Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

The 21st Century Administrative Professional


Published on

The 21st Century Administrative Professional by Penny O’Reilly, NSW Practice Manager, Hudson Human Resource Consulting

Published in: Business
  • Login to see the comments

  • Be the first to like this

The 21st Century Administrative Professional

  1. 1. The 21st Century Administrative Professional Penny O’Reilly
  2. 2. 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
  3. 3. 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
  4. 4. 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
  5. 5. 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
  6. 6. Traditional EA Role Past Communication Organisation and Time Management Flexibility Technical Skills Confidentiality
  7. 7. Present EA Role Presen t Interpersonal Skills Organisation and Time Management Drive, Flexibility & Adaptability Technical Skills Confidentiality Human Relations & Cultural Diversity Business & Financial Overview & Vision/Foresight Project Management
  8. 8. Evaluating your current skills Technical Skills Non-Technical Skills MS Office suite Emotional intelligence In-house systems Intuition Typing Flexibility Minute taking Adaptability
  9. 9. 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
  10. 10. 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
  11. 11. Emotional Intelligence Five Basic Emotional and Social Competencies: • Self Awareness • Self Regulation • Motivation • Empathy • Social Skills
  12. 12. 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
  13. 13. Self Regulation Definition: The ability to control or direct disruptive impulses and moods Hallmarks: • Trustworthiness and integrity • Comfort with ambiguity • Openness to change • Innovation
  14. 14. 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
  15. 15. 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
  16. 16. 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
  17. 17. 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
  18. 18. 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
  19. 19. 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
  20. 20. Role of organisation in nurturing & developing talent • Be proactive • Know the organisational structure to identify possible career moves • 360 feedback • Career framework • Seek advice
  21. 21. The Current Career Model Age Stage Exploration Maintenance Establishment Disengagement Achieved Maintenance Establishment Disengagement Exploration Exploration
  22. 22. Career Pathways Self Awareness and Self Assessment Researching Opportunities and Options Informed Decision Making Effectively Managing Career Transitions
  23. 23. 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.
  24. 24. Understanding the Current Market • Gain awareness of the job market ANZ Job Ad Series The Hudson Report • Salary Guides • Industry movements
  25. 25. Salary Guide
  26. 26. 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.
  27. 27. Narrowing the Options Decide internal and external career/occupation options you consider to be most appealing. These need to be assessed against: • Skills, knowledge,experience and background • Personal values, needs and goals. Also consider factors which may work against these options and how these barriers can be overcome.
  28. 28. Goal Setting Goals are most likely to be achieved when: • 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.
  29. 29. Developing long term career goals SMART Goals S Specific and Stretching M Measurable A Attractive R Realistic T Time frame
  30. 30. 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
  31. 31. Questions