Palestra: Transforming Information Into Understanding

Candy Daniels
CPS, International President, 2000-2001
International Association of Administrative Professionals

It is getting more difficult for the traditional workplace to function effectively in a global, networked economy. Familiar job functions are being consolidated or eliminated by changing technologies. The Internet and other forms of communication are creating "virtual corporations" without high-rise buildings and executive offices. Workers have the option of "telework," to manage projects, complete tasks, and meet deadlines while operating off-site from a desktop computer. The "death of distance" means that independent contractors can work in different time zones from their employers and perform "distributed work" - 24 hours a day, seven days a week, connected by satellite, cable, and cyberspace.

Think of how work used to be. In the mid-80s, the use of fax machines was just becoming widespread as they replaced telex machines in America and abroad. Businesses that relied on computers had them connected to an enormous mainframe kept in a carefully guarded climate-controlled room. Secretaries typed letters on IBM Selectrics and important messages were hand-delivered by messengers.

Fifteen years later, even home offices are equipped with computers and faxes. Typewriters are relics. Business documents are zapped almost instantaneously from office to office and country to country via modem. Personal couriers have largely been replaced by FedEx and other courier companies that "absolutely, positively' guarantee delivery overnight. And many of us rely on cell phones to make it across town. Does all this replace face-to-face meetings? No. Most of us still prefer building relationship over lunch or in a conference room. But we should expect to see a dramatic increase in the amount of business communication that is conducted virtually, whether in intranet conference rooms or online chat rooms or via cellphones.

What else is coming? How will information be transferred? Here is what authors Ira Matathia and Marian Salzman predict in their book, Next: Trends For The Near Future.

Across North America and Europe, more and more companies are creating intranets, internal company networks based on the same technology as the global Internet. Cordoned off from public Internet by software programs known as "firewalls," intranets allow employees access while blocking unauthorized users. They allow for e-mail and data access from networked computers. Eli Lilly, a pharmaceutical giant, has linked approximately 16,000 workers, almost two-thirds of the company's staff. At Ford Motor Company, an intranet linked design centers in Asia, Europe, and the U.S. to produce the Taurus automobile. A recent survey showed that 72% of American executives were either planning or building intranet sites to connect workers and information.

Telecommuting, or homeworking as it is sometimes called, is becoming more common in the U.S. and adopted in Europe. One study showed that 51% of North American companies now permit employees to work from home all or part of the time, with that number expected to rise to 74% shortly. Teleworkers may work as freelancers or consultants for a local company or as employees for companies on the other side of the globe. Some 37 million American households (38% of the total) contain at least one person doing income-generating work at home. The fastest-growing segment of the telecommuting population (about 8.4 million strong) is individuals employed by corporations who work at home full or part time. AT&T, a major telecommunications company, estimates that it has saved $550 million since beginning the program in 1991; IBM is saving $100 million per year in its North American operations alone. And what do the workers say? Eighty-seven percent of the IBM telecommuters said their productivity and effectiveness had increased dramatically.

Hot desking (having fewer desks than workers) for staff other than secretaries and executives is another trend. Companies were discovering that employees were using their cubicles only 30% of the day. And with the high cost of office space, it makes sense to consolidate space where possible. A variation, hotelling, requires that an office concierge (most likely a admin) assigns desks on an as-needed basis. For most workdays, an employee's workspace consists of a state-of-the-art computer equipped with voice mail and remote access to computers and telephones housesed in a central location, but not a private office or cubicle. It's all about connectivity. Ernst & Young, a large accounting-consulting firm, began hotelling in its New York and Chicago offices and cut its physical plant by 25%. This was so successful, they predict it will save $40 million annually when all its offices are reconfigured.

Another sign of change is the use of flexibility in the workplace. One method is flex time, where employees are committed to working a certain number of hours each day or week, and be present during certain core times when everyone is on the job. Workers can come in early and leave early, come in late and leave late, or expand the work day to 10-14 hours (for a compressed work week), all while maintaining a certain number of hours per week. This is helpful to parents who want to accommodate their children's schedules. Job sharing is another alternative where two people, each working one-half the usual number of hours per week, work one job by varying their times in the office. This arrangement works well for young mothers, retirees who want limited work, and students completing their education. According to the U.S. Bureau of Labor Statistics, about 22% of professionals, managers, and administrative staff in North America have the option of varying their hours.

