Table of Contents
Preface hhhhhhhhhhhhhhhhhhhhhhhhh 3
Chapter One: Essential Qualities for a Secretary hhhhhhhhhhhhhhhhhh 4
Chapter Two: Important Professional Skills for a Secretary hhhhhhhhhhhhhhhh 5
Part One: Daily Affairs Management hhhhhhhhhhhhhh 5
Phone, Fax, Email, Document Management, Business Cards
Part Two: Schedule Arrangement hhhhhhhhhhhhhhhh 7
Overall Schedule Arrangement hhhhhhhhhhhhhh 7
Business Trip Schedule Arrangement hhhhhhhhhhhhhh 8
Meeting Arrangement hhhhhhhhhhhhhhhh 13
Media Interviews hhhhhhhhhhhhhhhh 18
Large Events hhhhhhhhhhhhhhhh 21
Handling Unexpected Visits hhhhhhhhhhhhhh 24
Part Three: Communication and Harmony hhhhhhhhhhhhhhh 25
Internal Communication hhhhhhhhhhhhhhhh 25
External Communication hhhhhhhhhhhhhhhh 25
Etiquette Required for Secretaries hhhhhhhhhhhh 26
Cultivating Etiquette Competence for Secretaries hhhhhhhhhhh 27
Part Four: Written Support hhhhhhhhhhhhhhhh 27
Fifth Department: Meeting Support hhhhhhhhhhhhhhhh 30
Preface
In the eyes of many people, being a secretary is a profession that is both familiar and not well understood. The assisting and advisory role of a secretary is most representative of the characteristics of this profession. They are the right-hand persons to leaders and the bridge maintaining communication between different levels of an organization. Therefore, they must wholeheartedly and accurately provide support and service to demonstrate their own value. An excellent secretary brings to mind maturity, astuteness, and a busy style of handling affairs, as well as courteous manners when dealing with people in a certain company; on their faces is always a confident demeanor. Regardless, the word "secretary" evokes a lot of imagination for those preparing to enter this profession. However, what does the work of a secretary include? What lies behind their work is often overlooked by many. In a certain company, secretaries, administrative assistants, and departmental clerks form a large team. Under the general environment of the company, everyone supports the handling of many daily complex matters in their respective positions. When the leader deals with each task, we naturally become part of it, indispensable. Sometimes, we need to play more roles to adapt to work arrangements and leadership needs.
Even though all are secretaries, due to differences in the objects served and the nature of various departments, the tasks performed will definitely vary greatly. However, since the essence of secretarial work is service, this provides us with a basis for finding commonalities. In fact, there are many similar tasks, and the differences are only due to variations in the scope of events. Essentially, they can all be categorized into one type.
At any time, a meticulous and serious work attitude is the unshakable professional ethic of secretaries. Modern secretarial job requirements, based on adherence to this concept, emphasize enhancing comprehensive application and development of these abilities. Thus, what professional qualities should an excellent secretary possess? What kind of secretary would gain the approval of their leader? In a certain company, under the call to improve work efficiency, what should secretaries in different positions do? These are questions we have always needed to explore, which led to the initial idea of compiling this handbook through the collision of thought sparks.
We, as secretaries from the Secretariat of the Planning Department, through long-term work, assistance provided by our leaders, and our own training in various tasks, have found some practical work methods, accumulated some work experience and skills, and formed some habitual practices and established conventions when handling many similar situations. We have collected these bits and pieces, summarized and refined them after a process of repeated evaluation and learning, and made them into a standard for our department's work, achieving uniformity in methods and processes.
We believe that, through our relentless efforts and love for secretarial work, after striving for our cause and the future development of our company, we will surely achieve success. We eagerly look forward to the early release of this little booklet, hoping it can provide convenient and quick reference material for colleagues' work. We are very willing to share these experiences and skills with everyone for discussion, and hope to use this opportunity to get guidance from our leaders and experts on our work, to identify problems and make up for our shortcomings.
