Reflections on productivity, employee satisfaction, and the skills gap in the administrative profession.
Transcript of Administrative Support Crisis--Opinion Paper
1. 2013 Janine Violini Administrative Consultant Trainer
Speaker THE ADMINISTRATIVE SUPPORT CRISIS The devastating effects
of undervaluing administrative support roles and the subsequent
negative impact on business.
2. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS Table of
Contents Executive Summary
__________________________________________________________ 1 What
Crisis?
_________________________________________________________________ 2
A Brief Look Back
____________________________________________________________ 2 What
Changed?
______________________________________________________________ 2
Current Problems
____________________________________________________________ 3
Supply Versus Demand
___________________________________________________________ 3
Varying Qualifications
____________________________________________________________ 4
Qualified
________________________________________________________________________
4 Underqualified
____________________________________________________________________
5 Overqualified
_____________________________________________________________________
5 Elimination of Positions
__________________________________________________________ 6 What
Needs to Change
_______________________________________________________ 8 Why
Change is Necessary
_____________________________________________________ 9 Short-term
Solutions _________________________________________________________
9 Long-term Solution
__________________________________________________________ 10 The
Author_________________________________________________________________
12 Janine Violini
___________________________________________________________________
12 References
_________________________________________________________________
12 Janine Violini
3. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS Executive
Summary Many companies are gradually finding their way through the
difficult transition toward collaborative operations. After years
of command structures where employees simply did what they were
told, there has been a realization that global competition demands
the best ideas based on the input of many rather than the ideas of
a few. For many companies, the shift is incomplete. Those
struggling will find that one group has been overlooked. Not
surprisingly, this group of individuals has been discounted in many
regards over the last 30 years, making the shift to engage them
even more challenging. This group comprises the employees that
provide administrative support to the core business activities. Is
it the employees in these roles that are unwilling to engage or
management that is unwilling to engage them? Either way, the
negative effects are more significant than most people realize.
There are managers in businesses of every size unwilling (knowingly
or not) to demand, utilize, and value these skilled workers. There
are employees in support roles that do not take pride in their
work, strive for excellence, or understand the significance of
their contribution. There are professional associations who have
been unsuccessful in determining the criteria required to negotiate
recognized professional status from industry. Government has been
challenged to reclassify the ever-changing occupation(s) and
provide clarity to promote these careers. Post-secondary
institutions battle to meet vastly different industry needs,
standardize skillsets, and keep pace with rapidly-changing
technology. Attraction to programs and the profession is low due to
long-lasting stereotypes, uninformed high-school advisors, and
parents with their own negative personal experiences or a desire to
have their children achieve more. Every contributing factor must
change. When companies search for solutions to productivity issues,
the topic of administrative support rarely gets the attention it
requires. Some reasons for this are: Multi-tasking and multiple
reporting streams in support roles make productivity hard to
measure. Vastly diverse responsibilities are difficult to
standardize and measure. Poor performance by unqualified
individuals in support roles is unidentified because others
compensate to ensure minimum requirements are met, which is even
more difficult to measure. Salaries are typically at the low end of
the scale making these concerns a low priority. Avoiding the effect
these roles have on the bottom line is causing significant damage
to businesses and white-collar productivity in Canada as a whole.
This disregard is one of the main reasons these roles are becoming
more and more ineffective in business. The easy fix is often to
terminate the person and/or the positionthe latter compounding the
overall problem. Better, immediate solutions are available, but
they are still short-term. A long-term solution must inspire the
next generation of qualified individuals to seek a well-defined
career path in business support that may also evolve into other
business career paths. Everyone in the office environment must
expect, and respect, that individuals in support roles have
expertise (the best in the company) in software competency and
customer service. This expertise must be engaged to design and
implement the best solutions to meet the business needs of those
they support. Support roles must attract both genders of any age
group. Continuous learning will be essential to maintain expertise
and to earn the respect and compensation they deserve. This
redefinition of administrative support will help to establish a new
mindset that, when entrenched in industry, will authenticate the
professional status of this career. These changes will mitigate the
damage being done to the bottom line. Be part of this solution. 1
Janine Violini
4. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS What
Crisis? This paper presents the opinion that the roles of
administrative support personnel need to be redefined to prevent
the significant productivity losses currently affecting every size
of company in all business sectors. Short and long-term solutions
are proposed to combat the issues caused by a general
misunderstanding of the career. This paper suggests how redefining
and clarifying the career will address the following specific
problems: A misunderstanding of the capabilities of a qualified
individual and how to fully utilize them. The labour supply is not
meeting the demands of industry. In many cases, unqualified staff
are hired in an attempt to meet the demands. In other cases, the
elimination of support roles has caused the assumption of
administrative tasks to higher levels of management. A Brief Look
Back Before computers were introduced into the workplace in the
early 1980s, support roles were simpler to define. Midsize to large
corporations typically hired support staff as switchboard
operators, receptionists, junior to senior secretaries, and clerks.
