Transcript the organisation the employee

Describe Factors Affecting
the Administrative Assistant in
the Work Environment
Admin Services Outcome 2
© Inspiring Education 2006
Learning Outcomes

Changes in Today’s Business Environment.

Working Practices in Today’s Business Environment.

Full Time

Part Time

Flexi-Time

Job Share

Homeworking

Teleworking

Hot Desking

Contract Of Employment

Different Types of Contracts

Providing a Healthy & Safe Working Environment

Security Measures

Health & Safety Legislation
2
© Inspiring Education 2006
Today’s Business Environment

The working practices in today’s business environment are in place to
ensure that the needs of the employee are met.

As a result there are many different types of working practices which
organisations now offer their employees.

The reasons why there has been a dramatic change in working practices
are:

Changes in technology.

Changes in employee’s lifestyles – the return of working mothers for example.

Increased competition – organisations have to fight to get the best employees
out there.
3
© Inspiring Education 2006
Benefits of the new Working Practices
to an Organisation

The organisation benefits in many ways by offering their employees
a working practice which best suits their needs:

There is lower staff turnover therefore the organisation saves money.

The employees feel valued therefore are motivated – this results in
higher productivity for the organisation.

If the employees are happy in their working environment, then
they are less likely to take time off work.

The organisation builds up an excellent reputation of looking after its
employees therefore more and more will want to come and work for the
organisation.
4
© Inspiring Education 2006
Benefits of the new Working Practices
for the Employee

The employee benefits in many ways by receiving a
working practice which best suits his/her needs:

The balance between work-life and home-life can be better
achieved – it is easier to meet the challenges of work as well as
commitments at home.

The employee will tend not to be as stressed if he/she is working
hours suited to his/her needs.

The longer an employee stays with an organisation, the more
opportunities he/she will receive to build up their skills and
knowledge and progress in his/her career.
5
© Inspiring Education 2006
Working Practices in
Today’s Business Environment

There are a variety of working practices which currently exist in
today’s business environment:

Full-time

Part-time

Flexi-Time

Job Share

Homeworking

Teleworking

Hot Desking
We are now going to
discover what each of
these working practices
actually mean and
analyse how they affect
both the organisation
and the employee.
6
© Inspiring Education 2006
Working Practices - Full Time

This type of working practice means that the
employee works a specified number of hours.

Usually, this means that the employee works
from 9 am until 5 pm.

In the UK it is reported that employees work the
longest average full-time week – a grand total of
41 hours!
7
© Inspiring Education 2006
Working Practices - Full Time
Effects on the Organisation and the Employee
THE ORGANISATION





The organisation is able to build a
relationship with its employees.
Employees are able to develop and
grow by taking training courses.
The organisation will have a consistent
workforce – less likely for there to be a
high turnover.
It is expensive to offer employees full
time contracts.
If an employee has a long term period
of absence, then the organisation will
need to hire someone to temporarily fill
the position – this is also very
expensive.
THE EMPLOYEE




The employee feels a great sense of
security and is therefore motivated to
do well.
The employee is more likely to be
offered promotion.
The employee is able to develop
his/her skills.
The employee is required to work a set
amount of hours each week – this can
make other commitments (family) very
difficult to meet.
8
© Inspiring Education 2006
Working Practices - Part Time

This type of working practice means that the employee works an agreed
amount of hours each week.

The employee will agree with his/her Manager what hours are to be worked.

Depending upon the nature of the job, this will determine the hours worked.

Examples of part time hours are:

3 days a week.

5 half days each week.

2 full days and 2 half days.
9
© Inspiring Education 2006
Working Practices - Part Time
Effects on the Organisation and the Employee
THE ORGANISATION


The employees who are focussed on their
work for a shorter period of time tend to be
very productive – the employees are able to
give their full commitment and are not as
tired of the tasks compared to an employee
who works 5 full days a week.
Changes in society have resulted in
organisations finding it very easy to recruit
employees who wish to work this way.
THE EMPLOYEE


The employee will receive pay lower
If more and more people are working part
than if he/she were working a full time
time then more money will be required to
job.
train the extra staff – very expensive for the

Many part time employees feel that
organisation.
they do not have a great status in the
Also, it could be more difficult for managers
organisation – are perhaps devalued
to supervise all employees if they are not in
full time.
by senior management.

