ABSTRACT
No successful service can continue to appeal to its audience without the continuous reinvention and refining of that service and the equally continuous input of its users. In supporting the concept of “workplace as learning place,” it is necessary to market continuing education and training to library staff not only at the roll out phase but in an ongoing manner throughout the year, not only to those who have already bought in to the program but also to those who have either excused themselves from the program or have not seen fit to previously investigate its intellectual and practical significance. It is often wrongly assumed that there is no need to market a program to library staff already actively involved in it. Internal marketing just by virtue of its existence should be enough of a tool to drive the marketing initiative. Unfortunately, that is usually not the case. Those who make such assumptions are often surprised when staff usage of the program drops or when instructor-led classes are only sporadically attended. As anyone working in a library today can attest to, library staff have so much on their plates these days that it is often quite a burden to take part in the library learning program, no matter how comprehensive it may be.