The Secretary Handbook applies to secretaries and administrative personnel in all departments of the company, aiming to guide any employee of the company in administrative matters. The compilation of the handbook was done by the Secretariat of the Planning Department, during which we received strong support from relevant personnel in our department and other departments. For this, we express our deep gratitude. Regarding the content collected in this handbook, due to limited capabilities, please promptly point out any inappropriate places, and we sincerely welcome your opinions. This handbook will continue to be supplemented and improved according to work needs, so that it truly becomes a behavioral guideline for secretaries of the company, serving you and being used by you.
Chapter One: Essential Qualities for a Secretary
One, Standards for a Professional Secretary:
□ Dedication
□ Uprightness - Fairness, adhering to established policies and principles
□ Role Model
□ Honesty - Speaking truthfully
□ Leadership Style
□ Dedication - Taking pride in work, setting high standards
□ Professional Ability
□ Trustworthiness - Keeping promises, keeping secrets
□ Command and Control Ability
□ Diligence - Working hard, continuously learning
□ Team Spirit
□ Orderliness - Being efficient, organized
□ Learning and Innovation Ability
□ Efficiency - Pursuing efficiency and effectiveness
□ Talent Recognition and Utilization Ability
□ Reliability - Completing work as agreed upon, ensuring quality, quantity, and timeliness
□ Acceptance of Opinions and Criticism
□ Big Picture Thinking
Two, Professional Attitude of a Secretary
□ Proactivity (Initiative)
□ Adaptability (Flexibility)
□ Teamwork (Team work)
□ Respect for Others (Respect for People)
□ Innovative Spirit (Creativity)
□ Upholding Principles (Uncompromising Integrity)
□ Service and Contribution (Service & Contribution)
□ Agreement and Sharing (Sharing)
□ Win-Win and Mutual Dependence (Win-win & Interdependence)
□ Gentle Heart and Self-Reflection
Chapter Two: Key Professional Skills for a Secretary
Part One: Daily Affairs Management
One, Procedures and Skills for Making/Receiving Phone Calls
1. Preparations before making a phone call
□ Prepare a telephone record book and pen
□ Briefly list the things and contents to discuss with the other party in the notebook, and verify one by one to ensure nothing is missed.
□ Prepare necessary documents and materials for the call.
□ Look up the phone number of the other party, confirm it is correct, and start dialing.
2. Officially placing the call:
□ After dialing, confirm the other party’s company and name, then warmly and politely say: “Hello! I am ** from ** Department of ** Computer Company.”
□ If you need to speak with a relevant person, politely ask the other party to connect or transfer.
□ If the content you need to convey is complex, proactively remind the other party to take notes.
□ Clearly explain each matter, paying attention to concise and accurate language.
□ After finishing the conversation, confirm the other party has hung up the receiver, then hang up the phone.
3. Receiving phone calls
□ Answer the phone within three rings, gently and politely saying: “Hello! I am ** from ** Department.”
□ Determine WHO, depending on several scenarios:
Calling Personnel General Manager Author: xuyuanshu_66 Reply Date: November 3, 2005, 18:33:00
4. Call Techniques:
□ Common polite phrases:
When asking the other party, you may say: “May I ask where you are?” “May I ask how you should be addressed?” “Is there anything specific?” etc.
□ Direct supervisors, external and internal contacts that maintain regular contact should be familiarized with during daily work to the extent that one can recognize voices and know the person, allowing timely transfers.
□ If the other party has something for you to convey, it may be necessary to repeat their name, unit, phone number, and the message to ensure proper contact if needed later.
□ If uncertain whether the General Manager wishes to speak with the caller, avoid casually answering “present” or “absent.” Instead, say “Please hold a moment while I check if ** General Manager is available,” then consult the General Manager whether to transfer the call.
□ If the General Manager declines to answer the call, use a tactful tone: “I’m really sorry, but ** General Manager seems to be unavailable at the moment. I’ll call you back when I see him. If it’s convenient, could I perhaps convey your message?” This ensures politeness and completeness without leaks.