Few men were in any of these roles with the exception of some clerk
positions such as mail clerks. Most of the people in these
positions were trained on the job with no post-secondary education.
Secretaries were the exception, requiring a college diploma in
Secretarial Arts. Such programs were common in most colleges in
Canada. The fact that the roles were consistent in virtually every
organization meant that expectations were consistently met.
Management knew what skillset to expect from employees with
diplomas and what skillset would need to be taught to those
without. Tasks and responsibilities were also consistent, for
example, common expectations of secretaries included taking
dictation and typing. Employees knew what was expected of them and
exactly how to apply their skills to each task. Salary levels were
established and a hierarchy of job progress (career path) was
defined. A young woman in high school seeking a career as a
secretary knew exactly what education she needed, where to get it,
and what she would expect to do in her future career. Consistency
was even more pronounced with mostly one gender employed in the
field. What Changed? Along came computer technology and everything
changed...or did it? Over the next 30 years, computers and
technology changed tasks, responsibilities, processes, procedures,
means of communication, skillsets, staffing structures, salaries
and all else involved in office operations. What did not change is
the support role boxes that organizations kept trying to fill. For
a while, there was necessary restructuring to accommodate word
processing equipment until the early 1990s when computers were
found on every desktop. Outside of that, there were gradual name
changes for certain positions, familiar examples being secretary to
administrative assistant and senior secretary to executive
assistant. The biggest transformation has taken place over the last
fifteen years. It has been slow and inconsistent, but change has
happened. 2 Janine Violini
5. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS Those in
support roles today require a combination of: Expert ability to
apply computer skills that meet global, industry-standards with
certifications such as Microsoft Office Specialist. Customer
service training to understand how to communicate effectively with
every type of internal or external customer. Basic knowledge in
operations and management to enable effective collaboration on
solutions for todays business challenges. These three components
are critical for productivity; weakness in any one compromises
business. Individuals educated, certified, and experienced at this
level are in fact business technologists and should be recognized
professionally as suchsimilar to the professional recognition of
engineering technologists in the field of science and engineering.
The transformation must continue until this is a reality. Some
companies, aware of the changes that have taken place, have
attempted to better utilize those in support roles, modify their
titles, and improve compensation, but the restructuring has been
incomplete further contributing to the current problems. Current
Problems The administrative job has never been recognized as a
profession. In addition, negative stereotypes of the secretary have
miraculously outlived three decades of popular culture. A
television series like Madmen reminds us how far we have come.
Unfortunately, students today enter college business programs with
the fear of being labeled a secretary or, the updated term,
assistant. Some parents are determined they do not want their adult
children to have such jobs. There is belittlement amongst peers for
studying anything suggestive of administrative or business support.
More damaging are people in business constantly making derogatory
comments about support staff, such as That is admin work; Im not an
admin. Much of this negativity stems from the fact that few people,
including hiring managers, currently understand what people in
administrative support roles do throughout the day. Many do not
appreciate the degree of challenge and the skillset required to
support management in todays business world. Juggling multiple
tasks with conflicting priorities, communicating and collaborating
effectively, and applying high-level skills to todays technology
including computer hardware and software, telecommunications, and
reprographics equipment is hard to envision for anyone who has not
been in such a position. To complicate the situation, support role
positions have radically different responsibilities, titles,
salaries, and requirements for education and experience. These
inconsistencies add to the misunderstanding, yet flexibility to
accommodate diversity is necessary. As stated earlier,
administrative support applies to every size of company in every
business sector. This alone creates the need for diverse skillsets
and flexibility in position titles, responsibilities, and salaries.
