Exec sec april 2011 presentation

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The document discusses the role of personal assistants and multi-tasking. It notes that multi-tasking is a key part of a personal assistant's work and that women are generally better at multi-tasking than men. However, the complexity of the multi-tasking required of a personal assistant makes it a challenging role that requires a range of skills. The Association of Personal Assistants aims to elevate the role of personal assistant to a recognized profession.

Dr. Gareth Osborne Director General The Association of Personal Assistants

Multi-tasking Every PAs stock-in-trade ©

Definitions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Wikipedia Source: Wikipedia

Women are better at Multi-tasking ,[object Object],Men are better at tasks requiring a single focus Prof. Keith Laws

APA Membership by Gender & Age 7% 93% 68% are 21-35

But multi-tasking of what complexity? Personal – one’s own Assistant - person who contributes to the fulfilment of a task or need and the furtherance of an effort or purpose

But multi-tasking of what complexity? Role of a PA – to assist the Director in the achievement of his/her strategic goals Role of a Director – to design, develop and implement the Strategic Plan for the Company or Department in the most effective and time efficient manner and in line with budget

My PA needs to know what I need to know Therefore it is a complex, multi-skilled, multi-disciplined and fast-paced role demanding someone who has an abundance of common sense and the professional determination to deliver.

The Role of APA Passionate about PAs To elevate the status of ‘Personal Assistant’ to that of a recognised profession Chartered Institute of Personnel & Development

The Role of APA PA as a career PA as a profession in Personal Assistance & Degree

Great examples ,[object Object],[object Object],6% of shares in lieu of pay rise 31 years 30 years

CEOs of the Top 5,000 UK Businesses asked ,[object Object],[object Object],[object Object],32% Laura Richardson FAPA DipPA Hays & The Times ‘PA of the Year’ 2010/11

APA Membership by Region APA is the largest PA professional body in Europe (and possibly the world)

How do you view your overall remuneration package - taking all elements into consideration? © APA – Annual PA Salary Survey 2011

How satisfied are you with your basic salary? Where 10 is Very Satisfied and 1 is Very Dissatisfied © APA – Annual PA Salary Survey 2011

Please define any Bonus (beyond your basic salary) that you have received in the last 12 months © APA – Annual PA Salary Survey 2011

What other benefits do you receive as part of your remuneration package? © APA – Annual PA Salary Survey 2011

How would you describe your overall job satisfaction - taking all elements into consideration? © APA – Annual PA Salary Survey 2011

I would welcome more responsibility © APA – Annual PA Salary Survey 2011

I have the capacity to undertake more demanding tasks © APA – Annual PA Salary Survey 2011

Salaries UK Average PA Salary (inc London) Position Salary Range Low High Executive Personal Assistant £ 27,200 £ 38,400 Personal Assistant £ 22,800 £ 32,000 Junior Personal Assistant £ 19,100 £ 25,800 UK London Average Position Salary Range Low High Executive Personal Assistant £ 31,500 £ 47,500 Personal Assistant £ 27,100 £ 38,000 Junior Personal Assistant £ 24,800 £ 27,200 UK South (inc Wales) Position Salary Range Low High Executive Personal Assistant £ 24,300 £ 33,200 Personal Assistant £ 21,400 £ 28,200 Junior Personal Assistant £ 17,600 £ 24,700 North (incl NI & Scotland) Position Salary Range Low High Executive Personal Assistant £ 24,300 £ 35,100 Personal Assistant £ 19,500 £ 28,400 Junior Personal Assistant £ 15,200 £ 23,000

Tele2 held a Capital Markets Day to discuss driving performance. They analyzed their workforce demographics and strong culture as measured by employee surveys. Tele2 uses performance processes focusing on leadership, management, and recognition to improve business results. They outlined their performance and compensation approach including base salary, short-term incentives based on annual metrics like EBITDA, and long-term share-based incentives measured over three years on metrics like TSR. Going forward, Tele2 aims to provide the best deals for customers, be a great place to work for employees, and have the best TSR within their peer group.

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SSE is working to create a more diverse and inclusive workforce. The company recognizes that a diverse leadership team leads to better business performance. SSE's diversity and inclusion program includes initiatives like recruiting from diverse pools of candidates, mentoring programs, and flexible work policies. The company is also reviewing its work-life balance policies and employee benefits based on employee feedback to make sure they meet current needs.

