Administration – Intermediate II OUTCOME 2 Describe factors affecting the administrative assistant in the work environment

Administration – Intermediate II

OUTCOME 2

Describe factors affecting the administrative assistant in the

work environment


Working PracticesFlexible Working Practices take place in most

organisations. This has led to a move away from the normal 9 am – 5 pm 5 days a week. A wider range of working practices are now available eg:

Full Time Part Time

Flexi-Time

Homeworking Teleworking

Hot Desking


Full-Time

• Employees are required to work a set number of hours per day – commonly 9 am – 5 pm, five days per week

• The average full-time week in the UK is 41 hours, the longest in Europe

This is NOT a flexible Working Practice!

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Part-time

• Part-time working refers to weekly basic hours that are less than full-time

• The number of hours worked will depend on the nature of the job and will be agreed by employer and employee.

• Examples of part-time hours:

3 full days per week 5 half days per week

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Part-time• Part-time hours commonly cover peak periods

eg

• First thing in the morning for covering the mail

• Lunch time

• Part-time employees are entitled to the same wage rates, working conditions and benefits received by full-time employees

• However, they receive these benefits on a pro-rata basis ie in relation to the number of hours worked eg

• If a part-time employee only works half a week they will receive half the wages.


Often large, modern businesses operate flexitime

This allows employees to start early or work late to build up hours which they can take at a later date

Flexi-Time

All employees must work between certain time(s) each day

This is known as Core Time

Most staff appreciate the advantages of flexitime

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May be a cost saving as overtime may not be needed

Business premises may need to be open longer therefore costs, such as electricity, may be higher

Specific staff may not always be able to deal with tasks

Controls, such as timesheets must be carefully monitored

Cost

Time

Flexi-Time


Employees feel trusted resulting in high staff morale

As employees choose what hours they work they may work more efficiently

Employees working longer hours must take longer breaks and be aware of guidelines if using ICT equipment

Flexi-Time – Benefits to Employee


Job-sharing is a voluntary arrangement in which one full-time job is shared between 2 (or sometimes more) employees, each working on a part-time basis

Job-Sharing

The pay and benefits will be shared between each employee in proportion to the hours each works

Offering job-sharing is a way of recruiting or retaining an employee who otherwise would not be able to work for the organisation eg due to family commitments

Job-sharers may work split days, split weeks, alternate weeks or their hours may overlap


Involves using ICT to carry out tasks away from the office

Workers need a computer connected to a modem

Allows files to be sent electronically

Allows workers to live further away

Homeworking/Teleworking

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Staff must be willing to homework

Employees may need technical assistance

Employees may feel isolated

Any ICT equipment must meet health and safety requirements

Issues affecting Homeworking/Teleworking


Employees need equipment

Equipment must be maintained

Employees must be trained to use the equipment and softwareEmployees need time to be trained and gain new skills

Employees need to be able to do the work within the required timescale

Cost

Time

Homeworking/Teleworking


To allow flexibility, companies may have computers and desks available

These are not allocated to any specific employee

Allows staff to use these when needed

Must be booked in advance

Hot Desking

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Initial cost of equipment and furnishing

Savings may be made as equipment is shared

Employees must be trained to use new equipment

Equipment must be maintained and technical support provided

Cost

Access to shared equipment may cause time delays

Time

Hot Desking Management Issues


Staffing levels can be set to handle busy periods

More satisfied and motivated workforce should lead to:

Increased job performance and productivity

Lower staff turnover

Lower absenteeism

Ability to attract wider range of applicants to the job

Benefits to the Employer

Flexible Working Practices


Helps to improve work-life balance – employees can manage their work as well as meet family responsibilities and personal interests

Leads to more satisfied and motivated employees

Reduction in stress created from having to cope with personal and work commitments

Employees should benefit from improved skills and experience, as a result of being able to remain with the same organisation longer

Benefits to the Employee

Flexible Working Practices


Contracts of EmploymentThe Employment Rights Act 1996 requires that

employers give employees, who are employed for one month or more, a written statement of their terms and conditions of employment and their rights as employees.

This Contract of Employment should be issued within 2 months of the employee starting work.

Temporary Permanent

Fixed-Term

Full-time Part-time

Types of Contract


Types of ContractTemporary

Permanent

Fixed-Term

Full-time

Part-time

A temporary contract is one that does not last indefinitely but the date at which the employment ends is not stated.

A permanent contract is one that does not have an end date – it is a safe, secure job.

This is similar to a temporary contract, however the difference is that an end date will be stated.

If you are employed for, on average, 41 hours per week, you have a full-time contract.

If an employee is employed for less than the full-time hours, they are said to have a part-time contract.Back to Questions


Types of ContractBenefits to the Organisation

• Short-term contracts can be used to employ staff only when they are needed eg Post Office employee additional staff at Christmas

• Organisations can buy in specialist staff for short-term projects without having to retrain/re-skill existing staff

• Organisations can retain workers whose personal circumstances have changed (new mothers) rather than lose the knowledge and skill of these experienced staff

• Savings can be made in terms of occupying building space

• Working methods will suit employees lifestyles better which will lead to better morale, motivation and productivity.


Types of Contract

Effects for the employee:

• Greater choice and flexibility to suit changing needs and lifestyle

• However, there is the question of job security if contracts are increasingly of a temporary or fixed-term nature

• There are serious implications for pensions and even the ability to get a mortgage if you do not have a guaranteed salary each month.


SECURITY

To protect and reassure staff

• The extent of an organisation’s security arrangements will depend on the type of organisation, its size and the nature of its activities.

