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Examines the problems of pursuing continuing professional development as perceived both by library assistants and their management. Based on discussion, with library assistants, about the training they receive from their authorities, covers both public and academic libraries. Aims to analyse the perceived problems and identify whether they can be solved by a change of staff or management attitude. Historically, there is seen to be a great divide between professional and non‐professional library staff and this attitude often accounts for the resistance to CPD by library assistants. New methods of learning, and new forms of training, should bring about a better response. Concludes that, to be successful, CPD, like any form of training, needs a balanced input from trainer and trainee alike.

This paper aims to analyse the differing views on and needs of librarians and their managers for continuing professional development (CPD).

This article draws on the findings of a survey conducted by the authors in 2005. The survey was an assessment of the CPD needs of New Zealand's librarians and library assistants.

There is a significant gap between the CPD that individuals want, and that which their managers think they should have. Organisations overall need a greater strategic focus on CPD to ensure that budgets are spent well, staff are appropriately skilled, and the impact of CPD on both individuals and the organisation is tangible. Individuals need to take more responsibility for ensuring their needs are met.

Highlights a dual focus on CPD across the profession, in the light of the decision by the Library and Information Association of New Zealand Aotearoa to adopt professional registration.