Marisa Urgo focuses on Generation X – those born between 1965 and 1980 who entered the workforce in the early and mid‐1990s. Although her study draws on interviews with 24 Gen X information professionals in the USA, her findings and comments apply equally in many other countries. She writes of a cohort who see the future as being uncertain, and who welcome constant change.
The text has four parts. Part 1 considers “A generation of change”, identifies Gen X, describes the dynamic workplace in the dynamic library, and outlines a new workplace bargain. This bargain is based on an exchange of expertise for salary and benefits and is seen as a short‐term relationship that can be ended by either party, at any time. The professional challenges for this generation are seen as being moving beyond the library, learning and growing, creating opportunity, and rejecting apathy. Social challenges are the protection of intellectual freedom and providing access.
Part 2 discusses managing the cohort, focussing on communication and how it can be improved. The preference they have is for a culture of risk and entrepreneurship and there is a preference for running their own business rather than work in the public sector. Urgo provides tips for turning staff into stakeholders. The issue of work‐life balance is important, and they also want to see managers invest in their training and development.
Developing Gen X is the theme of Part 3. They learn quickly, filtering what they need from information and move on to the next learning experience. Urgo draws on theories of the learning organisation to indicate ways in which a learning philosophy can be created.
Part 4 draws upon the interviews in which Gen Xers talk about their work and profession. Unlike the baby boomers they are not as concerned with social equality, but rather focus on personal improvement and material (but not necessarily financial) gain. Most expected to change posts after two to three years and see librarianship as a career choice and not a vocation. Some felt that their career could be hindered by the social image of the librarian, but were optimistic about their futures. Library schools were seen as being “confused” and they were critical of professional associations. Urgo deals at length with issues concerning recruitment offering practical guidance. A final chapter looks beyond Gen X, pointing to the need for a human‐centred future and for scenarios to aid planning.
Gen X is now moving into senior management and Gen Y will soon be leaving university – the cohort born into the digital world. They have the characteristics of Gen X, have self‐confidence and are optimistic about the future. Some are starting out with large debts following four years of university study. For both groups the private sector may be the more attractive, offering high salaries and benefits and regular hours of work. By contrast the public sector offers lower salaries, with librarians being less fortunate than other occupational groups paid from the public purse.
There is a crisis in recruitment as in a number of countries. In the UK academic librarians report that it is difficult to recruit trainees, the information and library schools have problems attracting students to undergraduate courses in library studies, and applications for vacancies in the public sector are low. In many countries this is coupled with acute problems of recruiting from minority groups within the community.
Reading this text may provide some answers for managers, particularly those who might not have had much contact with the younger generations. If their needs are not understood and policies shaped to meet their needs, then recruitment may become even more difficult. An interesting, and readable, volume.
