HRM3113/ASG/001

RECORDS MANAGEMENT FOR ADMINISTRATIVE SERVICES

This is my group assignment task for subject RECORDS MANAGEMENT FOR ADMINISTRATIVE SERVICES. This task given by my lecturer, Mr. Sathish Sarma Sathianarayanan. My group members are Siti Baizura and Dewinah.

My group decided to go visit the school Sekolah Kebangsaan Kg. Lindungan as our organization to find out how the organization handles records.

This is logo organization we had choose which is logo SK. Kampung Lindungan.

ORGANIZATION BACKGROUND

School History

• SK Kampung Lindungan opened on 21 August 2006. However, it is fully operational in January 2007, which was led by the first professor of Ms. Hajjah Hasimah Bt Bohari and three senior assistants, 23 teachers, approximately 360 students and two staff members support.
• Amenities here include a canteen, a bookstore, two computer labs, an assembly hall, two sport courts, a field and others.

VISION & MISSION

Vision

• Human quality education educated and prosperous country

Mission

• Preserve the quality of the education system to develop individual potential to fulfil the aspirations of countries

SWOT ANALYSIS

Strengths

• Long-serving and committed record staffs and students.
• Established systems for controlling access and maintaining confidentiality.
• Good relations between records staff and users.
• Skill levels.
• Resource availability.
• Processes and systems.

Weaknesses

• Lack of staff skills, especially in managing electronic records.
• Lack of integration between electronic and paper records.
• No coordination between systems in different parts of the organization.
• Inadequate funding.
• Gap in knowledge and expertise.

Opportunities

• New privacy and freedom of information legislation highlights the importance of effective records management systems.
• New senior executive has a more open attitude to records management.
• Emerging and developing markets.
• New innovation.

Threats

• Management of electronic record creating systems is driven by information systems provision, software packages and hardware combinations are chosen by computing specialists with little or no regard for records management implications
• Outsourcing of support services means that there is little inhouse access to information technology expertise for advice on electronic records issues.
• Environmentral factor.

SUGGESTION FOR IMPROVE THE RECORD MANAGEMENT AT THEIR ORGANIZATION

• Modify their record keeping 
• Regular reviews of their record keeping systems to keep-up-date.
• Know their responsibilities which are what to record, how to maintain records and how long they should be kept. 
• Encourage staff to provide feedback on how the record keeping system. 
• All staff should follow the same policies and procedures 
• Planning and administrative record keeping process will help them maintain a record keeping system.

QUESTIONNAIRE 

1.       Have staffs who manage records been trained in administrative record keeping?

   

•      In their operation the management consider keeping track of when staff receive record keeping training and what was included as part of the training. Consider holding their own training sessions to address their practice’s specific information gaps. They also provide training for themselves. So that it will reduce the cost to the practice and staff will also see a visible commitment to administrative record keeping standards. With stronger staff knowledge and commitment there will be improved record keeping standards. 
•    They could consider seeking advice from training institutions or professional peak bodies to keep their record keeping training current and aligned with industry standards, that way their practice will benefit from fully trained staff whose knowledge is up-to-date.

2.    Are the administrative records in your practice stored securely so that they can’t be stolen, damaged or altered? Have staffs who manage records been trained in administrative record keeping?

• Keeps all records (not just clinical records) secure 
• Ensures that only the appropriate staff have access to these records 
• Keeps records, storage areas clean and clear of clutter 
• Makes sure staff understands policies on storage, damage and alteration of records and take the appropriate action if a breach occurs 
• Checks records regularly for unauthorised alteration or deliberate damage
• Makes sure all staff are aware of the consequences of fraud 

OUR PICTURE AT ORGANIZATION

EXTRA INFORMATION RELATED TO HUMAN RESOURCE MANAGEMENT

TIPS TO BOOST YOUR INTERVIEW SKILLS

·       Practice Good Nonverbal Communication 

It's about demonstrating confidence: standing straight, making eye contact and connecting with a firm handshake. That first nonverbal impression can be a great beginning -- or quick ending -- to your interview. 

·       Dress for the Job or Company 

Today's casual dress codes do not give you permission to dress as "they" do when you interview. It is important to know what to wear to an interview and to be well-groomed. Whether you wear a suit or something less formal depends on the company culture and the position you are seeking. If possible, call to find out about the company dress code before the interview. 

·       Listen 

From the very beginning of the interview, your interviewer is giving you information, either directly or indirectly. If you are not hearing it, you are missing a major opportunity. Good communication skills include listening and letting the person know you heard what was said. Observe your interviewer, and match that style and pace. 

·       Don't Talk Too Much 

Telling the interviewer more than he needs to know could be a fatal mistake. When you have not prepared ahead of time, you may ramble when answering interview questions, sometimes talking yourself right out of the job. Prepare for the interview by reading through the job posting, matching your skills with the position's requirements and relating only that information. 

