Who should attend
Executive PAs, Executive Assistants, Senior Personal Secretaries, Personal Assistants, Senior Administrators and Office Managers.
About the course
Competence is all about being able to do a job well and showing potential to grow and develop within the business. Organizations, which have competency frameworks need to make the best use of their Processes, otherwise people may find that although their performance is being managed against one set of criteria they are managed and developed by some different set of criteria.
The critical competencies for administrators and secretaries will change over time and with each different job but a core element of competencies are generic to any administrative position.
The course is highly participative and full study notes will be given for the delegates to refer to later.
By the end of the program, participants will be able to:
- Describe the critical competencies of an administrator and secretary.
- Define how these are defined and how to develop them.
- Use the competency requirements in a way that could be used in development.
- Design an internal framework based on competencies which will keep the competencies up to date.
- Search for and Recognize competencies in the development process.
- Structure an assessment and development centre based on competence to test the competencies identified.
- How to use these competencies in various business processes.
Introduction and administration
- Introducing the program
- Personal objectives and expectations
- Agreement of program outcome
The competency based approach
- What actually do we mean by a competency?
- The 'rational' competency based approach
- The competency process
- The creative competencies
- Theories of competency
- What are competencies and the approach is needed
The competency based approach
- How do we define a secretary and an administrator?
- What do they do?
- How do they do it?
Defining a competency
- Process definition
- Competency analysis
- Competency clusters
- How do these relate to the job?
- How do they relate to the person?
- Generating alternatives
- Examples of competencies
- Links to the department plan
- Links to the Business culture
- Links to the HRD and HRM systems
- Framing your competency framework for development purposes
The development of competencies
- Competent people
- Selecting competencies
- Bias, stereotyping and gender issues
Designing an assessment and development centre
- How to select or create competency based assessments
- Identifying development potential
- Identifying, recording and judging evidence of competency through exercises
What are the critical competencies?
- Using real live models we look at, analyze and discuss the real competencies and competency clusters of a successful administrator and secretary.
- Planning the next moves to implement competency based development
- Review of program
A variety of methodologies will be used during the course that includes:
- (30%) Based on Case Studies
- (30%) Techniques
- (30%) Role Play
- (10%) Concepts
- Pre-test and Post-test
- Variety of Learning Methods
- Case Studies and Self Questionaires
- Group Work
Videos and materials
Read more about Human Capital Management
Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
We are happy to help you find a suitable online alternative.