It is, therefore, a challenge to clearly define something that must
remain broad. However, the redefinition of administrative support
is essential to resolve the current problems. Supply Versus Demand
In 2010, there were more than 100,000 people in Alberta employed in
administrative support positions using even the most conservative
and traditional classifications. That number is expected to see
average, to above-average, growth through 2015 (Alberta Human
Services, 2012). Some companies have 3 Janine Violini
6. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS completed
their own statistical analyses indicating that many of the
qualified individuals in their existing workforce will be retiring
within the next ten years, suggesting increasing demand until 2020
or beyond. On the supply side, there are fewer concrete statistics,
but many interesting observations may be suggested. The negativity,
misunderstandings, and inconsistencies described above have surely
contributed to reduced interest in support roles. It is more common
to find individuals in support roles who ended up there rather than
who had chosen to be there. Lack of interest is one contributing
factor to the supply shortage. Another possible contributing factor
to the supply shortfall is the reduced and fragmented postsecondary
education options for individuals interested in pursuing
administrative careers. Where previously every college had a
Secretarial Arts program, there are now only a handful of colleges
still offering two-year programseven though the required skillsets
have significantly increased. One-year certificate programs, on the
other hand, are abundant. Some interpretations include: Entry-level
positions now require a minimum skillsetbasic communication and
computer knowledgethat is not provided through on-the-job training.
For individuals who acquired these skills in high school or other
work experience, an entry-level position may be obtained without
the certificate. Candidates are unwilling to spend more than one
year in training due to a lack of long-term interest in the
positions. High-level support positions now require more technical
diplomas such as those found in Information, Communications and
Technology studies, which sacrifices the business components and
acumen. High-level support positions now require more critical
thinking and problem solving skills as found in candidates with
university degrees, which sacrifices the critical expertise in
computer software application. Any combination of these and other
possible interpretations may be accurate. Nonetheless, the most
obvious observation is the absence of a technical diploma that
delivers precisely what is required to train candidates for the
role of todays business technologists. Program enrolment depends on
attraction to a specific career; therefore, until the career is
clearly defined, institutions will be reluctant to design and offer
such a program. Without consistent programs that connect to
industry, the supply of qualified individuals will continue to be
inadequate. One final factor affecting supply comes from the gender
stereotype. More and more men are seeking support roles in
business, but in Canada we still see a much higher percentage of
women in these positions. This suggests lower income levels
overall, based on the male/female wage gap, compounding the lack of
respectincluding self-respectthe positions garnish. Examples from
recent statistical data from the 2006 Canadian census (for the 2005
reporting year) indicate women held 90% of the jobs classified as
Clerical Occupations General Office Skills and 98% of the jobs
classified as Executive Assistants. Women earned 3% and 53% less
than men in these same classifications respectively (Statistics
Canada, 2011). More effort must be made to attract both genders,
and increase and/or equalize income. Varying Qualifications
Standardizing qualifications for a career with so many varied
positions will be another major challenge. For now, there is an
urgent need to raise awareness around this problem. Qualified A
possible profile for a qualified candidate has been introduced
throughout this document beginning with the skillset that includes
an understanding of technology, customer service, and basic
business 4 Janine Violini
7. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS acumen.
Without standard programs available, a variety of degrees,
diplomas, certificates, and or experience must provide individuals
with the appropriate education necessary to succeed. The qualified
profile includes continued education and training to maintain
current industry-standard certifications proving their competency
with the technology they use. The candidate must possess
enthusiastic interest in the career and be customer-focused. They
must have a clear understanding of how their position impacts their
managers goals, their companys goals, and their industry or
community. Fortunately, there are many such individuals in todays
workforce who set this example. They bring expertise, creative
solutions, and collaboration equal to, if not surpassing, the
contribution made by those they support. These individuals are
unquestionably professionals. Identifying these individuals can be
a challenge in itself when there are so many unqualified
individuals negatively affecting the reputation and workload of
everyone. During the hiring process, it is almost impossible to
differentiate skillsets unless industry-standard certifications are
presented. Otherwise everyone will say, and generally believe, they
have an expert level of computer skills. Staffing agencies have a
reputation of filling seats rather than filling qualifications,
since they face the same challenges as everyone else searching for
qualified individuals. When unqualified individuals are hired, they
fall in one of two categories: underqualified and overqualified.
