the 21st century administrative professional
DESCRIPTION
The 21st Century Administrative Professional by Penny O’Reilly, NSW Practice Manager, Hudson Human Resource ConsultingTRANSCRIPT
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The 21st Century Administrative ProfessionalPenny O’Reilly
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Agenda
• The ongoing evolution of the administrative professional
• Emerging skill-sets,capabilities and experiences for future career success
• The role of the organisation in nurturing and developing talent
• Career pathways to an executive administrator role in a leading company
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Evolution of the Administrative Professional
• Survey Results (Completed survey on 339 people)
What is your preferred job title?
- 22% PA’s , 21% EA’s , 12% Administrators , 6% Office Managers, 6% Receptionists , 3% Secretary , 27% Other
Do you have formal training for your role as an Office Professional?
- 49% Yes , 43% No
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Evolution of the Administrative Professional
What do you think is your most valuable role as an office professional?
- 51% Organisational Skills , 23% Relationship Building , 12% Administration & Typing , 10% Other , 3% Event Organisation
Are your duties and job title clear to you?
- 69% Yes , 21% No , 2% Both
Do you view being an office professional as a long-term career path (5+ years)?
- 66% Yes , 19% No , 17% Don’t know
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Evolution of the Administrative Professional
How valued do you feel as an office professional in your organisation?
- 50% Highly Valued , 40% Valued , 9% Under Valued
Do you think that specific secretarial or business administration qualifications are an essential component for the new generation of office professionals?
- 63% Yes , 35% No
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Traditional EA Role
Past
Communication
Organisation and Time
Management
Flexibility
Technical Skills
Confidentiality
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Present EA Role
Present
Interpersonal Skills
Organisation and Time
Management
Drive, Flexibility
& Adaptability
Technical Skills
Confidentiality
Human Relations &
Cultural Diversity
Business & Financial
Overview & Vision/Foresigh
t
Project Management
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Evaluating your current skills
Technical Skills Non-Technical Skills
MS Office suite Emotional intelligence
In-house systems Intuition
Typing Flexibility
Minute taking Adaptability
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Emotional Intelligence
Definition
The capacity for recognising our own feelings and those of others. For motivating ourselves, and for managing emotions
well in ourselves and in our relationships
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Emotional Intelligence
• Emotional Intelligence is largely learned and continues to develop throughout our life
• Studies show people improve as they grow more adept at handling their own emotions, at motivating themselves, and at honing their empathy and social skills
• Maturity = growth in emotional intelligence
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Emotional Intelligence
Five Basic Emotional and Social Competencies:
• Self Awareness
• Self Regulation
• Motivation
• Empathy
• Social Skills
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Self Awareness
Definition:
The ability to recognise and understand your moods, emotions and drives, as well as their effect on others
Hallmarks:• Trustworthiness and integrity
• Comfort with ambiguity
• Openness to Change
• Innovation
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Self Regulation
Definition:
The ability to control or direct disruptive impulses and moods
Hallmarks:• Trustworthiness and integrity
• Comfort with ambiguity
• Openness to change
• Innovation
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Motivation
Definition:
A passion to work for reasons that go beyond money and status.
A propensity to pursue goals with energy and persistence
Hallmarks:• Strong drive to achieve
• Optimism, even in the face of failure
• Organisational Commitment
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Empathy
Definition:
The ability to understand the emotional makeup of other people.
The skill in treating people according to their emotional reactions
Hallmarks:• Expertise in building and retaining talent
• Cross – Cultural sensitivity
• Service to Clients and Customers
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Social Skills
Definition:
Proficiency in managing relationships and building networks. An ability to find common ground and build rapport
Hallmarks:• Effectiveness in leading change
• Persuasiveness
• Expertise in building and leading teams
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Emotional Competence
• A learned capability based on emotional intelligence resulting in outstanding performance
• The five elements of emotional intelligence determines our potential for learning the practical skills
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Adding Value…
• Be the ‘eyes and ears’ of your Manager.
• Establish strong working relationships within the wider team.
• Be at the crux of communication.
• Project a positive and professional image.
• Make confidentiality ‘non-negotiable’.
• Reflect the insightful behaviour of your Manager and the
Management team.
• Be a role model and mentor.
• Focus on the solutions, not the problems.
• Networking
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Professional Development
Course Institution
Exec PA Suite IPAA (Institute of Public Administration Australia, Queensland)
Management Skills for PA & EA Institute for International Research (ACT,WA,NSW,QLD)
The Indispensable Personal Assistant
University of Adelaide
Moving from PA to EA University of Adelaide
Management Skills for EA Australian Institute of Management
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Role of organisation in nurturing & developing talent
• Be proactive
• Know the organisational structure to identify possible career moves
• 360 feedback
• Career framework
• Seek advice
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The Current Career Model
Age
Stag
e
Exploration
Establishment
Maintenance
Disengagement
Establishment
Maintenance
Disengagement
ExplorationExploration
Achieved
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Career Pathways Self Awareness and
Self AssessmentResearching
Opportunities and Options
Informed Decision Making
Effectively Managing
Career Transitions
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Career Pathway
Taking control of the Career Management process involves making an accurate assessment of your current position, in terms of your:
• Interests
• Skills and abilities
• Values and Career drivers
• Achievements and strengths
An accurate self analysis of “where” you are right now will help you to identify and clarify career goals which are: realistic, time-framed, attractive, measurable, and specific.
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Understanding the Current Market
• Gain awareness of the job market
ANZ Job Ad SeriesThe Hudson Report
• Salary Guides
• Industry movements
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Salary Guide
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Researching Career Options
Networking is a very effective method of researching options, it helps:
• Improve your chances of being considered for opportunities even if you don’t know they exist.
Developing the ability to network is critical in your career management planning.
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Narrowing the Options
Decide internal and external career/occupation options you consider to be most appealing.
These need to be assessed against:
Also consider factors which may work against these options and how these barriers can be overcome.
• Skills, knowledge,experience and background
• Personal values, needs and goals.
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Goal Setting
• We have set them ourselves, ie. we “own” them
• They are realistic and attainable and related to our interests, skills and abilities, career related values and drivers
• We establish them within a timeframe that is realistic and attainable; and
• We are comfortable with the consequences of attaining the goals.
Goals are most likely to be achieved when:
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Developing long term career goals
SMART Goals
S Specific and Stretching
M Measurable
A Attractive
R Realistic
T Time frame
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Steps to achieve career growth
• Take the time to develop your business and commercial acumen
• Mirror the behaviours of leaders within your organisation
• Communicate your goals and timeframes
• Contribute to the organisation
• Grow your network
• Adopt a mentor or coach
• Tertiary qualifications
• Feel the fear
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Questions
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