Category Archives: Partnerships

On being an Administrative Professional

It is clear that the secretary/clerical function has become more professional in recent years and has made work more interesting, allowing staff to have their own outcomes.  However, with this, a few unpleasant side issues have arisen.  Work place stress has occurred; resources don’t always match the increase in student numbers.  There is increased stress, increased expectations, unrealistic deadlines, lunch breaks are often forgone to play catch up, there are more demanding students, a perceived lack of promotion opportunities, and email has made work become urgent and insistent, and most of all, unseen to others.

When discussing the value of those involved in secretarial/clerical and administrative work, it is interesting to note that in the States and other countries, a nationwide event called “Administrative Professionals Day” is observed annually to recognise the work of secretaries, administrators, receptionists and other administrative support professionals. Originating in 1952 (and originally called National Secretary’s Day), it seems worthy to report that a secretary is still the top job for women in the States – this was true in 1950 and was still true in 2010.  The trend shows no sign of abating.

Job titles have evolved over time for a variety of reasons. Some companies have infused creativity into their job titles as a way to elevate otherwise generic-sounding positions. Others have doled out inventive titles in lieu of promotions or pay raises. Common practice these days is for companies to steer clear of gender-specific job titles, or ones that have politically incorrect undertones, to avoid any chance of discrimination and to show that gender is irrelevant to the performance of the job.  Order a sandwich at Subway, and you’ll be assisted by one of their “sandwich artists.”  When perusing the Apple store for a computer or iPad, be sure to ask a “genius” for help.

Within modern day HE establishments, equality issues enjoy high visibility but sadly, historical stereotypes do still prevail in relation to clerical and administrative positions – e.g. sexism, professional snobbery and intellectual elitism.  Furthermore, the government looks at gender disparity among academics yet the secretary/clerical/administrative workers sits alongside the likes of technicians, domestic staff and a whole tranche of university staff who can sometimes be overlooked.

So there you go – call us secretaries, clerical workers, assistants, administrative officers – whatever.  We can do it all.  Whatever you call us, we, as higher education administrative professionals, will keep the offices running, whilst technology and budgets and corporatisation continually shape and influence our roles.   Remember too, we are more likely to be of the female variety.  It doesn’t mean that we aren’t capable of doing anything else – it just means we’re better at it – perhaps better at the more detail oriented stuff, which is a necessity in our line of work with students paying hefty fees for a quality service and experience.

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What makes us ‘professional’ university administrators?

Professionalism is something you see, hear and experience and is comprised of a set of behaviours.  A professional always aims to give the best they can.

As university administrators, we seek to maintain high professional standards.  We could do an “acceptable” job – but we always try to do an “exceptional” job.

But have we ever stopped to consider what makes us professional?  We asked this question to our colleagues in the Professional Administration Centre in the School of Engineering and Digital Arts and came up with several ideas as follows:  Our approach to service – we put our customers and users first (students & academic colleagues).  We are qualified (graduates or with graduate level professional qualifications).  We have numerous competences and skills and are good at what we do.  We strive for greater performance and for continued professional development and we belong to the professional organisation for University administrators (AUA), who provide us with a toolkit and resources to help improve our professional behaviours and deal with the ever changing complexities of Higher Education.

Students use our services, as administration staff,  as their first port of call. The blurring of lines between professional services staff and teaching staff has meant that in recent years, we have taken on more of the traditional duties of the “academic” and there is a constant need for us to provide a greater level of service outside of traditional teaching and research functions.

Twenty first  century university  administration staff sees administrators adding enormous value to, and impact on, the whole student experience, to the extent that front-line teaching, research,  enterprise and all external and commercial activities are greatly enhanced by the kind of day to day roles that we  provide.  We respond to customers’ needs, pursue complex tasks, deliver innovative solutions, drive the student experience, facilitate learning and development, effect outcomes and respond to change.  As professional university administrators, we provide high quality professional services, we have developed an appreciation of academic culture, are sensitive to the needs of a variety of diverse clients, accept responsibility for our actions and share expertise and good practice.  As such, the crucial role we play is integral to the strategic success of the University of Kent

In the light of the University of Kent’s 50th anniversary, it seems like a timely opportunity to showcase how the administrative function has changed in the last 50 years.  We should be celebrating the professional value we bring to the organisation and indeed, our own professional identity.

Why bother with partnerships?

‘Partnerships’ might become the new buzzword of the year. But what is this really all about? Why ‘partner-up’ in a collaboration when we used to just do it without using the ‘P’ word? The danger is that partnerships means everything to everyone but in the end does not mean anything in itself.

The Oxford dictionary defines a partner as someone “who takes part in an undertaking with another or others… with shared risks and profits“.  If we are serious about partnership it actually means something which carries very specific and, potentially, radical expectations:

1. there is a shared vision of what you want to achieve

2. work expectations are mutual and shared (but NOT contractual)

3. work is conducted through a RELATIONSHIP which builds over time, based on integrity

4. clarity: in desired results, working principles, resources, accountability and consequences

5. the association is long term – the work might change but the relationship continues

6. the association is win/win – partners have to actively seek mutual benefits

7. work output is a sum of the whole partnership, NOT just ‘we do our bit’ and ‘you do yours’

8. there is trust and openness, including when problems or difficulties occur

9. therefore, partners work together to solve problems and make improvements

Critics would argue that this list sounds fine in theory but is it of practical value? Let’s face it we have to have contracts and sometimes people let us down – we also need to prioritise our needs above others or we will not optimise our outputs, surely?

Actually we really need to consider these assumptions more seriously. When we perform at the highest level alongside collaborators or work colleagues, what are the things that really give sense to the work that we do? Is it contracts, standards, specifications, or something else?

I would argue that it is something else – we need relationships which allow us to navigate the flow of work, to be able to ask the right questions, to seek advice and resources, get goods delivered or receive the information on time. We need people who care about the work, who are bothered about the end user (and don’t just do the bare minimum to reduce their own costs). We need people who will raise problems before they incur cost or who will be honest with highlighting difficulties or practicalities before they become a real problem. This is a true work partnership.

Covey, S. (1989) 7 Habits of Highly Effective People, Simon & Shuster, New York, NY.

Kouzes J.M. and Posner B.Z. (2007) The Leadership Challenge, 4th Edition. San Francisco, CA: Jossey Bass John Wiley and Sons.