Administrative Assistant's Update

September 2017

Focuses on the training and development needs of admin professionals and features topics such as hard skills (software competencies, writing, communication, filing) and soft skills (teamwork, time management, leadership).

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SEPTEMBER 2017 P R O F E S S I O N A L D E V E L O P M E N T F O R C A N A D A ' S O F F I C E S U P P O R T S T A F F Administrative Assistant's UPDATE UPDATE PM #40065782 INSIDE The adaptable admin � � � � � � � 2 Managing human interactions, not mechanical tasks Your LinkedIn profile � � � � � � � 3 Keep it current: add courses, certification, achievements A climate for success � � � � � � � 5 In "flat" organization, workers learn, grow, contribute Mail merge tips � � � � � � � � � � � 6 Communicate more efficiently to a large group of recipients By George Pearson AAU Editor As administrative coordinator at Michael Garron Hospital (formerly Toronto East General), Sue Dunn's job is a perfect fit for her personality and professional skills: She works for mul- tiple bosses, collaborates with other admins, volunteers for special projects and takes opportunities to learn new skills. In doing so, the 30-year hospital veteran has earned a reputation as a go-to person. At an Ontario Hospital Association conference for admins this year, Michael Garron senior communications consultant Sharon Navarro publicly bragged about the powerful contribution that Dunn makes to the organization. AAU sat down with Dunn (and two of her bosses) to learn what tools a valued admin professional brings to her organization. For example, when the hospital was installing new software to sup - port physician scheduling, replacing an outmoded manual system, the di- vision head normally responsible for such installations within the hospital became unavailable so Abrahamson recruited Dunn to assist. She learned the system and worked with the physicians, and "re- ally helped get it off the ground and functioning," says Dr. John Abraham- son, the hospital's Chief of Medicine. In a similar way, Dunn immersed herself in social media training when she saw that she could be helpful to another boss, Irene Andress, Chief Nursing Executive. Andress had to learn the social media ropes but her plate already was full of higher-level responsibili- ties, so Dunn decided to lift some of the burden. "When [the trainers] were sitting with Irene and showing Irene how to use it," Dunn says, "I just jumped in and said can I sit here and watch and learn as well to help support her." At Michael Garron Hospital, a "flat" rather than hierarchical organi- zation, Andress says staff are en- Worker, boss goals at odds When Randstad Canada conducted its 2017 survey of top employer brands, the staffing firm found employees seek companies that "encourage work-life balance, long-term job security and a pleasant working environment" while employers focus on financial health, technology and corporate reputation. "With the Canadian gig econ- omy and the battle for talents heating up, it is crucial for employ- ers to close the gap between what employees are seeking and what they offer," say survey authors. Source: branding Continued on page 4 Sue Dunn, Michael Garron Hospital An EA for all seasons: Anticipate needs, take action Sue Dunn © Jennifer Lewington

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