And of course, with cellular phones and laptop computers, executives can work anytime, anyplace. There is a growing population called, "road warriors." These are business travelers who spend more time on the road than in the office. They have the flexibility to go where the business takes them, literally packing their office in a briefcase. The same technology allows admins to be reached anytime, anyplace, in the office, at home, or in-between with cell phones, routed/forwarded phone calls, computer e-mail and faxes, and pagers. NetworkMCI has a "one number world" where a single phone number will "follow and find" subscribers wherever they are.as well as allow a computer to get faxes, e-mail by routing. Microsoft's Bill Gates is formulating a plan to launch a 288 low-earth-orbit satellite that would provide Internet access to any location on earth by 2002. Soon, there will be specially designed telephones with a video screen and keyboard to allow for a modified face-to-face meeting. Today, almost anything is possible.

Also on the drawing board, is the use of the Internet for making and receiving phone calls. Rates would be cheaper than traditional phone lines since they are exempt from fees that long distance carriers must pay for access to local networks where all calls originate and end. It's predicted that companies could cut their phone bills by 35% through Internet Protocol (IP) technology.

Does it feel like you may be more tied to your computer? Then listen to this.

Whereas 90% of the world's telecommunications are voice, digital transmission of data in the form of e-mail, fax, computer telephony and e-commerce will dominate in years to come. Newsweek magazine reported that industry reports show that voice calls will account for less than 10% of all telecommunications traffic by 2002.

Toll-free numbers will continue to grow at a rapid rate. They have grown from seven million in 1967 to 20 billion last year.

The U.S. Postal Service is now offering official time and date postmarks so users can send certified and registered letters via e-mail.

UPS, the world's largest package distribution company, offers online document delivery via UPS Document Exchange. For critical or confidential documents, UPS Online Dossier uses encryption, digital certificates (to verify identify of sender and recipient), and third-party validation. UPS Online Courier may be used for less sensitive documents. It uses passwords and encryption. Both offer tracking and confirmation of receipt.

Online universities will allow for continuing education from almost any educational institution in the world. Courses can be specialized and brought into corporations. Individuals can learn at their own pace and. Companies can keep employees abreast of the latest business developments without having them leave their desks.

For job hunters, resumes will be electronically sent, delivered, screened, and reviewed online. Interviews will be conducted by individuals or committees without the candidates ever leaving their homes. Work teams may talk online and complete projects without ever meeting in person. Computers will automatically pay bills and order supplies. Working parents may tune into a day-care center Web site to watch their children in action and be reassured they are getting quality care. Meals can be started from the office by punching in a digital code on the computer. Light can be turned on at home and temperatures controlled by remote electronic devices.

So what does this all mean for administrative professionals?

 The way that admins gather, format, and release information is drastically changing. It requires more technical skill and end-user knowledge as to how the information will be used.

 Secretaries must continue to upgrade their digital skills. We must have a working knowledge of various kinds of electronic equipment and be able to troubleshoot glitches. We must be thoroughly versed in the advantages and disadvantages of all communication vehicles and be aware of security issues for confidential document delivery.

 The use of multilingualism is becoming increasingly important, as well as developing finesse in dealing with different cultures and ways of doing business in all parts of the world. I must commend Brazilian secretaries - they are way ahead of their North American counterparts in this area. (Candy - say "congratulations" in Portuguese.)

 Office coordinators must increase their professionalism by learning to write to diverse audiences at many organizational levels and communicate across many modalities (such as e-mail, video-conferencing, and telephone, to name a few).

 Admins must assume more responsibility in the office as managers, executives, and other staff work from their homes, hotels, off-site facilities, or while in transit. Electronic scheduling, of people, facilities, meetings, and equipment, will be added chores in the future.

 Mastering multi-tasking and project management will be included in the expanded role of admins. We must coordinate on-site and off. We will be responsible for holding people accountable and deadlines on track. Whereas secretaries have always needed good people skills before, now we need supervisory, training, and delegation skills as well.