Difficult to attend meetings, training
courses etc May miss out on
10
opportunities.
© Inspiring Education 2006



The employee is able to get a good
balance between work life and home
life.
The employee will be more focussed
working on tasks fewer days of the
week therefore will be more motivated
in his/her job.
Working Practices - Flexi Time

Flexi time means that the employee can be FLEXIBLE
with his/her working hours.

The employee must work CORE hours – this means that
during specific hours (for example 10 am – 12 noon and
2 pm – 4 pm) the employee must be present in the
office.

The employee is able to decide when they start and
finish as long as they work the minimum number of
hours in a week.
11
© Inspiring Education 2006
Working Practices - Flexi Time
Effects on the Organisation and the Employee
THE ORGANISATION




It is very easy to supervise the hours each
employee is working as a computerised
system can log when each employee has
signed in and out of the building.
The organisation is able to build a reputation
of offering flexibility to its employees.
Enabling employees to choose their own
starting and finishing times reduces the
need for them to take time off for
appointments – they can now work around
their own hours.
Managers have to ensure that when they
say it is okay for a member of staff to have a
flexi day that there is indeed enough
personnel to cover the work for that
afternoon or day.
THE EMPLOYEE




The employee will feel more motivated
that he/she is in control of their own
working hours.
The employee will be able to have a
balance between work life and other
commitments.
If the employee has a very demanding
schedule and is working longer hours
at the beginning of the month, then
he/she will be able to build up flexi
time so that they can have an
afternoon or day off at the end of the
month.
Some managers may not agree to flexi
time being offered – this could cause
resentment.
12
© Inspiring Education 2006
Working Practices - Job Share

This type of working practice means that two people share the
duties and responsibilities of one full time job.

The employees will share the same workstation and other
resources.

This type of working practice is always carried out on a voluntary
basis i.e the employee(s) have requested the arrangement from
his/her Line Manager.

The pay and benefits are shared between the two employees.

Often, existing employees who wish to start a family or simply
reduce their working hours will request this arrangement so that they
can continue their career with more suitable working hours.
13
© Inspiring Education 2006
Working Practices - Job Share
Effects on the Organisation and the Employee
THE ORGANISATION


The organisation is able to retain
good staff.
The employees, having asked for
the arrangement, will be highly
committed to ensuring it works.
THE EMPLOYEE





If the employees do not
communicate well with one
another then important decisions
may not be made and the
standard of work could diminish.
If one employee is off for a long
period of time this would mean
that for half the week work was
not being completed.



The employees would be able to
balance work life and home life.
The employees would be highly
committed to doing a good job.
The employees may not agree who
works which half of the week.
There may be an inappropriate
handover time whereby important
information is not communicated.
There may be duplication of work
because responsibilities have not been
split properly.
The employee only receives half of the
pay and benefits.
14
© Inspiring Education 2006
Working Practices - Homeworking

The advancement in Information Communications
Technology has led to a dramatic increase in the number
of employees who now work from home.

The organisation equips the employee with all the
required resources and the employee carries out his/her
daily duties from home.

At times the employee will be required to travel into the
office eg. Meetings, interviews, training course etc.
15
© Inspiring Education 2006
Working Practices - Teleworking

The advancement in Information Communications Technology has also
resulted in more and more teleworkers.

Teleworkers rely heavily on the use of the Internet and other forms of
electronic communications such as mobile phones and broadband.

Teleworkers can also work from home however they are more associated to
those employees who have to travel a lot in their job.

For example:

Senior Executives who oversee a number of different organisations and have to
visit on a regular basis for updates and meetings.

Sales Representatives who each day travel from one client’s offices to the next.
16
© Inspiring Education 2006
Working Practices - Homeworking & Teleworking
Effects on the Organisation and the Employee
THE ORGANISATION


The organisation has to pay less on
accommodation – lighting,
workstations etc.
The employees may prefer to work
from home and as a result be more
productive.
THE EMPLOYEE





If there was a fault with the IT then
communications would be very difficult
with the employee and important tasks
may not be completed.
It is very difficult to supervise exactly
how well the employee is working.


The employee is able to balance work
life and home life more easily.
The employee may feel more relaxed
in his/her home environment and as a
result be more productive.
It may be difficult for the employee to
receive help to solve a problem if
needed straight away.
The employee could feel very isolated
and removed from the team ethos in
the office.
The employee may miss out on
important information regarding
meetings.
17
© Inspiring Education 2006
Working Practices - Hot Desking

For those employees who are not based in the
office, hot desks are created to enable them to
book a workstation when they require to spend
time in the office.