□ In cases where the identity is known but the reason is unclear, seek the General Manager’s advice to decide whether to transfer the call. Alternatively, inquire whether the matter is official or personal. If official, inform the caller that conveying the matter to oneself suffices.
□ In cases where the caller refuses to disclose their identity or purpose, end the call tactfully after repeated inquiries yield no results.
□ If the caller rambles endlessly, interject with “Do you have anything else?” or “Sorry, I have urgent matters to attend to,” to conclude the call.
□ If one call hasn’t finished and another comes in, prioritize based on the content and identity of the callers. Politely inform the other party to wait briefly or record their phone number to call back later.
□ Organize telephone messages and report relevant information upon the General Manager’s return.
Two, Fax
1. Classify faxes:
1) Those requiring the General Manager’s personal review are handled according to his instructions.
2) Those handled by the secretary:
A. Forward to other relevant responsible parties.
B. Reply personally by the secretary.
□ Use the standard CI format of the computer company.
□ Adhere to the standards of official document writing.
□ For confidential documents needing faxing, first contact the other party and send to the designated fax machine, confirming afterward.
□ If requesting the other party to assist in copying, clearly specify the distribution range beforehand.
□ Clearly indicate the total number of pages on the first page of the fax and label each page with its page number.
2. Necessary classification and archiving of faxes.
Three, Mail
1. Set up subfolders based on mail types (such as urgent reading items, pending processing items, notifications, individual notifications, reports/reviews, news/bulletins, private mails, etc.) or specific categories.
2. Filter emails in the inbox, delete unnecessary ones, then categorize as follows:
1) Those requiring the General Manager’s personal review are stored in corresponding folders. Some are replied to based on the General Manager’s instructions, or the General Manager is prompted and assisted to handle related matters within the specified time.
□ When replying on behalf of the General Manager, pay attention to the tone and send from the General Manager’s mailbox.
□ When sending on behalf of the secretary, clarify that the content is based on the General Manager’s instructions.
2) Those handled by the secretary:
A. Forward to other relevant responsible parties.
B. Reply personally by the secretary.
3. For emails requiring tracking of results or confirmation of receipt, set a receipt acknowledgment. If the other party fails to check in time, notify by phone.
4. Print and present emails requiring the General Manager’s review and editing, then responsible for replying or forwarding.
5. Timely archive important emails.
Four, Document Management (Refer to the group's "Secretary Manual" pages 33-36) (Attached Document Processing Flow)
1. Browse documents, determine if they should be handled by the General Manager, then review the format correctness and clarity/completeness of the content.
2. Categorize documents: pending approval, pending reading, urgent, non-urgent, summarize document abstracts (necessary background information, reasons for approval), facilitating the General Manager's review.
3. Copy and forward/distribute according to the General Manager’s edited opinions (refer to document management regulations), track necessary matters, and feedback results.
4. Archive necessary documents.
Note: For faxes, emails, and letters in foreign languages, translate them in a timely manner.
Five, Business Cards
1. Classification: Based on the General Manager’s business situation, classify by company type, customer type, region, etc.
2. Storage:
□ Card box
□ Input into NOTES address book (easier to find but requires input time)
3. Prepare a card holder storing business cards of closely related and important individuals to ensure quick and easy retrieval.
Part Two: Schedule Arrangement
Managing schedules means working orderly with the General Manager. "Schedule arrangement" refers to the planned leadership work schedule, reflecting the workload, efficiency, and results of leadership work, and is a concentrated manifestation of time management art. The secretary's responsibility is to act as a "housekeeper," prepare everything necessary according to the schedule, and remind the leader to implement it. This article will detail and provide text templates for overall schedule arrangement, business trip schedule arrangement, meeting arrangement, media interviews, large events, and unexpected visits, hoping to provide references for everyone's work.