Underqualified The underqualified candidate may possess any or all
of these characteristics: Insufficient post-secondary education in
computer training, customer service, or business Inability to
collaborate Inability to interpret client needs and therefore
fulfill requests Little or no pride in performance No desire to
excel in the position Little or no understanding of the connection
between their position and the company goals and values, and
productivity Candidate applied because there was no requirement for
post-secondary education Common complaints from underqualified
individuals include feeling incompetent, disrespected (and equally
disrespectful), and overworked. Overqualified These people applied
for the wrong jobs for the wrong reasons: Hiring manager requested
a university degree (any degree) to ensure high-level critical
thinking, collaboration, and communication skills Applicant is
unable to find work in their degree Typically the person is looking
to satisfy income requirements while waiting for the right job in
their field. They act entitled to quickly move into other roles
indicating that the initial position was only a stepping stone to
other roles in the company, or elsewhere. This contributes
significantly to high turnover and lost productivity in support
roles. While overqualified individuals meet the above requirements
in critical thinking, collaboration, and communication, they often
lack the essential, expert computer skills. Often, management
underestimates this critical skillset by believing these skills can
be taught. While the skills can be taught, the overqualified
individual rarely has the desire for added training, and they do
not see the need. Too often, overqualified individuals overestimate
their own skillset and underestimate the effect on productivity.
They spend unnecessary time learning on the job to a level that
meets the minimum requirements of the task assigned, but without
thought to quality and audience. 5 Janine Violini
8. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS These
individuals may also be underutilized because of the negative
support-role stereotypes. Those requiring the support may doubt the
individuals skills and be unwilling to give them challenging tasks
based on poor performance of predecessors in that position.
Sometimes colleagues are unwilling to collaborate based on the
history of turnover in the position. They may have wasted effort in
the past by training or trying to build long-term working
relationships with people that were in the support role for only a
short time. The commitment of anyone waiting for something better
to come along is always in doubt. Common complaints from
overqualified individuals include boredom, and feeling
unappreciated, disrespected, and undercompensated. When under or
overqualified individuals end up in challenging support roles, they
are frequently looking for a way out. While in the position, these
individuals are unable to perform tasks, perpetuating stereotypes,
affecting customer relationships, and causing losses in
productivity. These devastating effects have gradually become the
norm. Shockingly, they are so common that they go unchallenged and
often unnoticed. The analogy of the frog remaining in boiling water
until its ultimate demise is not an overstatement. This is a
massive problem considering the number of small businesses that
fail due to the absence of qualified administrative support and the
number of medium to large businesses unable to measure or manage
the effect it has on their business. Elimination of Positions When
unqualified (under or over) individuals are placed in challenging
support roles, tasks may be completed poorly and must be redone or
they are not completed at all. More training is then required or,
as shown in Figure 1, one of the following solutions is
implemented: The task is reassigned to a more qualified individual
in another support role. The task is completed by the person
requesting the support. Either way, the unqualified individual ends
up underworked or terminated. If there is significant turnover in
the position, sometimes the position is completely eliminated. The
consequences of this downsizing are often visibly beneficial in
cost analyses leading management to believe it was a step towards
rightsizing. Unfortunately, the significant associated costs are
invisible. Of the two solutions above, the first implies that the
task is being completed by a qualified individual at the
appropriate pay-grade, but often leads to excessive workload,
conflicting priorities from various managers, and ultimately job
dissatisfaction resulting in turnover. The second solution has even
more destructive results. First, managers are not and should not be
experts with the office tools (typically software) required to
perform the task. They may choose to take extra time to learn what
they need to know, since the outcome directly affects their work.
Otherwise, they will do enough to produce only a satisfactory
result. Ironically, it often takes longer for managers (at higher
salaries) to produce substandard work than it takes for experts (at
lower salaries) to produce the best result. Common complaints from
dissatisfied managers include spending an unreasonable amount of
time and energy on administrative tasks, feeling unsupported by the
company, unable to fulfill their own responsibilities, and
expressing the need to do it myself if I want it done right. 6
Janine Violini
9. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS
Unqualified individual unable to perform task. Person needing
support teaches what they know, which may or may not be the best
solution since they are not the expert at the task. Person needing
support completes the task due to lack of confidence in the
unqualified individual and the fear of having to redo the work
afterwards. Someone in another support role provides training based
on their own situation, which may or may not be applicable. Future
repetitive training may be required due to demonstration of steps
rather than understanding of application. Someone in another
support role completes the task taking them away from their own
responsibilities. Task is performed by the unqualified individual
with no buy-in or collaboration, creating concern for quality.
