT.) INTERVIEW QUESTIONS
1. Do you feel the current Library/Information Service offered by the HQ Library at Leicester meets your information needs ?
2. Does the distance between the two sites in any way impede your information needs ?
3. Would regular visits from the Librarian at Regional HQ to the RTC staff help improve the current information service ?
4. Are there any areas in particular of the library/information service you would like improved ?
5. Can you suggest any methods of improving the service to the Regional Training Centre ?
6. Would you consider that a small library/information centre is a method of helping to provide information and study resources for the staff at the RTC ?
A3