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Management consulting firm UMT provides enterprise-level analytical consulting services through long-term engagements. They help clients assess and optimize their project portfolios to deliver value in an efficient manner. UMT has experienced rapid growth since 1989 through innovation and a strong relationship with Microsoft. They have a global presence but focus on regional clients, and emphasize team cohesion and strategic focus to create sustainable advantages for clients.

RIWC_PARA_A037 National Grid and Employability

Marco Muscroft

This newsletter from Hinckley provides information about National Grid and their EmployAbility program. National Grid is a regulated energy company in the UK and US, serving over 10 million gas and 3.4-3.6 million electricity customers. Their EmployAbility program provides supported internships for young people aged 17-25 with special educational needs or disabilities to help them gain skills, confidence, and paid employment. The program partners with schools and government to fund job coaches who place interns at company sites. Benefits to companies include inspiration from overcoming challenges, community engagement, and staff development with little resource needs. An alumni of the program, Taurai Horton, shares his experience progressing from an internship

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Responsible Project Management webinar

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APM Webinar held on 28 April 2021. Organised by the Thames Valley Branch. Speakers: Dr Nigel L Williams Dr Karen Thompson Project managers have begun to embrace the concept that they have a responsibility beyond financial value creation for a narrow group of shareholders. This webinar was held on 28 April 2021. Responsible project management (PM) seeks to encourage project managers (PMs) to create multiple forms of value for stakeholders (human, social and environmental) in addition to financial value. Responsible PMs take ownership for delivery of these types of value and ensure that they enact them in their daily practice in an ethical manner. In this way, Responsible PM is differentiated from corporate social responsibility which is focused on organisational level representations and processes of enacting societal and community responsibility. In this session, we discussed the agency of PMs (what is our role and scope of action), the nature of responsibility managed (when should we act?), the extent of PM responsibility (to whom are we responsible/where are we responsible) and activities (what practices can we adopt that deliver our idea of responsibility). https://www.apm.org.uk/news/responsible-project-management-webinar-1/ https://youtu.be/ZMt8hJAsg50

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This document provides an agenda and overview of the Hays/APA Breakfast Seminar. The agenda includes introductions from Geoff Sims of Hays PA & Secretarial, 2010 PA of the Year Laura Richardson, and Dr. Gareth Osborne, Director General of the Association of Personal Assistants (APA). The overview describes APA as the professional body for 650,000 PAs and champions professional standards, training, and qualifications. It presents the benefits of APA membership as elevating the status of PAs, providing knowledge, qualifications, and a network to enhance careers. Membership offers services, training, representation and information to support PAs as a career and profession.

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The document discusses social media use and preferences. It begins by stating the author's favorite social network, Facebook, because it is easy to use, widely adopted, and allows keeping in touch with people through photos, status updates, and applications. The author provides dos and don'ts for Facebook use, identifying behaviors like tagging photos and keeping people updated as dos, while over-updating status and unwanted game invites or notifications as don'ts. The author identifies as more of a "lurker" and "editor" on social media than a "creator." While privacy is diminished on social media, the author argues users join knowing this. Twitter is liked for its brevity and trending topics but lacks the author's friends,

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The document summarizes the key findings of the Sixth Annual Australian Interim Management Survey conducted by Watermark Search International. Some of the main findings include: - Interim managers are finding work within a shorter time period compared to previous years. There are also more interim managers currently working on assignments. - There has been notable growth in interim roles related to business transformation and opportunities in the government sector. - The majority of interim managers are in the 50-59 age group, though the 60+ group is increasing. Most interim managers are male. - Interim managers typically work at general manager, C-suite or board director levels, and most commonly in operations, finance, project management and IT functions.

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This document discusses employee engagement and provides tools and strategies for engagement. It contains the following key points: 1. Engagement matters for both individuals and organizations, leading to higher well-being, productivity, and financial performance. Disengaged employees cost the UK economy billions each year. 2. There are four key enablers of engagement: having a clear strategic narrative, engaging managers who treat employees well and develop them, two-way communication between employees and leadership, and ensuring employees help shape organizational strategy. 3. True engagement involves employees being integral to developing and delivering business strategy, not just transactional activities like surveys. Transformational engagement unleashes more of employees' potential.

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M&A success & failures research

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VSC Growth conducted research on mergers and acquisitions (M&As) success rates and integration methods over 30 years. They reviewed over 70 papers from global researchers. The research found that approximately 70% of M&As fail to achieve expectations, with more than half destroying value. However, applying the right approaches can improve the likelihood of success. VSC Growth will present a practical framework for successful M&As based on their research and experience in a follow up presentation.