Productivity loss. Terminations and turnover. Dissatisfied internal
and external customers. FIGURE 1: OPERATIONAL E FFECT OF I
NDIVIDUALS U NABLE TO PERFORM TASKS 7 Janine Violini
10. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS What
Needs to Change Exploring the three important, current problems
helps identify what could and should be changed in the future.
Table 1 summarizes the current versus future desired states. TABLE
1: SHIFT TO F UTURE S TATE Current State Job Market: A strong and
growing demand Insufficient, qualified resources with proven
computer, customer service and business skills to meet the demand
Career Scope: Inconsistent titles, responsibilities, and
requirements make it difficult to standardize positions A
tremendous variety of tasks demand a broad skillset Positions in
every size of business and every business sector require some
specialized training for each Dissatisfied employees in support
roles feel one or more of the following: Undervalued Disrespected
Incompetent Underutilized Untrusted Overworked Undercompensated
Many people in support roles are not there by choice, rather
satisfying income needs while waiting for a better opportunity.
Missed opportunities for many candidates who are an ideal fit for
the career, but are discouraged or uninformed about it through high
school and postsecondary training. No standards for education or
proof of skillset. Small business owners and entrepreneurs have
little or no administrative support. In an attempt to complete
administrative work themselves, the products or services they
provide are neglected often causing the business to fail. 8 Janine
Violini Future Desired State A healthy job market where supply
meets demand. A clearly defined career that allows for flexibility
in positions and accommodates continuous change. Satisfied
employees in support roles feel valued, respected, capable,
well-utilized and adequately compensated. Individuals aware of and
interested in support roles pursue appropriate business and
technology education to excel in this career. Mentoring and
leadership foster continuous improvement advancing the profession.
More post-secondary students, in the correct program from the
start, work towards a career that they see as valuable. Path is
identified for continuous learning opportunities towards advanced
positions. Common, similar high-level programs at colleges
producing quality candidates with global, industrystandard
certifications as proof of skills. Part-time experts more available
through staffing agencies to fill the gap. As experts, they can
analyze the needs and provide solutions in an affordable amount of
time with valuable results for the owners.
11. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS Current
State Medium and large businesses make visible improvements to the
bottom line by reducing overhead of administrative staff. The
negative impact is possibly more severe, but less identifiable,
caused by higher level employees performing without administrative
support. All business suffers from: Incomplete or ineffective
completion of administrative tasks, e.g. poor records management
results in lost or duplication of information Poor internal and/or
external customer service Multiple and scattered associations
(professional and intra-company) are unable to provide effective
networking for sharing best practices and promoting the career.
Future Desired State The right people doing the right jobs in the
right compensation structure. Solutions for business challenges
achieved through collaboration and expertise. Companies operating
at a higher level of productivity with quality, customer-focussed
administrative services delivered through internal or outsourced
specialist teams with advanced skillsets. Unified professional
association that effectively promotes and advances the profession
to members and industry. Why Change is Necessary Undoubtedly,
businesses can continue to operate in the Current State outlined in
Table 1 above with the impact of one or some of the concerns
noticed regularly. It is the cumulative effect of all concerns that
goes unnoticed and has a much larger negative impact on a business,
and Canadian businesses as a whole. As mentioned, these effects are
difficult to measure and measuring them is difficult to justify.
Even without measure, many consequences of continuing in the
Current State are obvious. The worst case result of perpetuating
these conditions is the continued need for both entry-level and
high-level support positionsinadequately filled by a combination of
underqualified and overqualified staff. The only choices for
business owners will be to employ two unhappy, ineffective
individuals in unproductive positions for every actual
technologist-level position, or for management to assume the
administrative responsibilities. Either of these options will have
a severe, negative impact on operating budgets, productivity, and
employee satisfaction in every size of business. Short-term
Solutions The following steps can be implemented with the help of
internal or outsourced expertise. Step 1 Shift to a New Mindset:
The first step is to find existing, qualified employees in current
support roles who want to learn and lead as they cultivate higher
standards for computer skills, customer service, and business
knowledge. Simultaneously, management and internal customers must
agree to value support staff by engaging them to provide solutions
for administrative procedures. This change will occur through
collaboration rather than command. Step 2 Structure Change:
Existing structures for administrative support may need to be
reworked to maximize performance through the implementation of
support teams and technology specialists. Step 3 Strategies for
Improvement: administrative processes, more accurately described as
procedures or work instructions, need to be re-evaluated, refined,
and reduced to minimize wasted effort. This step 9 Janine
Violini
12. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS requires
collaboration and creative solutions. Training gaps will be
identified and standards for performance will be determined. If the
expertise to execute these steps does not exist internally,
companies must seek external expertise. Many excellent consultants
are available to provide staffing solutions for sourcing and
restructuring, process and change management, and administrative
solutions. Experts must meet specific business needs, and as
important, must have an understanding of the overall administrative
support challenges identified in this paper. Specifically, they
must be able to impart the value of administrative support
throughout the organization for results to occur. Long-term
Solution To make a genuine shift to redefining this important and
essential business profession, input is required from many sources.