• Security measures should be taken for various reasons:

To prevent theft of stock and equipment

To maintain confidentiality of information

The organisation will need to implement security measures for the entry and movement of staff, visitors and access to information


Staff Entry and Movement

Intercom and/or security doors

• To ensure that only authorised personnel have access to the premises an organisation can use a combination of the following methods:

Identification passes – which may contain an electronic strip which needs to be swiped for entry

Careful handling and issue of keys

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Visitors

Visitors should report to reception

• To ensure that only genuine visitors enter the premises an organisation can use a combination of the following methods:

The reception should be located at the main entrance and constantly staffed

Visitor passes should be issued and displayed

Visitors should not be left unsupervised

The receptionist should ensure that all visitors leave the building and that passes are returned


Access to Information and Technology

Passwords – these should not be obvious and should be changed regularly

• In accordance with the Data Protection Act an organisation should use a combination of the following methods to ensure the security of information:

Read-only files – some files can be read but not amended

Virus screening software to ensure that files are not lost

Lock rooms, filing cabinets and computers

Confidential documents should be discarded appropriatelyBack to Questions


General Security Measures• Other security measures that can be taken to protect

staff, equipment and information include:

Keeping a register of serial numbers of computers and the use of ultra-violet markers to identify equipment

The use of CCTV

The use of specialist security firms

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Health and Safety Legislation

• All employees must be given training on health and safety issues as part of their induction training.

• Under the Health and Safety at Work Act 1974, an organisation with 5 or more employees must have a written health and safety policy.

• This policy should clearly set out what is required by the employer and employee with regards to health and safety and show that the organisation tries in every way to reduce accidents and ill health within the workplace

• All employees should read, understand and follow the health and safety policy


Current Legislation

Health and Safety (First Aid) Regulations 1981

Health & Safety (Display Screen Equipment) Regulations 1992

Fire Precautions (Places at Work) Regulations 1995

Offices, Shops & Railway Premises Act 1963

Health and Safety at Work Act 1974


Cleanliness

Offices, Shops & Railway Premises Act 1963

The purpose of this Act is to ensure that employers provide minimum health and safety standards including:

Prevention of

OvercrowdingSanitary

Conveniences

Heating, Lighting and Ventilation

Drinking Water

Fire Precautions


Minimum temperature of 60˚F

Windows must open or suitable ventilation eg fans etc

There must be toilets available

They must be kept clean

Well-maintained

Hot and cold water, soap and towels must be available

Drinking water

Toilet facilities

Temperature

Health and Safety at Work Act 1974This Act outlines the responsibilities of both employers and employees. Key points include:

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PremisesFloors and corridors must be kept clean, level and unbroken

First aid box must be provided

Trained first-aiders must be available

Adequate seating must be provided

Seating


First Aid


Space/Storage

Adequate space for each person

Storage space for work/outdoor clothing for each worker

Natural light or adequate artificial light

Lighting



Employers’ responsibilitiesTo make sure that the workplace is

safe

To control dust, fumes and noise levels

To look after employees’ welfare eg Health checks

To provide, free of charge, protective clothing and equipment

To provide first aid facilities

To keep records of accidents and injuries

To prepare a Health and Safety policy


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Employees’ responsibilitiesTo take care of their own

health and safety

To take care of other peoples’ health and safety

To work with the employer to maintain health and safety, eg attending training courses


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Employers must provide enough first aid qualified people for their business (one for every 50-100 employees is recommended in an office)

The Health and Safety Executive must approve any first aid training and qualifications

Health and Safety (First Aid) Regulations 1981

These regulations were introduced to ensure that employers provide first-aid equipment, facilities and staff in the event of an accident or incident.

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Employers should:

Assess fire risks in the workplace

Check fire detection times and warning systems

Check evacuation routes

Provide reasonable fire-fighting equipment

Check employee knowledge of fire procedures

Check and maintain fire-safety equipment

Fire Precautions (Places of Work) Regulations 1995

These regulations ensure that employers take reasonable steps to protect employees in the event of a fire.


Employers must:Make sure that workstations and equipment meet minimum requirements

Make sure that employees have built-in breaks or changes of activity

Train employees in health and safety

Check that equipment is safe

Provide eyesight tests and glasses if needed for VDU work

Provide information about Display Screen Equipment Regulations

Health and Safety (Display Screen Equipment) Regulations 1981

This legislation was introduced to ensure employers provide comfortable working conditions for computer users.

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Questions

Answer the following questions on the worksheet provided.

Use the forward arrow to take you to the first question.

Use the help button to take you to the required slide.


Question 1

Full time working is not considered a flexible working practice. Explain what is meant by full-time.


Question 2

Flexible working practices take place in most organisations.

Describe what is meant by:

A Part-time

B Flexi-time


Question 3

Flexible working practices form part of routine business practice.

Describe what is meant by:

A Homeworking/Teleworking

B Hot-desking


Question 4

Describe 2 types of Contract of Employment.


Question 5

Describe 2 measures an organisation could put in place to ensure the security of staff.


Question 6

Describe 2 measures an organisation could put in place to ensure the security of its property.


Question 7

Describe 2 measures an organisation could put in place to ensure the security of its information.


Question 8

Give 2 examples of how current legislation relating to health and safety helps to protect employees.


Question 9

Current legislation states the responsibilities of the employer and the employee in relation to health and safety in the workplace. Give one example of such a responsibility for each of the following:

The Employee

The Employer


Question 10

Employees who operate VDUs are protected by current legislation. Outline two features of this legislation.

Documents

Administration – Intermediate II OUTCOME 2 Describe factors affecting the administrative assistant in the work environment