 Secretaries must be more in charge of their own time, make more independent decisions, and understand the full scope of operations within their organizations. We will become stand-in managers and therefore, must hone managerial skills like negotiation, calculated risk taking, providing service recovery, and utilizing other skills that used to be in taught only to executive teams.

Secretaries have moved from paper organizers, to technology masters, to information coordinators, to knowledge managers.all within a short period of time. And, as we're finding that information is one of our most important commodities, we're also finding that administrative professionals are in a unique position to interrelate information, produce it in understandable ways, and disseminate it worldwide. It's a challenge, but then, administrative professionals are known for their ability to rise and meet any challenge offered to them.

 

 

 

Panel: Secretary: Why Lose The Identity?

Candy Daniels CPS, International President, 2000-2001 International Association of Administrative Professionals

When Professional Secretaries International (PSI) decided to change its name in 1998, there were many factors that were considered.

 Surveys indicated that the majority of our members no longer held the title "Secretary" in the workplace. Instead, titles such as "Administrative Assistant," "Executive Assistant," "Coordinator," or "Office Manager" were more common.

 When "Secretary" was used, it was most often as a descriptor, to produce titles like

"Junior/Senior Secretary," "Executive Secretary," "Secretary I, II, III." Companies were creating career paths to distinguish increasing skill levels for secretaries. "Secretary" was becoming the entry-level title with enhancement terms added as one moved up the career ladder.

 Companies were not consistently using the same terms for the same job functions. What a person called "Secretary" did in one company might be very different from the things someone else did in another company, even though they both had the same job title. Salaries were also not comparable. The ranges were large and seemed more related to years on the job, rather than titles or education per se. There was no standard for the profession.

 Members who had advanced and no longer held the title "Secretary," were really our success stories, but often they left our association as they moved up. They found that their managers would no longer support their membership in a "secretarial organization."

 Business educators were finding that students were adverse to the title "Secretary." For them, it had a negative stereotype of someone who only does typing and filing, and routine, menial, low-pay work. They perceived that "Secretary" was a dead-end job, not a professional career. They would not enroll in programs with "Secretary" in their descriptions and publishers were eliminating the term from textbooks. Teachers found that even when the exact same courses were offered, but the program name was changed, more students would enroll in the program without "Secretary" in its description. The programs that were the best received were "Computer Technology," "Office Administration," and "Office Management."

 With advanced technology, secretaries could perform more functions, in less time. So, companies began to assign more principles to support staff and fewer managers each had their own personal secretary. Titles like "Human Resource Secretary" and "Accounting Assistant" came into being to explain that these individuals served many people within a department or an area, even though they might be reporting to one.

 Computers also made it possible for managers to take on new responsibilities. They could now write, spell check, print, and post their own letters and memos. E-mails could be received and sent directly by desktop, bypassing the secretary. They could prepare drafts, design prototypes, and create their own electronic files. The managers could now do work that was once performed by the secretary.

 Secretaries now had the equipment they needed and were free to take on managerial tasks, like managing projects, preparing spreadsheets, creating databases, and conducting research on the Internet. A phrase that has often been used to explain this phenomena is, "There was a professionalization of the clerical staff and a clericalization of the professional staff." - a true role reversal. And maybe for the first time, managers began to understand all the complexities of the secretarial role.now that they were expected to perform them.

 Changes within the workplace were rapidly taking place as a result of computers creating a new, highly competitive, global marketplace. No longer were time and distance barriers to doing business. A new standard of time came into being - cyber time versus real time. As a result, innovative workers carved unique positions within corporations to meet these evolving needs. "Web Masters," "Information Managers," "Knowledge Coordinators," "Desktop Publishers," and "Telecommuter Supervisors" all became new jobs for the future. Along with increased technical skills being required, the salaries rose even further.

PSI shared all of this information with its members. Articles were written, workshops were held, and information packets were distributed. Many members didn't want to see the term "secretary" dropped from our name. They were proud to be secretaries (although many of them no longer held that title) and felt most comfortable with something that was familiar. Others felt that as an association, we should change our name, to reflect changing times. But no one could agree on the ideal, the perfect name. At first, we kept the name Professional Secretaries International, but added the tagline, The Association for Administrative Professionals. Later, we decided on the name the International Association of Administrative Professionals (IAAP) and dropped PSI.

