Personal assistant duties and responsibilities pdf
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Consequently, many EA roles could more accurately be categorised as PA roles. Personal Assistants should fully understand the scope of the Personal Assistant duties they are expected to deliver, as well as the attributes they should possess.
Personal Assistant job description
As technology has transformed the workplace and organizations have downsized, companies have sharply reduced the ranks of administrative assistants.
But many firms have gone too far. In their zeal for cutting administrative expenses, numerous organizations now count on highly paid middle and upper managers to arrange their own travel, file expense reports, and schedule meetings.
But as a management practice, that approach rarely makes economic sense. Generally speaking, work should be delegated to the lowest-cost employee who can do it well. Yet while companies seem to have embraced that logic by outsourcing work to vendors or to operations abroad, they ignore it back at headquarters.
In this article, Duncan, a longtime recruiter of C-suite executive assistants, argues that a good assistant is a crucial productivity booster for a busy executive—one that offers a solid ROI if he or she is deployed correctly. Among the most striking details of the corporate era depicted in the AMC series Mad Men , along with constant smoking and mid-day drinking, is the army of secretaries who populate Sterling Cooper, the s ad agency featured in the show.
The secretary of those days has gone the way of the carbon copy and been replaced by the executive assistant, now typically reserved for senior management.
Technologies like e-mail, voice mail, mobile devices, and online calendars have allowed managers at all levels to operate with a greater degree of self-sufficiency. At the same time, companies have faced enormous pressure to cut costs, reduce head count, and flatten organizational structures.
As a result, the numbers of assistants at lower corporate levels have dwindled in most corporations. At very senior levels, the return on investment from a skilled assistant can be substantial. In reality, good assistants save their bosses much more than that.
They ensure that meetings begin on time with prep material delivered in advance. They optimize travel schedules and enable remote decision making, keeping projects on track. In their zeal to cut administrative expenses, many companies have gone too far, leaving countless highly paid middle and upper managers to arrange their own travel, file expense reports, and schedule meetings. But as a management practice, the structure rarely makes economic sense. Although companies have embraced this logic by outsourcing work to vendors or to operations abroad, back at headquarters they ignore it, forcing top talent to misuse their time.
Granting middle managers access to an assistant—or shared resources—can give a quick boost to productivity even at lean, well-run companies. Firms should also think about the broader developmental benefits of providing assistants for up-and-coming managers. The real payoff may come when the manager arrives in a job a few levels up better prepared and habitually more productive.
An experienced assistant can be particularly helpful if the manager is a new hire. The assistant becomes a crucial on-boarding resource, helping the manager read and understand the organizational culture, guiding him or her through its different and difficult personalities, and serving as a sounding board during the crucial acclimation. Two critical factors determine how well a manager utilizes an assistant.
The most effective executives think deeply about the pieces of their workload that can be taken on—or restructured to be partially taken on—by the assistant. Triaging and drafting replies to e-mails is a central task for virtually all assistants. Some executives have assistants listen in on phone calls in order to organize and follow up on action items.
Executives can help empower their assistants by making it clear to the organization that the assistant has real authority. Not every executive is well-suited for this type of delegating. Younger managers in particular have grown up with technology that encourages self-sufficiency.
These managers should think of assistants as strategic assets and realize that part of their job is managing the relationship to get the highest possible return. Great assistants proactively look for ways to improve their skills. When I was the assistant to Pete Peterson, the former U.
Today I see executive assistants learning new languages and technologies to improve their performance working for global corporations. In my work, I frequently encounter world-class executive assistants. She manages teams. She leads meetings. Roger says that he runs many decisions past Loretta before he weighs in.
Another example is Noreen Denihan, whom I placed over 13 years ago as the executive assistant to Donald J. According to Don, Noreen fills an informal leadership role, has an unparalleled ability to read complex settings, and can recognize and respond to challenging people and circumstances.
Compared with managers in other countries, those in the United States do a better job of delegating important work to their assistants—and of treating them as a real part of the management team. Outside the United States, educational requirements for assistants are less intensive, salaries are lower, and the role is more typically described as personal assistant. Can the executive trust and delegate, or does he micromanage?
Do assistants like working for her, or does she have a history of many assistants leaving quickly or being fired? Hiring the right assistant can be a challenge.
Expert assistants understand the unspoken needs and characteristics of the people with whom they work. They have high levels of emotional intelligence: They respond to subtle cues and react with situational appropriateness.
A good assistant quickly learns what an executive needs, what his or her strengths and weaknesses are, what might trigger anger or stress, and how to best accommodate his or her personal style. The most common missteps an assistant makes are misreading the corporate culture, failing to build bridges with other assistants, failing to ask enough questions about tasks, agreeing to take on too much work, and speaking to external parties without authorization.
Bosses usually contribute to these deteriorating relationships by not being open in their communications or not being clear about expectations. Simply put, the best executive assistants are indispensable. Executive assistants give companies and managers a human face. After years of cutting back, companies can boost productivity by arming more managers with assistants.
After years of cutting back, companies can boost productivity by arming more managers with this kind of help—and executives who are fortunate enough to have a skilled assistant can benefit by finding ways to delegate higher-level work to him or her. Executive—assistant relationships are business partnerships: Strong ones are win-wins between smart people. You have 1 free article s left this month. You are reading your last free article for this month.
Subscribe for unlimited access. Create an account to read 2 more. The Case for Executive Assistants. Why would you pay managers big salaries and then ask them to make their own hotel reservations? Reprint: RE As technology has transformed the workplace and organizations have downsized, companies have sharply reduced the ranks of administrative assistants. Artwork: Xavier Veilhan , Man on the Phone , , painted polyester resin, A version of this article appeared in the May issue of Harvard Business Review.
Read more on Productivity or related topics Human resource management and Delegation. Melba J. Partner Center.
Behind every manager or company director, you'll find an organised, efficient personal assistant. Discover what this varied and dynamic career has to offer. As a personal assistant PA you'll work closely with senior managerial or directorial staff to provide administrative support, usually on a one-to-one basis. You'll help a manager to make the best use of their time by dealing with secretarial and administrative tasks. PAs need extensive knowledge of the organisation in which they work. You'll need to know who key personnel are, both external and internal, and understand the organisation's aims and objectives. Managers often rely heavily on their PA, trusting that work will be handled efficiently in their absence.
Your job description is the first touchpoint between your company and your new hire. With millions of people searching for jobs on Indeed each month, a great job description can help you attract the most qualified candidates to your open position. To get you started, here are some tips for creating an effective job description. Are you a job seeker? Find Jobs. A Personal Assistant supports an individual in their daily professional or personal life so that they may focus on high-level tasks.
Personal Assistant job description
Post now on job boards. We are looking for a responsible Personal Assistant to provide personalized secretarial and administrative support in a well-organized and timely manner. Start a free Workable trial and post your ad on the most popular job boards today.
As technology has transformed the workplace and organizations have downsized, companies have sharply reduced the ranks of administrative assistants. But many firms have gone too far. In their zeal for cutting administrative expenses, numerous organizations now count on highly paid middle and upper managers to arrange their own travel, file expense reports, and schedule meetings. But as a management practice, that approach rarely makes economic sense.
What does a personal assistant do? Typical employers Qualifications and training Key skills. Unlike an administrator who tends to look after a team, a personal assistant PA typically carries out administrative work on behalf of one individual.