Describe Factors Affecting the Administrative Assistant in the Work Environment Admin Services Outcome 2 © Inspiring Education 2006

2 Learning Outcomes  Changes in Today’s Business Environment. Changes in Today’s Business Environment.  Working Practices in Today’s Business Environment. Working Practices in Today’s Business Environment. Full Time Part Time Flexi-Time Job Share Homeworking Teleworking Hot Desking  Contract Of Employment Contract Of Employment  Different Types of Contracts Different Types of Contracts  Providing a Healthy & Safe Working Environment Providing a Healthy & Safe Working Environment  Security Measures Security Measures  Health & Safety Legislation Health & Safety Legislation © Inspiring Education 2006

3 Today’s Business Environment  The working practices in today’s business environment are in place to ensure that the needs of the employee are met.  As a result there are many different types of working practices which organisations now offer their employees.  The reasons why there has been a dramatic change in working practices are: Changes in technology. Changes in employee’s lifestyles – the return of working mothers for example. Increased competition – organisations have to fight to get the best employees out there. © Inspiring Education 2006

4 Benefits of the new Working Practices to an Organisation  The organisation benefits in many ways by offering their employees a working practice which best suits their needs: There is lower staff turnover therefore the organisation saves money. The employees feel valued therefore are motivated – this results in higher productivity for the organisation. If the employees are happy in their working environment, then they are less likely to take time off work. The organisation builds up an excellent reputation of looking after its employees therefore more and more will want to come and work for the organisation. © Inspiring Education 2006

5 Benefits of the new Working Practices for the Employee  The employee benefits in many ways by receiving a working practice which best suits his/her needs: The balance between work-life and home-life can be better achieved – it is easier to meet the challenges of work as well as commitments at home. The employee will tend not to be as stressed if he/she is working hours suited to his/her needs. The longer an employee stays with an organisation, the more opportunities he/she will receive to build up their skills and knowledge and progress in his/her career. © Inspiring Education 2006

6 Working Practices in Today’s Business Environment  There are a variety of working practices which currently exist in today’s business environment: Full-time Part-time Flexi-Time Job Share Homeworking Teleworking Hot Desking © Inspiring Education 2006 We are now going to discover what each of these working practices actually mean and analyse how they affect both the organisation and the employee.

7 Working Practices - Full Time  This type of working practice means that the employee works a specified number of hours.  Usually, this means that the employee works from 9 am until 5 pm.  In the UK it is reported that employees work the longest average full-time week – a grand total of 41 hours! © Inspiring Education 2006

8 Working Practices - Full Time Effects on the Organisation and the Employee The organisation is able to build a relationship with its employees. Employees are able to develop and grow by taking training courses. The organisation will have a consistent workforce – less likely for there to be a high turnover.  It is expensive to offer employees full time contracts.  If an employee has a long term period of absence, then the organisation will need to hire someone to temporarily fill the position – this is also very expensive. © Inspiring Education 2006 THE ORGANISATIONTHE EMPLOYEE The employee feels a great sense of security and is therefore motivated to do well. The employee is more likely to be offered promotion. The employee is able to develop his/her skills.  The employee is required to work a set amount of hours each week – this can make other commitments (family) very difficult to meet.

9 Working Practices - Part Time  This type of working practice means that the employee works an agreed amount of hours each week.  The employee will agree with his/her Manager what hours are to be worked.  Depending upon the nature of the job, this will determine the hours worked.  Examples of part time hours are: 3 days a week. 5 half days each week. 2 full days and 2 half days. © Inspiring Education 2006

10 Working Practices - Part Time Effects on the Organisation and the Employee The employees who are focussed on their work for a shorter period of time tend to be very productive – the employees are able to give their full commitment and are not as tired of the tasks compared to an employee who works 5 full days a week. Changes in society have resulted in organisations finding it very easy to recruit employees who wish to work this way.  If more and more people are working part time then more money will be required to train the extra staff – very expensive for the organisation.  Also, it could be more difficult for managers to supervise all employees if they are not in full time. © Inspiring Education 2006 THE ORGANISATIONTHE EMPLOYEE The employee is able to get a good balance between work life and home life. The employee will be more focussed working on tasks fewer days of the week therefore will be more motivated in his/her job.  The employee will receive pay lower than if he/she were working a full time job.  Many part time employees feel that they do not have a great status in the organisation – are perhaps devalued by senior management.  Difficult to attend meetings, training courses etc May miss out on opportunities.

