TNA BASED ON STAFF AND ADMINISTRATION OBSERVATION

Name
Skills
Interpersonal Skills
Conducting Presentations
Running Meetings
Negotiating
Writing
Group Process
Problem Solving
Conflict Management
Interviewing
Team Building
METHODOLOGY
Project Management
Client/Server and Rapid
Application Development
TECHNOLOGY/PROJECT
S
Process Management Tools
Management Change Tools
Project Planning Tools
Estimating Tools
Business/Application
Modeling

Expert

Experience
Competent Experience

None

Reason for choosing the Staff and Administration Field:

I have always been interested in administrative field and the course I am doing is also a lot
about administration and business. I chose this field because we spend a lot of time in the
college and we get to see a lot of administrative going on all day. So rather than choosing a field
we rarely get into had not been a good idea. While performing the analysis, I focused on every
little detail that we usually dont notice but matters a lot. I tried to cover the interpersonal skills
as well as other human resources field to get a clear idea about the present situation and quality
of the organization.

How to fill gaps between knowledge and skills:

Step 1: Identify business goals. Prepare a project plan that lists the current business needs
and strategic objectives of the organization. Identify the procedures and processes in place as
well as the types of personnel required to carry out company functions. Articulate the desired
state.
Step 2: Collect data. Create a skills inventory to list the skills and knowledge to perform each
role in the company. Rate personnel as entry level, master level or expert level. Additionally,
conduct focus groups or create an online survey using a tool such as SurveyMonkey,
Zoomerang or Qualtrics, to gather information. Compare the outcomes of experts with the
outcomes of less experienced personnel to identify the tactics used by skilled professionals.
Step 3: Interpret the data and make recommendations. Prepare a report that lists the missing
skills and knowledge required to complete work successfully. Other typical gaps can involve
project management, sales, technical or customer service skills.
Step 4: Prepare a training plan to address identified skills gaps in the current
environment. Skills gaps commonly occur when a company strategy changes, mergers or
acquisitions result in employees lacking relevant industry skills or training investments get cut
due to budget shortages. After analyzing the gap between the current performance and the
desired performance levels, effective training professionals design, create, deliver and evaluate
interventions that enable employees to develop both professionally and personally to achieve
the desired state. This typically results in improved employee morale, retention and business
performance.

Gathering Feedback:
The best way to gather feedback about someone is to ask their peers. The people who are
around that person most of the time. A boss can also give feedback about a member of team
but not in brief. When we work with someone, we get to know about their positives and
negatives that boss rarely knows about. So a colleague can tell better than anyone else can.

Sources of information:
-

Peers
Boss
Work results
Responsibilities taken till date.

Analysis of information:
When we gather feedback about someone, it always includes some positives and some
negatives. The information gathered comes from various sources so it might be based on some
sincere and some impulsive views too. So it requires a lot of skill to analyze it and obtain the
useful information. So to analyze the information gathered, we should set some parameters first
on based on which we can perform the assessment. We have information gathered from
sources which is based on their experiences and the information gathered about the
performance of the person. We will assess both information differently without one being
affected by the other.

Except the information gathered above, we can also perform skills testing and gather the results
from that testing. We can also set benchmarks and see if the person can achieve that which
tells us a lot about his/her potential and ability.

SKILLS ANALYSIS
Skill Assessed

Description

Technically
strong

This skills
assess the
technical area of
a persons work
that whether the
person is
technically
strong or not.
Considers the
impact of
something
before it
happens and
makes the
necessary
preparations and
changes needed.
Ability to
influence others
to translate
vision into action.
If the person can
take a lead on
something or
not.
Whether the
person can work
comfortably in a
team without
putting others in
un comfort.
Assess if the
person can work
under pressure
or not.

Positive

Vision

Influence

Leadership skill

Team player

Work pressure

Result
Negative

Codes of Conduct:
1.
2.
3.
4.
5.

We will not do anything that is unethical and not in the favor of company.
Anything beneficial but not fair will not be considered.
Safety of employees and company is very important and will be taken care of.
Loyalty is primary and will not be compromised for anything.
Company resources will not be misused and wasted for any personal use.

Key Performance Indicators:

1. Clients: The more number of clients indicate more good performance. More the number
of clients a company is able to fetch, the better the performance.
2. Feedback: positive feed back also indicates better performance.
3. Cross functional team analysis: This analysis can give a very clear idea about the
performance of the company.
OHS Requirements:
Occupational health and Safety requirements are below:
1.
2.
3.
4.
5.

Make sure the workplace is safer by staying alert.

