A strong paraprofessional team has always been a hallmark of good library organizations. Administrators know that libraries cannot run smoothly without efficient, reliable staff members behind the scenes. These employees are the backbone of the technical services department. They keep our circulation systems humming. Some provide reference service to library patrons. Paraprofessionals are enthusiastic, innovative, proficient at their tasks, and always ready to please. Although their work is often not glamorous, they rarely complain.
The growth of the paraprofessional workforce has exploded over the past two decades. Where a small cadre of paraprofessional workers could keep early law libraries operating smoothly, today the size of the workforce is substantially larger. One reason is the growth in the number of academic, government, and private law libraries that have been established since the 1980s. At one point, academic and government libraries accounted for most paraprofessional employment. Today, the private sector also employs a large number of paraprofessionals. As law firms grew, attorneys demanded additional library services more quickly. This, in turn, led to the creation of larger firm libraries with more paraprofessionals.
Other reasons for growth in the numbers of paraprofessionals in law libraries are expansion in the legal publishing industry, changes in publishing formats, and advances in technology in law libraries. The ‘80s and ‘90s saw a tremendous growth in legal publishing with voluminous legal titles quickly filling law library shelves. Just acquiring legal materials, keeping them current and routed to patrons creates the need for many new positions.
With the increased use of technology in libraries, paraprofessionals have new and increased opportunities. Computers offer paraprofessionals an even more important role to play in managing library workflow and putting materials into the hands of library users. During the past decade, law libraries were quick to introduce sophisticated new automated systems to enhance library services, and paraprofessionals readily embraced this change. Paraprofessionals learned the new systems, are performing more challenging tasks, and have significantly improved their skills. Many labor-intensive operations that paraprofessionals previously performed by hand have been computerized. This development offers paraprofessionals relief from some of the daily repetitive routines, but also provides an opportunity to polish employment skills. Because technology offers new challenges for employees, it enriches their work experience and offers greater job satisfaction. Similarly, proficiency with automation demonstrates to library managers the valuable contributions paraprofessionals provide to the institution. Often paraprofessionals exceed employer expectations by quickly mastering library technology.
Additionally, although paraprofessionals do not receive the same remuneration or praise as professional librarians, they face some of the very same problems: heavy workloads, burnout, isolation, and, in some instances, a lack of esprit de corps. The lack of an opportunity for formal training further exacerbates the situation. Add these factors together and it is easy understand why paraprofessionals feel like the unsung heroes of the law library staff. Many paraprofessionals cope by drawing upon their own inner resources when special training is not available. These resources include interpersonal skills, independent decision-making, and an intimate knowledge of library procedures and applications. Interpersonal skills are reflected in how well paraprofessionals deal with colleagues and patrons. Their willingness to exercise independent decision-making benefits the library when supervisors are unavailable. Their knowledge of library procedures keeps library services running on track even when crises abound.
Fortunately for all concerned, library administrators have become more sensitive to these issues. Overwork and burnout syndromes cross all levels of employment, but probably hit paraprofessionals harder because of the regularity of their daily routines and the nature of their job responsibilities. Feelings of isolation in the library organizational chart may result from several factors: rigid job descriptions, inflexible work schedules, remote work sites, and individual personalities. One way for administrators to help employees overcome these problems is to offer job restructuring or position trades. Another way to help paraprofessionals is to offer further professional training. Paraprofessionals, just like other library employees, need these opportunities for training and development.