Quantum² : InfoStars : Linda Pauloski

Linda Pauloski

Dofasco's Linda Pauloski

At Dofasco Inc., one of Canada's leading steel producers, Linda Pauloski, Manager, Library Resource Centre (LRC), emphasizes that the success of the LRC depends on the "energy and enthusiasm of the whole LRC team." They are a team of 7.5, whose commitment to consistently give a high level of customer service and dedication to work together as a team is key to building a successful information center at Dofasco. Linda adds, "We are quick to share our knowledge and capabilities with one another and lend a hand to help one another overcome a roadblock. We have lots of laughs together and help each other lighten up and put things into perspective when frustrations arise."

Linda says there is a balance between customers doing their own research and still relying on the LRC to do research for them. There are two main ways that Linda and her staff see themselves impacting Dofasco. They seek to reduce uncertainty around decision making and help their customers make decisions more quickly. In addition, the LRC staff plays a networking role in which they encourage communication and the reuse of knowledge so that duplication is reduced. They are also responsible for alerting their customers about what is going on in the industry. Users reported that these alerts helped them in daily interaction with colleagues and customers because they knew more and had a better perspective.

The LRC does a multi-step research process when assisting their customers in the technology areas of the company. According to Linda, "We clarify their initial research question and run a quick preliminary search which gives them an idea of the type of information they will get back based on their initial request. Reviewing the results gives them an opportunity to consider and further define what it is they are really looking for. Then a more in-depth and comprehensive search is done on this redefined request. We have found this saves both LRC and the customer time and wasted effort." They have improved the way they package the results by adding an "Executive Summary" cover sheet, highlighting key points, resources used, and a guide to the attached results or suggested web resources.

Linda and her staff are developing the Competitive Intelligence (CI) program and participating in the Communities of Practice initiative. LRC was given the task of developing a CI program for Dofasco, and it has been evolving since 1998. In 2001, LRC created and rolled out a Competitor Profile Database, which contained the profiles of approximately 32 companies. They also created the CI Contacts Database, a list of approximately 100 people from Dofasco who were identified as having contacts with competitors and associations. "Our willingness to take on new responsibilities, like Competitive Intelligence and Communities of Practice demonstrates our commitment in moving the business units, and ultimately Dofasco, closer to reaching their goals." Linda believes that her autonomy, as an information professional, enables her to embrace opportunities such as the Communities of Practice (CoP) initiative. Although it sometimes happens naturally, that a network of people grow around a subject matter and exchange knowledge around a particular subject, Dofasco decided to begin a CoP initiative inorder to build a framework which encourages and formalizes existing and new networks. Several years ago, Linda decided that LRC would support some internal technical seminars that were taking place. This led to her being asked to participate on the CoP project team. She recalls, "I thought LRC should absolutely be involved with an initiative around knowledge exchange and transfer."

In a day when traditional libraries are being replaced by "information centers", why does their facility name still have the word "library?" Linda explains that prior to merging Dofasco's two separate technical and business libraries, they did, in fact, experiment with names such as "Information Services" and "Technical Information Centre." Those names had the phone ringing…with calls from people who had internal administrative questions that were not at all related to the LRC's services. Linda describes what followed: "We came to the conclusion that there was a benefit in using the term "library" because it offered an immediate point of recognition for our customers. We also felt that their image of us would be formed based upon our level of customer service and our ability to promote the Library Resource Centre (LRC) as a progressive information facility. Almost 9 years later I believe this has proven to be so."

After having worked in libraries for approximately 18 years, Linda says, "I am fortunate enough to have a job in a field that I really enjoy, which makes it so much easier to maintain a higher level of enthusiasm and energy in the face of reoccurring frustrations and drawbacks that exist in every job." Linda attributes her success to a number of things. She has always possessed strong planning and organizing skills. Also, "I have learned something from each of my bosses over the years, which has made me a better manager and leader." Linda claims to have learned valuable lessons from her staff, and she believes her success is due in part to the courses, workshops and networking that she has done through the Special Libraries Association, Sheridan Park Association Library and Information Science Committee (LISC). She has found it valuable to place her focus on the general direction she wants LRC to head, rather than being overly concerned about timing and the particular way she wants things to happen. And so, "When opportunities present themselves, as they usually do, I embrace them."