Funding for Innovation in Manufacturing, Materials & Engineering

Invest Northern Ireland

Knowledge Transfer Partnerships (KTPs) allow businesses to partner with academic institutions to employ recent graduates to work on innovative projects. Through KTPs, businesses gain access to academic expertise and employ graduates to deliver strategically important products or processes. The graduates gain work experience developing skills to accelerate their careers. Academic partners transfer knowledge to embed new capabilities in businesses. KTPs have operated in the UK for over 40 years and have supported over 700 partnerships, making Northern Ireland consistently the top performing UK region.

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State of Small Business Britain conference 2016 presentation.

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Goldman Sachs is committed to supporting small businesses and economic growth through its 10,000 Small Businesses initiative. This initiative provides practical business education, support services, and access to capital for small business owners in the UK and US. The program aims to help small businesses create jobs and economic growth. It is delivered through academic partners and includes workshops, business advising, networking opportunities, and a community of alumni business owners. Participants develop a business growth plan and the program has proven successful, with graduates growing revenue faster and creating more jobs than similar small businesses. The document provides details on the program components, eligibility, and impact.

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The webinar discussed pay-for-performance alignment in board leadership. It highlighted that while pay-for-performance is ubiquitous, defining performance and ensuring the right amount of pay is given for the right level of performance remains challenging. Different stakeholders view performance differently based on measures, standards and timeframes used. The webinar also showed that long-term incentive payouts are greatest for top performing companies based on a UK CEO value index, and that just 10% of FTSE 350 companies achieved high value-added ratios. Compensation committees were advised to focus on disclosing why certain performance measures are used and ensuring incentive programs support business strategy.

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Exec sec april 2011 presentation

1. Dr. Gareth Osborne Director General The Association of Personal Assistants

5. APA Membership by Gender & Age 7% 93% 68% are 21-35

6. But multi-tasking of what complexity? Personal – one’s own Assistant - person who contributes to the fulfilment of a task or need and the furtherance of an effort or purpose

7. But multi-tasking of what complexity? Role of a PA – to assist the Director in the achievement of his/her strategic goals Role of a Director – to design, develop and implement the Strategic Plan for the Company or Department in the most effective and time efficient manner and in line with budget

8. The Need

9. My PA needs to know what I need to know Therefore it is a complex, multi-skilled, multi-disciplined and fast-paced role demanding someone who has an abundance of common sense and the professional determination to deliver.

10. The Role of APA Passionate about PAs To elevate the status of ‘Personal Assistant’ to that of a recognised profession Chartered Institute of Personnel & Development

11. The Role of APA PA as a career PA as a profession in Personal Assistance & Degree

12.

13.

14.

15. The Headlines First public airing

16. APA Membership by Region APA is the largest PA professional body in Europe (and possibly the world)

17. How do you view your overall remuneration package - taking all elements into consideration? © APA – Annual PA Salary Survey 2011

18. How satisfied are you with your basic salary? Where 10 is Very Satisfied and 1 is Very Dissatisfied © APA – Annual PA Salary Survey 2011

19. Please define any Bonus (beyond your basic salary) that you have received in the last 12 months © APA – Annual PA Salary Survey 2011

21. How would you describe your overall job satisfaction - taking all elements into consideration? © APA – Annual PA Salary Survey 2011

24. Salaries UK Average PA Salary (inc London) Position Salary Range Low High Executive Personal Assistant £ 27,200 £ 38,400 Personal Assistant £ 22,800 £ 32,000 Junior Personal Assistant £ 19,100 £ 25,800 UK London Average Position Salary Range Low High Executive Personal Assistant £ 31,500 £ 47,500 Personal Assistant £ 27,100 £ 38,000 Junior Personal Assistant £ 24,800 £ 27,200 UK South (inc Wales) Position Salary Range Low High Executive Personal Assistant £ 24,300 £ 33,200 Personal Assistant £ 21,400 £ 28,200 Junior Personal Assistant £ 17,600 £ 24,700 North (incl NI & Scotland) Position Salary Range Low High Executive Personal Assistant £ 24,300 £ 35,100 Personal Assistant £ 19,500 £ 28,400 Junior Personal Assistant £ 15,200 £ 23,000

25. Thank you

Exec sec april 2011 presentation

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