11 Working Practices - Flexi Time  Flexi time means that the employee can be FLEXIBLE with his/her working hours.  The employee must work CORE hours – this means that during specific hours (for example 10 am – 12 noon and 2 pm – 4 pm) the employee must be present in the office.  The employee is able to decide when they start and finish as long as they work the minimum number of hours in a week. © Inspiring Education 2006

12 Working Practices - Flexi Time Effects on the Organisation and the Employee It is very easy to supervise the hours each employee is working as a computerised system can log when each employee has signed in and out of the building. The organisation is able to build a reputation of offering flexibility to its employees. Enabling employees to choose their own starting and finishing times reduces the need for them to take time off for appointments – they can now work around their own hours.  Managers have to ensure that when they say it is okay for a member of staff to have a flexi day that there is indeed enough personnel to cover the work for that afternoon or day. © Inspiring Education 2006 THE ORGANISATIONTHE EMPLOYEE The employee will feel more motivated that he/she is in control of their own working hours. The employee will be able to have a balance between work life and other commitments. If the employee has a very demanding schedule and is working longer hours at the beginning of the month, then he/she will be able to build up flexi time so that they can have an afternoon or day off at the end of the month.  Some managers may not agree to flexi time being offered – this could cause resentment.

13 Working Practices - Job Share  This type of working practice means that two people share the duties and responsibilities of one full time job.  The employees will share the same workstation and other resources.  This type of working practice is always carried out on a voluntary basis i.e the employee(s) have requested the arrangement from his/her Line Manager.  The pay and benefits are shared between the two employees.  Often, existing employees who wish to start a family or simply reduce their working hours will request this arrangement so that they can continue their career with more suitable working hours. © Inspiring Education 2006

14 Working Practices - Job Share Effects on the Organisation and the Employee The organisation is able to retain good staff. The employees, having asked for the arrangement, will be highly committed to ensuring it works.  If the employees do not communicate well with one another then important decisions may not be made and the standard of work could diminish.  If one employee is off for a long period of time this would mean that for half the week work was not being completed. © Inspiring Education 2006 THE ORGANISATIONTHE EMPLOYEE The employees would be able to balance work life and home life. The employees would be highly committed to doing a good job.  The employees may not agree who works which half of the week.  There may be an inappropriate handover time whereby important information is not communicated.  There may be duplication of work because responsibilities have not been split properly.  The employee only receives half of the pay and benefits.

15 Working Practices - Homeworking  The advancement in Information Communications Technology has led to a dramatic increase in the number of employees who now work from home.  The organisation equips the employee with all the required resources and the employee carries out his/her daily duties from home.  At times the employee will be required to travel into the office eg. Meetings, interviews, training course etc. © Inspiring Education 2006

16 Working Practices - Teleworking  The advancement in Information Communications Technology has also resulted in more and more teleworkers.  Teleworkers rely heavily on the use of the Internet and other forms of electronic communications such as mobile phones and broadband.  Teleworkers can also work from home however they are more associated to those employees who have to travel a lot in their job.  For example: Senior Executives who oversee a number of different organisations and have to visit on a regular basis for updates and meetings. Sales Representatives who each day travel from one client’s offices to the next. © Inspiring Education 2006

17 Working Practices - Homeworking & Teleworking Effects on the Organisation and the Employee The organisation has to pay less on accommodation – lighting, workstations etc. The employees may prefer to work from home and as a result be more productive.  If there was a fault with the IT then communications would be very difficult with the employee and important tasks may not be completed.  It is very difficult to supervise exactly how well the employee is working. © Inspiring Education 2006 THE ORGANISATIONTHE EMPLOYEE The employee is able to balance work life and home life more easily. The employee may feel more relaxed in his/her home environment and as a result be more productive.  It may be difficult for the employee to receive help to solve a problem if needed straight away.  The employee could feel very isolated and removed from the team ethos in the office.  The employee may miss out on important information regarding meetings.