Schedules reflect the work quality, efficiency, and results of the leader, and planning and arranging the leader's work schedule is a basic task for the secretary. This work may seem simple, but it is extremely important. It is the foundation for the secretary to assist the General Manager, and arranging the General Manager's schedule well means the secretary will work in an orderly manner with the General Manager. As a secretary, one must carefully observe the leader's work habits and style, adjust one's own working method, and actively adapt to the leader's work rhythm. In the absence of tacit understanding, it's best to have a deep communication with the leader at the beginning of collaboration, accurately understand the leader's requirements and needs, and reach a consensus on the handling principles of possible situations, laying the groundwork for smooth future work. Additionally, frequent thinking and summarizing are very necessary for improving the secretary's daily work efficiency. Recording visible experiences, lessons, small tricks, etc., reviewing them frequently, making up for shortcomings, and promoting strengths not only improves one's own work level but also indirectly promotes the leader's work efficiency.
Author: xuyuanshu_66 Reply Date: November 3, 2005, 18:34:00
One, Overall Schedule Arrangement
The leader's daily work is divided into routine work, which is relatively fixed and planned in advance (such as meetings, business trips, receptions, etc.), and unplanned work (temporary arrangements). The usual practice for secretaries is to pre-fill planned events into the prepared schedule while flexibly arranging unplanned random events.
(1) General Principles:
□ Understand the General Manager's daily work, recent business focus, rest habits, physical condition,
- Optimize work methods, carefully observe the General Manager's work habits and style, actively adapt to his work rhythm;
- Understand the company's business development status, especially the progress of the General Manager's business, pay attention to recent work highlights;
□ Pre-fill planned events into the schedule; regularly organize the schedule to avoid conflicts;
□ Clarify the priority of events, sort and prioritize tasks when handling affairs, distinguish urgency and importance, and arrange accordingly;
□ Regularly communicate with the General Manager, reach a consensus on both parties' requirements, needs, and handling principles for potential situations to facilitate work;
□ Pay attention to the tightness of the schedule, appropriately arrange;
(2) Experience and Skills
□ Avoid overloading the Monday schedule or the day before/after a business trip;
□ Leave flexible time between two appointments to prevent meeting extensions causing time conflicts and give the General Manager time to organize thoughts; reserve time to handle daily affairs;
□ Reserve appropriate fixed time for reading newspapers, materials, and other information based on the General Manager's habits;
□ Memorize all the General Manager's arrangements, timely remind of confirmed arrangements to avoid friction; set aside a fixed time every day to verify the schedule with the General Manager to ensure consistency between the secretary and the General Manager's schedule;
□ Do not replace the leader in decision-making; under the General Manager's approval, handle various appointments appropriately based on his work habits and time;
□ Control meeting times, interrupt appropriately to avoid delays affecting subsequent schedules;
□ Be aware of people to avoid in the near term;
Monthly/Weekly Plan Templates
□ You can use the NOTES calendar function, fill in relevant arrangements, and print;
□ Alternatively, create a schedule based on the General Manager's preferences;
Two, Business Trip Schedule Arrangement
As a secretary, arranging the General Manager's business trips is a frequent task, which also requires greater attention. Through the secretary's planning, arranging the General Manager's work outside efficiently and orderly, happily and satisfactorily, is the goal of secretarial work and also a reflection of its value.
(1) Domestic Business Trips
Before Departure:
□ Confirm the destination and date of the business trip;
□ Confirm the accompanying personnel for the General Manager’s business trip;
□ Communicate with relevant personnel at the business trip location, finalize detailed itinerary arrangements (including meal arrangements, addresses of destinations, required travel time, reception personnel information, etc.);
□ Confirm the itinerary, book flights (pay attention to selecting airlines, aircraft models, and flight numbers), hotels (choose hotels preferred by the General Manager, familiarize yourself with the hotel's telephone, fax, etc.), pick-up/drop-off personnel (clarify the contact information of the pick-up/drop-off personnel);
□ Perfect detailed and thorough itineraries (time, location, participants, agenda, etc.) (see examples).
□ According to the General Manager's habits, prepare items needed for the business trip (see item checklist).