·       Don't Be Too Familiar 

The interview is a professional meeting to talk business. This is not about making a new friend. Your level of familiarity should mimic the interviewer's demeanor. It is important to bring energy and enthusiasm to the interview and to ask questions, but do not overstep your place as a candidate looking for a job. 

·       Use Appropriate Language 

It's a given that you should use professional language during the interview. Be aware of any inappropriate slang words or references to age, race, religion, politics or sexual orientation -- these topics could send you out the door very quickly. 

·       Don't Be Cocky 

Attitude plays a key role in your interview success. There is a fine balance between confidence, professionalism and modesty. Even if you're putting on a performance to demonstrate your ability, overconfidence is as bad, if not worse, as being too reserved. 

·       Take Care to Answer the Questions 

When interviewers ask for an example of a time when you did something, they are asking behavioral interview questions, which are designed to elicit a sample of your past behavior. If you fail to relate a specific example, you not only don't answer the question, but you also miss an opportunity to prove your ability and talk about your skills. 

·       Ask Questions 

When asked if they have any questions, most candidates answer, "No." Wrong answer. Part of knowing how to interview is being ready to ask questions that demonstrate an interest in what goes on in the company. Asking questions also gives you the opportunity to find out if this is the right place for you. The best questions come from listening to what you're asked during the interview and asking for additional information. 

·       Don't Appear Desperate 

When you interview with the "please, please hire me" approach, you appear desperate and less confident. Reflect the three Cs during the interview: cool, calm and confidence. You know you can do the job; make sure the interviewer believes you can, too.

ESSENTIAL SKILLS OF HUMAN RESOURCE MANAGEMENT

HR Management Key Skill #1: Organization

HR management requires an orderly approach. Organized files, strong time management skills, and personal efficiency are key to HR effectiveness. You’re dealing with people’s lives and careers here, and when a manager requests help with a termination or a compensation recommendation or recognition program, it won’t do to say, “I’ll try to get to that if I have time.”

HR Management Key Skill #2—Multitasking

On a typical HR day, an HR professional will deal with an employee’s personal issue one minute, an intermittent leave question the next, and a recruiting strategy for a hard-to-fill job the minute after. And that’s to say nothing of social media, wage/hour, engagement, retention, and a whole host of other things, every one critical to someone.

In HR, if it’s not one thing, it’s another. Priorities and business needs move fast and change fast, and manager A who needs someone hired doesn’t much care if you’re already helping manager B who needs someone fired. You need to be able to handle it all, all at once.

HR Management Key Skill #3—Dealing with Grey

A surprisingly large percentage of the issues HR managers face are in “the grey area.” Is it discrimination? Is it harassment? What’s a “reasonable” accommodation? How far over backward do you have to lean to approve intermittent leave? HR managers have to be able to act with incomplete and “best available” information, and they have to know when to seek the professional help of colleagues, attorneys, and other experts.

HR Management Key Skill #4—Negotiation

Along with grey comes the need to negotiate—there are often two or more opposing views, and the successful HR pro can find an acceptable middle ground. Remember, the goal of negotiation is to end up with two parties that are satisfied with the outcome, and that’s not often easy to achieve.

HR Management Key Skill #5—Communication

HR professionals have to communicate up to management, over to managers, out to potential employees, and down to all levels of current employees. And they have to do it in writing, while speaking to large and small groups and, increasingly, through social media. They have to be convincing, caring, and believable.

HR Management Key Skill #6—Discrete and Ethical

HR professionals are the conscience of the company, as well as the keepers of confidential information. As you serve the needs of top management, you also monitor their actions toward employees to be sure that policies and regulations are followed. You need to be able to push back when they aren’t in order to keep the firm on the straight and narrow. Not an easy responsibility!

Of course, you always handle confidential information appropriately, and never divulge it to any unauthorized person.

HR Management Key Skill #7—Dual Focus

Employees expect human resources professionals to advocate for their concerns, yet you must also enforce top management’s policies. The HR professional who can pull off this delicate balancing act wins trust from all concerned.

There are times you must make decisions to protect the individual and other times when you protect the organization, its culture, and values. These decisions may be misunderstood by some, and you may catch flak because of it, but you know that explaining your choices might compromise confidential information. That’s something you would never do.

HR Management Key Skill #8—Conflict Management and Problem Solving

News flash! Everyone doesn’t always get along with everyone else. High productivity demands that people work together at least civilly. HR has to find ways to allow that to happen. And that’s to say nothing of the myriad other problems that hit HR’s in-box—you can’t be effective without problem-solving ability.

HR Management Key Skill #9—Change Management

Most companies today are in a constant state of flux. Task forces, matrices, and teams spring into being, do their jobs, and disband as others form. Hierarchies have been squashed, and companies have four or five generations working side by side. A lot of people are freaked out by what’s going on. HR has to help everyone cope with the constant changes