18 Working Practices - Hot Desking  For those employees who are not based in the office, hot desks are created to enable them to book a workstation when they require to spend time in the office.  The employee is able to use the facilities of a workstation and have access to files and other resources however when finished all the resources must be cleared away so that the desk is available for another employee to use. © Inspiring Education 2006

19 Working Practices - Hot Desking Effects on the Organisation and the Employee The organisation is able to save money on resources as they are being shared by the employees and require less office space. This type of system encourages employees to have a very disciplined approach to ensuring that all files etc are stored away correctly.  There may be a lot of arguments if employees wish to use the hot desks at the same time.  The system could become overbooked resulting in less productivity. © Inspiring Education 2006 THE ORGANISATIONTHE EMPLOYEE The employee is able to use the resources he/she requires by booking a hot-desk. The employee will benefit from being back in the team environment.  The employee may not be able to access a hot desk and waste a whole day.

20 Contract of Employment  So far the discussion has shown the different ways in which people can work.  Attention must now be given to HOW people work.  The first thing a person receives upon starting a job is a CONTRACT OF EMPLOYMENT.  The purpose of a Contract of Employment is a legal agreement between the organisation and the employee stating the rights of the employee and his/her conditions of employment. © Inspiring Education 2006

21 Features of a Contract of Employment  The following will be included in a Contract of Employment: Details of the organisation. Personal details of the employee. The employee’s job title, role and responsibilities. The amount of hours the employee is required to work each week/month. The employee’s salary. The working conditions: details relating to sick leave; holiday entitlements; discipline procedures etc. © Inspiring Education 2006

22 The Different Types of Job Contracts © Inspiring Education 2006 There are a number of contracts which an organisation may offer: TYPES OF CONTRACT PERMANENT This means that the employee has a contract to work with the organisation all the time. There is no end date on the contract. TEMPORARY This means that the employee’s contract can be terminated at any time. This is often given to employees as a trial – if they get on well, a permanent contract may be offered. FULL TIME This means that the employee has a contract to work in the organisation for a specific number of hours. full time hours in the UK averages at 41 hours per week. PART TIME This means that the employee works less than the full time hours. FIXED TERM This means that the employee works for a specific amount of time then leaves the organisation. Very common in seasonal employment eg Christmas workers.

23 Providing a Healthy & Safe Working Environment  It is very important that all employees and visitors to an organisation feel safe at all times.  There are many different pieces of legislation which all organisations must follow to ensure that this is the case at all times.  It is important that the employer ensures that the organisation has a very clear Health & Safety Policy and that all employees are aware of what this is.  Employers must ensure that employees are trained on a regular basis and informed of any changes to the policies immediately. © Inspiring Education 2006

24 A Health & Safety Policy  A Health & Safety Policy will include the following: The organisation’s commitment to Health & Safety. Procedures for dealing with accidents and injuries. Procedures for dealing with fire prevention. Procedures for dealing with training all employees on health & safety issues. © Inspiring Education 2006

25 Security Measures Taken By An Organisation  There is a number of security measures an organisation can take to ensure a secure working environment: Staff sign in and sign out at the Reception to monitor staff movement. Issue all employees and customers with an ID badge which will show they have been given permission to enter the building. Use CCTV in and around the premises. Employ security guards to monitor the Reception area and the surrounding areas of the premises. Ensure that access to computers is controlled by issuing all employees with a unique username, password and log-on. © Inspiring Education 2006

26 Health & Safety Legislation  The following pieces of legislation will now be studied: The Offices, Shops & Railway Premises Act The Health & Safety at Work Act Health & Safety (Display Screen Equipment) Regulations Health & Safety (Display Screen Equipment) Regulations The Health & Safety (First Aid) Regulations Fire Precautions (Places of Work) Regulations © Inspiring Education 2006

27 The Offices, Shops & Railway Premises Act 1963  This Act is designed to ensure that employers comply with the following: A high standard of cleanliness at all times. Appropriate heating, lighting and ventilation for employees to work in. An adequate provision of toilets and cleaning areas. Clean drinking water – many organisations now have water fountains based in each Department so that employees can access it at any time of the day. © Inspiring Education 2006