This new name avoided using any specific job title (such as "Secretary") as part of our formal name and rather referred to "secretaries" as a class of workers in support positions. It also allowed us to expand our membership base to include all office workers, so that receptionists, clerical supervisors, secretarial trainers, business teachers, and other individuals interested in the administrative field could utilize our services and products. As a result, we began to serve new markets and our membership numbers started to rise.

Another advantage of using a broader term to define the secretarial population is that in these days when Internet searches are common, a broader term will cull more hits than a narrower term. And, since Internet searches are possible for individuals throughout the world, it also takes into consideration all the various titles of this group, no matter what any one individual country or industry might use.

Should secretaries or secretarial associations change their names? Not just for the sake of change. But if a change brings more prestige, higher-level duties, an increased salary, opportunities for advancement, more job satisfaction, and reflects what is really going on in companies today, then why not?

Administrative professionals have become the information hubs in the modern office. We hold a multi-faceted position that requires skills in organization, interpersonal communication, computer applications, negotiation, and time management. New responsibilities include online research, Web maintenance, computer training of office staff (including managers), and supervision of other staff, including, but not limited to clerical workers and temps. We're doing more desktop publishing, graphic design, and preparing more spreadsheets. Executives are asking us to develop paper and electronic presentations using PowerPoint and sometimes, even to make the presentations ourselves. We're working more on teams and often being called upon to be the team facilitator. We don't just take the minutes at meetings, but are being asked to participate and share our ideas. We outsource more functions and monitor the results. We purchase - mostly online - and oversee maintenance contracts for office equipment. We evaluate, recommend, and are oftentimes responsible for the installation of new phone systems, computer networks, and even relocating entire corporate offices.

How do we do all this? How can we assume all these new jobs required of us? It takes personal talent, the right attitude, and a love of learning. The administrative professionals can no longer enter the profession with a limited education. But rather, he or she needs to develop proficiency in many areas and then continue to learn on the job.

After all - we're here for the profession. And as the profession changes, so must we. We need to keep up with the times and adapt to the future. No matter what we call ourselves, our pride in the profession will never diminish. We'll continually be handed challenges. And with organizations like IAAP and FENASSEC, we'll continue to meet them.

 

 

Panel: The Importance Of Syndicates, Class Entities, (Associations) In The Socialization Of Knowledge

Candy Daniels CPS, International President, 2000-2001 International Association of Administrative Professionals

For so long, the business world did not appreciate the unique knowledge, skills, and abilities that administrative professionals brought to the workplace. We were seen as a perk, a benefit given to management, to do any and all jobs they would assign. In many companies, our function was to serve as hostesses to office visitors, type letters that were dictated to us word-by-word, keep areas free of loose papers, and produce organized files upon demand. We were appendages for the executives. Our jobs were totally dependent upon their jobs and what they felt comfortable delegating to us.

One problem was that managers were never taught how to work with a secretary. They may have taken courses in accounting, supervising, and manufacturing production, but no one ever told them how to work with an assistant. They had no idea what capable, well-trained secretaries could do. So, they tended to relegate the job of secretary to what they thought the person should be doing, had the skills to do, or what they didn't want to do. Oftentimes, this meant that they kept the challenging job aspects and assigned more mundane tasks to their assistants.

But technology changed all that. It allowed us to showcase our skills and assume real responsibilities. It forced managers to see the world through a new window - that of the integrated computer network in Microsoft Windows. It made companies realize that information is not a commodity to hoard and ration to a select few according to their titles. It took information access out of the hands of people at the top and made it available to everyone in the company. It taught all employees that information is a constantly renewable resource that ought to be shared. It proved that shared information empowers all workers to use their creativity and fully function as part of a productive work team.

Technology has given us many new terms. And along with these terms comes a whole new way of thinking and working that was unimagined in the past. What image do you see when you hear the words "network" or "virtual" or "e-commerce" or "Web presence?" Today when we hear those words, we see brand new systems that allow us to do our work in entirely new ways. Files aren't necessarily paper, many of them aren't kept in steel cabinets. They can be sent instantaneously without being in a stamped envelope. They can be catalogued under multiple labels. Our sense of work changed from a one-dimensional view to a four-dimensional view if we count "time" as an element. In order to use technology to its fullest, we've had to expand our thinking to include additional dimensions - of space, time, and possibility - and may be able to add more in the future.

