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).
Issue link: https://digital.hrreporter.com/i/883293
OCTOBER 2017 4 cent of what you're looking for, and train them on the other 20 per cent." Employers may also discover they need to move quickly once they've identified a strong candidate, because candidates are likely to move on other offers after waiting two weeks. "I've been in this business here in Canada for over 20 years, and this probably is the highest demand I've seen," says Hunnam-Jones. "They [candidates] have choices, and if companies don't move quickly, they will lose out." On the technology side, a firm grip on Microsoft Office is still a founda - tion skill for admins, and certification of higher-level preparation, such as Microsoft Office Specialist, is highly desirable, especially for senior posi- tions. So is experience with customer relationship management (CRM) and enterprise resource planning (ERP) applications, as well as some data- base exposure. Social media expertise is asset Social media expertise and experience is in demand. "Virtually all companies now use Facebook, Twitter, LinkedIn and other platforms to monitor industry activity and provide company up- dates to customers," says the Salary Guide, "and many look to their ad- ministrative team to assist with this communication." On the nontechnical side, employ- ers seek candidates with well-devel- oped communication skills "who can quickly and thoroughly assemble, process and share information, both verbally and in writing," the Guide points out. Adaptability ranks high, because change is endemic to today's orga- nization. So do comfort with multi- tasking, attention to detail and a desire to learn. Candidates fluent in both English and French, the Guide says, "may receive multiple job offers." EQ is key ingredient The Guide points to emotional intel- ligence (EQ) as a key ingredient of what a prospective employee brings to the job, valued almost equally by HR managers (95%) and employees (99%). Salary levels cited by the 2018 Sal- ary Guide vary by experience, com- plexity of the job and local market factors. For example, an administra- tive assistant just starting out in Win- nipeg might begin around $27,500 and a highly experienced and skilled senior executive assistant in the same market might command $77,100, ac- cording to Salary Guide figures. In Toronto or Vancouver the salary for a starting administrative assistant might be $31,700; for a highly experi- enced and multi-skilled senior EA the pay level might be $88,900. (For a detailed look at Office- Team's salary figures, download the entire report at https://www.rober- thalf.ca/en/salary-guide/administra- tive) Look at compensation package Individual situations will vary. Also, the Guide salary figures do not include benefits, bonuses/incentives or perks (flex schedules, telecommuting, com- pressed schedule, for example). The most common benefits offered include medical insurance (95%); dental insurance (89%); life insur- ance (88%); vision insurance (81%); accidental death and dismemberment insurance (79%); disability insurance (78%); employee assistance program (65%); reimbursement for tuition/ professional certifications (56%). The most common perks offered: flexible work schedules (62%); regular social events (39%); telecom- muting (34%); onsite gym or access to gym (25%); compressed schedule, such as 4/10 workweek (17%); free or subsidized meals (13%). Temporary placements continue to rise. "For many [employees] it's a way to keep a very flexible lifestyle," says Hunnam-Jones, "and for many it's a re-entrance to a fulltime job, so we see that rising." Opportunities abound for admins Continued from page 1 Handling the "lazy" interview question By Jennifer Lewington When preparing for a job interview, the candidate should be ready for the "lazy" question, advises Katherine Margard, a senior administrative professional with OhioHealth of Columbus, Ohio. For her a lazy question is: "Tell me about your weaknesses." Margard suggests turning the question back to the interviewee to clarify what kind of information is being sought. Another strategy, she says, is for the candidate to identify a past challenge, explain how he/ she corrected it and, in doing so, contributed to the over-all success of the organization. "Part of it [is about] not being passive," she says, of making the most of an interview. "You have to be active and show some energy and per - sonality. Show your competence and confidence."