28 The Health & Safety at Work Act 1974  This Act is designed to ensure that EVERYONE in the organisation is provided with a safe working environment.  The Act outlines the following: The responsibilities of the employer. The responsibilities of the employee. © Inspiring Education 2006

29 Health & Safety at Work Act 1974 – the EMPLOYER’S responsibilities  The employer must ensure that the following are provided in order to comply with legislation: Look after employee’s welfare eg offer free eye tests. Provide protective clothing where necessary. For example, on a building site all employees must wear protective hats and shoes; in a hospital all staff must wear gloves when treating patients. Provide First Aid facilities. It is important that there are First Aiders within the workplace and that all First Aid kits are fully stocked. Keep records of any accidents or incidents which occur. Prepare a Health & Safety policy so that all staff are aware of the organisation's policies and procedures and know what to do in an emergency. © Inspiring Education 2006

30 Health & Safety at Work Act 1974 – the EMPLOYEE’S responsibilities  All employees have responsibilities in ensuring that the legislation is followed at all times. Employees must ensure: That they look after their own health and safety. That they take care of their colleagues’ health & safety. That they report any accidents or faulty pieces of equipment immediately. That they cooperate at all times with their employer to make sure that the workplace is a healthy and safe environment at all times. © Inspiring Education 2006

31 Health & Safety (Display Screen Equipment) Regulations 1992  This Act is designed to ensure that EVERYONE in the organisation is provided with a workstation that meets the needs of the employee and causes no harm.  The Act outlines the following: The responsibilities of the employer. The responsibilities of the employee. © Inspiring Education 2006

32 HASAW (DSE) 1992 – the EMPLOYER’S responsibilities  The employer must ensure that the following steps are taken to make sure that the legislation is being followed: All workstations must meet the minimum requirements eg footrests; brightness control. Employees should be offered free eye tests and glasses if required. Ensure that equipment is safe to use. Enforce breaks – these are essential as employees should not work at the PC constantly. Supply anti-glare screens to prevent headaches. Provide employees with appropriate training. © Inspiring Education 2006

33  All employees of the organisation have responsibilities in ensuring that the legislation is followed at all times. Employees must ensure: That they use equipment properly. That they use adjustable brightness control, colour etc to their individual needs. That they use chairs correctly – chairs will have adjustable back rests. That they use anti-glare screens for the VDUs. HASAW (DSE) 1992 – the EMPLOYEE’S responsibilities © Inspiring Education 2006

34 The Health & Safety (First Aid) Regulations 1981  This Act is designed to ensure that employers have first aid provision within the organisation at all times.  This requires the organisation to ensure the following: That there is an adequate amount of First Aiders on site at any given time. That there are suitable numbers of First Aid Kits available at any time – all kits must be appropriately stocked. That all staff are trained on First Aid procedures:  Who to report the accident to.  Where First Aiders are located.  Emergency Numbers to phone – internally and externally. © Inspiring Education 2006

35 Fire Precautions (Places of Work) Regulations 1995  This Act is designed to ensure that employers have a sound fire prevention procedure set in place to protect all employees and visitors to the organisation.  The following steps should be taken by employers to ensure that the working environment is safe at all times: Have regular checks by the Fire Brigade to assess fire extinguishers and fire drill procedures. Send allocated staff on training courses so that they can become “Marshals” for the organisation – these employees will help co-ordinate the fire procedures. Make sure that all exits are clear at all times. Ensure that there are adequate provisions for disabled people so that they can evacuate safely when required to do so. Train all employees how to look after their working environment and what to do in the case of a fire. © Inspiring Education 2006

36 The Role of the Health & Safety Executive (HSE)  It is important that Health & Safety Legislation is monitored on a regular basis to ensure that people are working in safe working environments at all times.  HSE inspectors have the authority to visit organisations at any time they wish without informing them that they are going to turn up!  If, upon inspection, the HSE is concerned at the organisation’s Health & Safety policies then the following steps can be taken: The organisation may be asked to improve a specific factor eg. Ensuring all exit routes are cleared at all times or to improve their standard of equipment. The organisation would be given a certain period of time to achieve this in. A fine may be given to the employer as a result of breaching the legislation, depending on the severity of the breach of legislation, the employer could be prosecuted and face imprisonment. © Inspiring Education 2006