The employee is able to use the facilities of a
workstation and have access to files and other
resources however when finished all the
resources must be cleared away so that the
desk is available for another employee to use.
18
© Inspiring Education 2006
Working Practices - Hot Desking
Effects on the Organisation and the Employee
THE ORGANISATION




The organisation is able to save
money on resources as they are being
shared by the employees and require
less office space.
This type of system encourages
employees to have a very disciplined
approach to ensuring that all files etc
are stored away correctly.
THE EMPLOYEE



The employee is able to use the
resources he/she requires by booking
a hot-desk.
The employee will benefit from being
back in the team environment.
The employee may not be able to
access a hot desk and waste a whole
day.
There may be a lot of arguments if
employees wish to use the hot desks
at the same time.
The system could become overbooked
resulting in less productivity.
19
© Inspiring Education 2006
Contract of Employment

So far the discussion has shown the different ways in
which people can work.

Attention must now be given to HOW people work.

The first thing a person receives upon starting a job is a
CONTRACT OF EMPLOYMENT.

The purpose of a Contract of Employment is a legal
agreement between the organisation and the employee
stating the rights of the employee and his/her conditions
of employment.
20
© Inspiring Education 2006
Features of a Contract of Employment

The following will be included in a Contract of Employment:

Details of the organisation.

Personal details of the employee.

The employee’s job title, role and responsibilities.

The amount of hours the employee is required to work each
week/month.

The employee’s salary.

The working conditions: details relating to sick leave; holiday
entitlements; discipline procedures etc.
21
© Inspiring Education 2006
The Different Types of Job Contracts
There are a number of contracts which an organisation may offer:
TEMPORARY
PERMANENT
• This means that the
employee has a
contract to work
with the
organisation all the
time.
TYPES OF
CONTRACT
•There is no end date
on the contract.
PART TIME
• This means that the
employee works
less than the full
time hours.
FULL TIME
• This means that the
employee has a
contract to work in the
organisation for a
specific number of
hours.
• full time hours in the
UK averages at 41
hours per week.
© Inspiring Education 2006
• This means that the
employee’s contract can
be terminated at any
time.
• This is often given to
employees as a trial – if
they get on well, a
permanent contract
may be offered.
FIXED TERM
• This means that the
employee works
for a specific
amount of time then
leaves the
organisation.
• Very common in
seasonal
employment eg
Christmas workers.
22
Providing a Healthy & Safe Working Environment

It is very important that all employees and visitors to an
organisation feel safe at all times.

There are many different pieces of legislation which all
organisations must follow to ensure that this is the case at all
times.

It is important that the employer ensures that the organisation has
a very clear Health & Safety Policy and that all employees are
aware of what this is.

Employers must ensure that employees are trained on a regular
basis and informed of any changes to the policies immediately.
23
© Inspiring Education 2006
A Health & Safety Policy

A Health & Safety Policy will include the following:

The organisation’s commitment to Health & Safety.

Procedures for dealing with accidents and injuries.

Procedures for dealing with fire prevention.

Procedures for dealing with training all employees
on health & safety issues.
24
© Inspiring Education 2006
Security Measures Taken By An
Organisation

There is a number of security measures an organisation can take
to ensure a secure working environment:

Staff sign in and sign out at the Reception to monitor staff movement.

Issue all employees and customers with an ID badge which will show they
have been given permission to enter the building.

Use CCTV in and around the premises.

Employ security guards to monitor the Reception area and the surrounding
areas of the premises.

Ensure that access to computers is controlled by issuing all employees with a
unique username, password and log-on.
25
© Inspiring Education 2006
Health & Safety Legislation

The following pieces of legislation will now be studied:

The Offices, Shops & Railway Premises Act 1963.

The Health & Safety at Work Act 1974.

Health & Safety (Display Screen Equipment) Regulations 1992.

The Health & Safety (First Aid) Regulations 1981.

Fire Precautions (Places of Work) Regulations 1995.
26
© Inspiring Education 2006
The Offices, Shops & Railway Premises Act 1963

This Act is designed to ensure that employers comply with the
following:

A high standard of cleanliness at all times.

Appropriate heating, lighting and ventilation for employees to
work in.

An adequate provision of toilets and cleaning areas.

Clean drinking water – many organisations now have water
fountains based in each Department so that employees can
access it at any time of the day.
27
© Inspiring Education 2006
The Health & Safety at Work Act 1974

This Act is designed to ensure that EVERYONE in the
organisation is provided with a safe working
environment.