Figure 2 suggests some possible input sources to initiate
discussion, but it is, by no means, conclusive or definitive. At
the risk of overdramatizing the situation, individuals, businesses,
the country, and the global economy are suffering because of the
current administrative crisis. If anything documented in this
report rings true for you or your business, please participate in
any of the following ways: Implement short-term solutions for your
business. Become or encourage leaders striving for excellence in
current support roles toward the future state. Identify and mentor
individuals suitable for the next generation of administrative
support. Comments, perspective, or suggestions on the long-term
solution are welcomed. 10 Janine Violini
13. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS
Certifying Bodies: Software Providers: Ensure global standards
prove skillsets that meet industry needs Work with administrative
experts to ensure new features and developments are applied
productively Professional Associations: Advisors of Secondary
Students: Work with industry to implement standards to achieve
recognized professional status Stay ahead of trends through
forward-thinking analyses Identify students with interest and
apptitude in software skills Promote the career to appropriate
candidates Staffing Agencies: Post-Secondary Institutions: Raise
standards and ensure proper placement Government Agencies: Raise
awareness and promote the career to secondary students and advisors
Work with business to facilitate use of qualified individuals
Determine the need for new classification(s) Create challenging
programs that attract and adequately train individuals to meet the
needs of industry Engaged Individuals with Strong Desire and
Skillset to Serve Business FIGURE 2: I NPUT REQUIRED TO REDEFINE
ADMINISTRATIVE SUPPORT 11 Janine Violini Business: Recognize,
utilize, and appropriately compensate professionals
14. January 1, 2013 THE ADMINISTRATIVE SUPPORT CRISIS The
Author Janine Violini With 20 years of experience in administrative
support, seven years in engineering and technology, and seven plus
years teaching in the administrative field in post-secondary and
corporate environments, Janine brings a unique and passionate
perspective to supporting business. Her desire to raise the
standards for excellence in the field of administrative support has
been met with open arms and resistance at every level, further
fueling her passion into action. As an administrative consultant
with a focus on productivity, she serves small, medium, and large
businesses as well as individuals. Janine has first-hand experience
collaborating with individuals and teams at every level from
college students to technical professionals to executives. She has
worked in the following business sectors: oil and gas, environment,
engineering (energy and civil), financial planning, industrial
chemicals, communications, arts and entertainment, corporate
training and post-secondary education. Her administrative
experience includes 14 years of supporting presidents and CEOs of
companies with employees numbering from 3 to 35,000. Her success in
teaching comprises curriculum development, textbook review,
face-to-face and blended instruction with learners at every level
from beginner to world champion. She is a respected subject matter
expert in office procedures, event management from an
administrative perspective, as well as Microsoft Word and other
Office applications. This diverse and well-rounded background
enables Janine to appreciate individual needs in her approach to
initiating change that serves a broader perspective. References
Alberta Human Services. (2012). Alberta Career and Industry
Outlook. Edmonton: Government of Alberta, Human Services.
Statistics Canada. (2011, 04 07). Employment Income Statistics (4)
in Constant (2005) Dollars, Work Activity in the Reference Year
(3), Occupation - National Occupational Classification for
Statistics 2006 (720A) and Sex (3) for the Population 15 Years and
Over With Employment Income of C. Retrieved from www.statcan.gc.ca:
http://www12.statcan.gc.ca/census recensement/2006/dp pd/tbt/rp
eng.cfm?tabid=1&lang=e&apath=3&detail=0&dim=0&fl=a&free=0&gc=0&gk=0&grp=1&pid=9459
6&prid=0&ptype=88971,97154&s=0&showall=0&sub=0&temporal=2006&theme=81&vid=0&vna
mee=&vnamef= 12 Janine Violini