If you come across any hazard, let others know so they are not hurt.
There should not be any misconduct that might lead to any harm or injury to any person.
All the equipment and first aid should be there in case needed.
Every person should be aware of the safety procedures.
Negotiated agreement with the individual:

The agreement with the individual may contain following:

1. Awards/NES conditions: n employee should not agree to a term in an individual
agreement that seeks to exclude or modify NES or award conditions without first
obtaining advice (see "National Employment Standards", above). A term contained in
a common law employmentcontract that purports to exclude or remove NES or award
conditions is not effective unless expressly authorised by a section of the FW Act. It is,
however, recommended that advice be sought.
2. Penalty rates: Some consideration should be given to an additional loading if
the hours worked are outside ordinary business hours.
3. Over time rates: Where overtime may be required to be worked, the rate or
rates of pay applicable to the overtime hours should be specified.

4. Salary review: Another aspect that should not be overlooked is some form of
salary or wage review, unless it is agreed that the salary should be fixed for
the term of the agreement. A scale of pay based on, for example, years of
service, experience or acquired qualifications could be inserted in an
agreement or award to avoid the need for variation.
5. Accident make up pay:Changes to the workers compensation system
(WorkCover) have substantially reduced the benefits payable to the majority
of injured workers. Consideration should therefore be given to agreement on
make-up pay in the event that the employee is injured and placed on
WorkCover. "Make-up pay" is an amount making up all or some of the
difference between the WorkCover payment and the normal time earnings.
6. Allowances: It is not uncommon for an employee to incur expenses in the course of their
employment, and under the old award system these expenses would be compensated
for by way of an allowance.
7. Grounds for instant dismissal: Many employers seek to include in the contract a catalogue
of events as "misconduct" warranting dismissal. That approach is generally not beneficial
either to the employer, who may miss something off the list, or to the employee, who
may be intimidated or resentful.At common law (see Glossary for a definition of this term),
an employer may dismiss an employee without notice or wages in lieu of notice where the
conduct of the employee is serious and justifies summary dismissal.
8. Employer policy: An increasingly common term in individual agreements is one that
expresses a term of the agreement as subject to the employer's policies. For example,
"[the employee] will be paid an overtime allowance of $ subject to [the employer's]
policy".

Performance Standards:
There are different performance standards for every duty.
Performance Standards for a Receptionist

Greet customers
opens office promptly at 8:00 a.m.
consistently conveys friendly, helpful, professional manner
provides accurate information
demonstrates a customer service orientation
secures back-up for times of absences from desk
Answers phone
answers with a friendly greeting
speaks clearly and distinctly
uses all functions of phone (hold, transfer, etc.) in knowledgeable and customer friendly
manner
takes messages accurately and completely
Distributes incoming and prepares outgoing mail
sorts and date stamps incoming mail
distributes to individual mailboxes in timely fashion
logs in packages and notifies recipients
prepares FEDEX and UPS documentation correctly
takes outgoing mail to mail room in time for pick-up times
forwards mail as needed
Maintains files
keeps files in organized fashion so that materials are easily located
refiles material within 1/2 day of return
checks out files as requested, using proper forms and "file locator tabs"
Duplicates materials
accurately duplicates materials within 4 hours of receipt or as requested
collates and staples materials to assure professional appearance
notifies staff of completed orders
maintains machine, resolves problems and contacts service personnel as needed

Performance Standards for Administrative Secretary:

Oversees clerical support functions:

work priorities are clearly established and followed
manages the performance of the support staff by providing a motivational environment,
correcting poor performance and acknowledging good performance
Composes correspondence:

composition is professional, grammatically correct, clear and logical and reflects the tone
and philosophy of the department
correspondence is timely and has a customer friendly orientation
Develops and maintains complex files and databases:
files and databases are accurate and updated on a regular basis
trains others in use and interpretation of databases
assures back-up in maintaining files and databases
Makes travel arrangements and completes travel documents:
all arrangements are made in a timely manner
assures that all travel stays within the travel budget with exceptions cleared by the Chair
monitors to assure accuracy in documents
responsible for determining all extenuating circumstances and resolving problems

Team Competencies:
Accountability & Dependability
Definition
Takes personal responsibility for the quality and timeliness of work, and achieves results with little
oversight.

Performance Statement Examples

Shows up to work on time, and follows instructions, policies, and procedures. Meets productivity
standards, deadlines, and work schedules.

Stays focused on tasks in spite of distractions and interruptions.

Makes the best use of available time and resources.

Balances quality of work with meeting deadlines.

Does not make excuses for errors or problems; acknowledges and corrects mistakes.

Does not diffuse blame for not meeting expectations; faces up to problems with people quickly and
directly.

Adaptability & Flexibility

Definition
Adapts to changing business needs, conditions, and work responsibilities.

Performance Statement Examples

Responds positively to change, embracing and using new practices or values to accomplish goals
and solve problems.

Adapts approach, goals, and methods to achieve solutions and results in dynamic situations.