□ Draft authorization letters and send emails and copies to relevant departments and personnel the day before the General Manager's departure (finance department, etc.) (see examples).
During the Trip:
□ Obtain the General Manager's contact information immediately upon arrival, notify authorized personnel and other relevant parties if necessary.
□ Update the company and GM on business progress according to the General Manager's itinerary;
□ Assist the General Manager's authorized personnel in obtaining company and business-related information.
□ Communicate with relevant personnel and the General Manager as needed to adjust the itinerary promptly;
After the Trip:
□ Promptly report internal company affairs and business progress during the business trip to the General Manager;
□ Organize business trip materials (including documents, business cards, negotiation memos), forward to relevant personnel or archive as needed;
□ Send thank-you letters to cooperation partners deemed necessary by the General Manager.
□ Process various business trip expenses reimbursement;
□ Follow up on subsequent business matters;
(2) Overseas Business Trips
Arranging overseas business trips is similar to domestic ones, but here are a few special reminders:
□ Prepare PRESENTATION materials (Chinese/English) based on the latest business developments of the company, confirm demonstration equipment with the other party, and prepare color-printed transparencies and printouts if necessary.
□ When purchasing tickets, avoid layovers, choose good airlines and services, and select good aircraft models for long-haul flights;
□ Prepare all necessary documents and invitations, and remind the General Manager to carry them;
□ Prepare gifts based on the guest's rank and national customs;
□ Prepare local maps and country customs information;
□ Confirm whether translation services are provided by the other party or ourselves;
□ Send thanks to the inviting party upon returning home.
(3) Accompanying on Business Trips
Accompanying the General Manager on a business trip undoubtedly imposes higher demands on the secretary's work. Besides the precautions mentioned earlier, during the trip, the secretary should pay attention to the following:
□ Before boarding, handle airport construction fee purchases, ticket exchanges, and various boarding procedures for the General Manager, and reconfirm the pick-up personnel;
□ Upon arrival, check-in at the hotel, learn the room number and telephone of the General Manager, and promptly inform the General Manager of the secretary's room number and telephone;
□ Verify today's and tomorrow's itinerary arrangements in a timely manner;
□ Set up morning wake-up calls in advance and arrange breakfast;
□ Confirm transportation arrangements based on the day's itinerary;
□ Promptly remind and confirm various arrangements;
□ Carry the General Manager's business cards and necessary meeting materials (report drafts, meeting memoranda, interview outlines);
□ Establish relationships with various clients (including government officials, business partners, media journalists);
□ Dress code: elegant professional attire, light makeup; pay attention to speech and behavior;
□ After returning from the business trip, follow up and track matters communicated between the General Manager and clients, and promptly process expense reimbursements and organize materials.
Author: xuyuanshu_66 Reply Date: November 3, 2005, 18:35:00
Three, Meeting Arrangements
Conducting and attending meetings is one of the important ways the General Manager works. Organizing meetings and handling meeting-related affairs have almost become routine tasks for the secretary, whose importance is self-evident. Meeting affairs comprehensively reflect the secretary's organizational work ability, integrating multiple complex tasks. To ensure the smooth holding of meetings, various preparations are required. This necessitates the secretary to be versatile and adept, using the carefulness and sense of responsibility cultivated in everyday work to calmly respond and remain adaptable! The following introduces internal and external meeting arrangements separately.
(1) Internal Meeting Arrangements
□ Meetings hosted by the General Manager
N Y
Precautions:
□ Before the meeting, clarify the content, agenda, and attendees with the GM and relevant department heads;
□ Consider various factors (such as the GM's full-day schedule) to arrange the meeting location and time;
□ After issuing the meeting notice, confirm whether the attendees have received it, and for particularly important attendees, confirm via phone;
□ During the meeting, assist with PPT presentations and always be attentive to the details of the meeting, responding flexibly;
□ Track decisions reached during the meeting in a timely manner and feedback to the GM;
□ Meetings attended by the General Manager
N Y
Time Conflicts
N Y