Office work went from an authority-driven hierarchy to cooperative teams to collaborative business partners. And most of us have experienced all of these cultural changes in the last ten years. It has been proven time and time again, companies that are successful are the ones that use the brainpower of all of their employees and all their alliances, not just a select few.

The Internet has changed forever the way we do business. We can't operate alone anymore. We're part of an international economy and a rapidly developing international free market. Because of technology, corporations, customers, clients, suppliers, and even co-workers can be thousands of miles apart, yet still transact business. We have the ability to network and communicate across distance and time.

The value of professional associations and syndicates lies in their collective knowledge and ability to create the future. Rather than each group trying to reinvent the same things and making countless mistakes to solve problems, secretarial groups, like the ones that have assembled here today, can discuss problems, share solutions, and coordinate efforts - in face-to-face meetings, via e-mail, or through the Web. By joining forces and having a common voice, we can enhance the image of the administrative profession and effect changes we never could have done alone. Together we are stronger, more powerful, and

can effect broader changes.

At the last Secretarial Summit this past year held in New Zealand, members of sister associations from countries all over the world met and talked about common issues and concerns. It didn't seem to matter whether the association was in the Far East, North or South America, or on the European continent. Shared concerns were: membership recruitment and retention; keeping pace with technology; encouraging young men and women to enter the profession with all the skills they need; continuing education and training for current members. It was agreed that there are many things that can be done by associating with each other.

IAAP has offered its Web site as a gathering place for all administrative associations to share information, meeting invitations, and ask for help with problems they are experiencing. It has opened a new door for all syndicates to communicate and learn from each other. There is a television advertisement slogan that keeps coming into my mind - and it seems perfect for this moment - "The world isn't getting smaller, our thinking has just expanded." And so it has.

Businesses are being told to embrace their competitors and forge new relationships where they can join forces and both come out ahead. This is the same kind of thinking I feel strongly that associations should have. We have a lot to learn from each other and a lot of support to give. We all have the same goals -- to enhance the administrative profession and to provide the leadership and work skills that our members need to excel in the office environment.

As we enter the 21st century, there is much we can do to enhance the presence of professional associations like ours. But there is even more we can do if we forge a relationship and work together as allied associations.

1. We can interact with real people in the profession. We can meet and talk and plan without geographical boundaries. We can explore what is happening in business and how we can cooperatively prepare our members to proactively respond to the new demands placed upon them.

2. We can sharpen our skills by jointly foreseeing the future of the profession and steering our educational programs to meet the new challenges.

3. We can collaborate. In this vast information age, we can learn from each other and grow our associations because of our affiliations.

4. We can keep up with new international laws, regulations, and issues as the world becomes increasingly borderless. We can make use of cyberspace to facilitate business and assist our employers. We can network and create ties from one country to another.

5. We can share industry trends. Brazilian secretaries have for many years now worked for international corporations and thrived in an environment of acquisitions, mergers, and change. U.S. secretaries are, more and more, becoming used to international business. We can learn from you. In turn, we can share research conducted by IAAP or technological information gained from trial and error on the job. The point is - we have much to learn from each other!

6. We can promote professional certification. This is a way to verify our skills to managers and other professionals. We can show the world that it is truly one profession - with its own unique knowledge and skills - just as complex and demanding as any other profession.

7. We can emphasize our status by joining forces. Together we speak in a louder voice and get more attention than if we speak alone.

8. We can save time and money by coalescing efforts. By demonstrating teamwork in action, we can affect more results.

9. We can attract the support of big business. By showing corporations that secretaries can communicate and establish international relationships, we are also showing them that we are powerful and have clout.

10. We can begin to prepare for the future. By better understanding where the administrative profession is heading and what skills we need for the journey, we can support each other to make the administrative profession stronger, better recognized, equably compensated, and appreciated for the value-added talents we bring to the workplace.

IAAP has already pledged its support to this effort of international communication. I encourage you to do the same and let's take the administrative profession through the 21st century to higher standards and loftier goals. After all, have you ever known a secretary who didn't get what she put her mind to?