The Act outlines the following:

The responsibilities of the employer.

The responsibilities of the employee.
28
© Inspiring Education 2006
Health & Safety at Work Act 1974 – the
EMPLOYER’S responsibilities

The employer must ensure that the following are provided in order to
comply with legislation:

Look after employee’s welfare eg offer free eye tests.

Provide protective clothing where necessary. For example, on a building site all
employees must wear protective hats and shoes; in a hospital all staff must wear
gloves when treating patients.

Provide First Aid facilities. It is important that there are First Aiders within the
workplace and that all First Aid kits are fully stocked.

Keep records of any accidents or incidents which occur.

Prepare a Health & Safety policy so that all staff are aware of the organisation's
policies and procedures and know what to do in an emergency.
29
© Inspiring Education 2006
Health & Safety at Work Act 1974 –
the EMPLOYEE’S responsibilities

All employees have responsibilities in ensuring that the
legislation is followed at all times. Employees must
ensure:

That they look after their own health and safety.

That they take care of their colleagues’ health & safety.

That they report any accidents or faulty pieces of equipment
immediately.

That they cooperate at all times with their employer to make
sure that the workplace is a healthy and safe environment at all
times.
30
© Inspiring Education 2006
Health & Safety (Display Screen Equipment)
Regulations 1992

This Act is designed to ensure that EVERYONE in the
organisation is provided with a workstation that meets
the needs of the employee and causes no harm.

The Act outlines the following:

The responsibilities of the employer.

The responsibilities of the employee.
31
© Inspiring Education 2006
HASAW (DSE) 1992 –
the EMPLOYER’S responsibilities

The employer must ensure that the following steps are taken to make sure
that the legislation is being followed:

All workstations must meet the minimum requirements eg footrests; brightness
control.

Employees should be offered free eye tests and glasses if required.

Ensure that equipment is safe to use.

Enforce breaks – these are essential as employees should not work at the PC
constantly.

Supply anti-glare screens to prevent headaches.

Provide employees with appropriate training.
32
© Inspiring Education 2006
HASAW (DSE) 1992 –
the EMPLOYEE’S responsibilities

All employees of the organisation have responsibilities
in ensuring that the legislation is followed at all times.
Employees must ensure:

That they use equipment properly.

That they use adjustable brightness control, colour etc to their
individual needs.

That they use chairs correctly – chairs will have adjustable
back rests.

That they use anti-glare screens for the VDUs.
33
© Inspiring Education 2006
The Health & Safety (First Aid)
Regulations 1981

This Act is designed to ensure that employers have first aid provision within the
organisation at all times.

This requires the organisation to ensure the following:

That there is an adequate amount of First Aiders on site at any given time.

That there are suitable numbers of First Aid Kits available at any time – all kits
must be appropriately stocked.

That all staff are trained on First Aid procedures:

Who to report the accident to.

Where First Aiders are located.

Emergency Numbers to phone – internally and externally.
34
© Inspiring Education 2006
Fire Precautions (Places of Work)
Regulations 1995

This Act is designed to ensure that employers have a sound fire prevention procedure
set in place to protect all employees and visitors to the organisation.

The following steps should be taken by employers to ensure that the working
environment is safe at all times:

Have regular checks by the Fire Brigade to assess fire extinguishers and fire drill procedures.

Send allocated staff on training courses so that they can become “Marshals” for the
organisation – these employees will help co-ordinate the fire procedures.

Make sure that all exits are clear at all times.

Ensure that there are adequate provisions for disabled people so that they can evacuate safely
when required to do so.

Train all employees how to look after their working environment and what to do in the case of a
fire.
35
© Inspiring Education 2006
The Role of the Health & Safety Executive (HSE)

It is important that Health & Safety Legislation is monitored on a regular basis
to ensure that people are working in safe working environments at all times.

HSE inspectors have the authority to visit organisations at any time they wish
without informing them that they are going to turn up!

If, upon inspection, the HSE is concerned at the organisation’s Health &
Safety policies then the following steps can be taken:

The organisation may be asked to improve a specific factor eg. Ensuring all exit
routes are cleared at all times or to improve their standard of equipment. The
organisation would be given a certain period of time to achieve this in.

A fine may be given to the employer as a result of breaching the legislation,
depending on the severity of the breach of legislation, the employer could be
prosecuted and face imprisonment.
36
© Inspiring Education 2006