Copes well and helps others deal with the ongoing demands of change; sees and shows others the
benefits of change.

Recovers quickly from setbacks, and finds alternative ways to reach goals or targets.

Manages change in a way that reduces the concern experienced by others. Clarifies priorities when
leading change.

Advocating Causes
Definition
Influences others to act in support of ideas, programs, or causes.

Performance Statement Examples

Actively promotes and solicits support for a program or cause. Builds credibility as a representative by
demonstrating personal commitment and sharing information.

Using knowledge of audience views and interests, chooses and employs diverse methods, tools, and
resources to educate and build enthusiasm in potential partners and supporters.

Ensures others grasp the purpose and benefits of the program or cause. Tailors messages to specific
audiences to develop interest and endorsement.

Displays passion for the cause, and sparks that same passion in others.

Analysis/Reasoning
Definition
Examines data to grasp issues, draw conclusions, and solve problems.

Performance Statement Examples

Identifies key facts in a range of data. Notices when data appear wrong or incomplete, or need
verification. Distinguishes information that is not pertinent to a decision or solution.

Breaks down complex information into component parts. Sorts and groups data, and applies causal
relationships. Sees underlying principles, patterns, or themes in an array of related information.

Applies logic and complex layers of rules to analyze and categorize complicated information. Sees
relationships between information in varied forms and from varied sources.

Goes beyond analyzing factual information to develop a conceptual understanding of the meaning of
a range of information. Integrates diverse themes and lines of reasoning to create new insights or
levels of understanding for the issue at hand. Thinks in terms of generalized models rather than
concrete details.

Attention to Detail
Definition
Diligently attends to details and pursues quality in accomplishing tasks.

Performance Statement Examples

Performs tasks with care; is thorough. Makes few if any errors.

Checks work to ensure accuracy and completeness.

Compares observations or finished work to what is expected to find inconsistencies.

Remains aware and takes care of details that are easy to overlook or dismiss as insignificant.

Business Alignment
Definition
Aligns the direction, products, services, and performance of a business line with the rest of the
organization.

Performance Statement Examples

Seeks to understand other programs in the department, including their services, deliverables, and
measures.

Integrates executive direction into every decision and consultation.

Advocates for and positively represents other programs and services when working with customers
and stakeholders.

Coaching & Mentoring

Definition
Enables co-workers to grow and succeed through feedback, instruction, and encouragement.

Performance Statement Examples

Coaches others regardless of performance level. Shares specialized approaches and skills that will
increase capabilities.

Helps others identify key goals and use their talents to achieve those goals. Sees others potential
and strengths, and works to build on them.

Takes time to observe behaviors that contribute to or detract from others success. Highlights
performance strengths and weaknesses by giving factual, specific, non-judgmental feedback.

Builds relationships with teammates so that coaching efforts are received in a positive, developmental
manner. Takes steps to learn the work interests and career goals of teammates.

Actively supports others stretching beyond their comfort levels and trying new techniques that may
enhance success. Coaches for incremental, one-step-at-a-time improvements, offering praise and
recognition as each step forward is made.

Encourages repeating and building upon areas of strength, and dissects areas that may be improved.
Suggests methods and gives examples that provide a roadmap to improved performance.

Models success behaviors, a high performance work ethic, and constant self-improvement.

Creative & Innovative Thinking

Definition
Develops fresh ideas that provide solutions to all types of workplace challenges.

Performance Statement Examples

Sees old problems in new ways and has novel approaches to solving those problems.

Contributes original and resourceful ideas in brainstorming sessions.

Connects seemingly unrelated ideas, events, and circumstances to find global solutions to individual
problems.

Sees opportunities for creative problem solving while staying within the parameters of good practice.
Generates unique but workable and useful solutions to difficult problems.

Thinks in terms of desired outcomes, not just reactive, quick solutions. Finds ways to turn the ideal
into reality. Experiments with new ideas, methodologies, and procedures.

Visualizes potential problems and solutions without needing tangible, real-life examples. Can
discuss and project the aspects and impacts of issues and decisions.

Customer Focus
Definition
Builds and maintains customer satisfaction with the products and services offered by the organization.

Performance Statement Examples

Can describe customers business and expectations. Shows interest in, anticipates, and responds
timely to customer needs.

Focuses on the customers business results, rather than own. Goes beyond basic service
expectations to help customers implement complete solutions.

Delivers products and services when and where the customer needs them. Explores options when
unable to deliver a requested product or service, and pursues solutions until the customer is satisfied.

Provides to customers status reports and progress updates. Seeks customer feedback and ensures
needs have been fully met.

Seeks ways to improve service delivery. Assesses the organization and its services from the
customers point of view. Emphasizes a team approach to providing great customer service.

Recognizes adverse customer reactions and develops better alternatives.

Team Roles and Responsibilities: