Secretarial support
My favorite is secretarial
support. Before personal computers, knowledge workers either had personal
secretaries or access to a pool of secretaries who had the typewriters. The
knowledge worker either wrote drafts in longhand or dictated to a secretary versed
in shorthand or to a dictating machine and the secretary did the typing. With
the availability of personal computers and good word processing software many
knowledge workers prefer to do their own typing because they now have access to
typing equipment and because they are spared from having to organize their
thinking as required for dictation. This has led to fewer and fewer
secretaries. Is this cost effective? A knowledge worker typically types at 20
to 40 words per minute at best. A secretary types at 60 to 80 words per minute
and is paid 1/4 to 1/3 that of a knowledge worker. If only the direct typing
time and cost were involved it is clear that having secretaries do the typing
is about ten times cheaper than allowing workers to do their own typing.
Other factors affecting the
cost comparison include the cost of dictation time, editing time and time to
get the product finished. Experience and experimental data has shown that it is
about three times faster to dictate something than it is to write or type it
so; at most, the time for dictation cuts the advantage of secretarial typing to
about a factor of three. My experience indicates that editing is faster if done
using standard journalism techniques on paper copies, which again favors the
dictation/typist approach. However, not all knowledge workers take the time to
learn these editing techniques and some secretaries aren’t familiar with them
so I will call the editing cost equal. I will also ignore the advantage
dictation has in that less editing is usually required. This is because most
people outline a document before they dictate whereas those who do their own
typing typically just start typing without an outline.
That leaves only the cost of
time to get to a finished product. This cost is the cost of information latency
and depends on the product involved, the dictation process in use and the
worker involved. Information latency
cost is very high for situations where knowledge workers are exchanging vital
task information because the latency time translates directly to delays in
other work products and thereby to increased costs. If the product is small
then it is more cost effective for the worker to type and send an email. If the
product is so large that it must be typed, reviewed, edited and then
distributed it is more cost effective to dictate the work and have a skilled
typist type and distribute the work. In these examples the most cost effective
approach is the one that gets the data to users quickest.
Most emails are small and it
isn’t convenient or cost effective to dictate and have a secretary type and
send them. At the other extreme are reports and similar paperwork that have
deadlines days or weeks away. In these cases the information latency cost is
negligible and the dictation/typist approach is about a factor of three
cheaper. Thus the most cost effective balance of what should be directly typed
by the worker and what should be dictated and then typed by a typist depends on
the mix of products and the dictation process. The product mix varies from
organization to organization and likely from time to time.
However, if the product mix was
the only factor remaining in determining the cost effective solution then it
could be worked out by a diligent manager. The problem is there is also a human
factors issue that is worker dependent. Some workers want to do all their own
typing no matter how costly it is and they present all kinds of spurious
arguments to defend their position. Others are more than happy to use the
secretaries as much as possible and perhaps even for things they should do
themselves. I believe this human factors issue makes it too hard to get the
exact right answer because the most cost effective balance includes some
disgruntled workers and it’s not possible to accurately estimate the resulting
cost of the inefficiency due to their being disgruntled.
I believe that modern
electronic tools, including personal computers, the intra/inter nets and
recording devices so small they are embedded in cell phones and MP3 players,
make dictation even more cost effective than in the past. E-mail, fixed and portable, and cell phones
have greatly reduced information latency but expensive knowledge workers spend
a lot of time inefficiently typing. Sound files recorded on personal computers,
or portable devices can be sent almost instantly to typists anywhere and text
documents, with corrected grammar and punctuation, can be typed and returned
about as fast as a slow typing knowledge worker can type a document. This
modern technology has the capability to reduce information latency for most
work requiring typing but it doesn’t seem to have caught on for two reasons.
First, workers wanting to do the typing themselves, even though they are
inefficient typists and second, overzealous cost cutting leading to reducing
the availability of skilled typists.
Given all these factors what
should the effective leader do? My advice is, if you have access to secretarial
support use it as much as possible. Experiment with the various new
technologies for dictation and collect data on how much of your time is saved
and how long it takes to get data to users for the various work products in
your organization. Keep it up long enough that you are comfortable dictating
and have adequate data to make decisions. The experience and the data will help
you determine what is best for you and your work. When you have the results
share them with your workers and encourage them to use the best practices you
have determined. But be prepared for all kinds of arguments why they can’t
effectively use dictation.
Administrative support
The personal computer has
complicated the issue of administrative support even further. Take for example,
travel arrangements and expense reporting. In the past workers submitted a
travel request and a secretary or administrative assistant made the travel
arrangements. At the end of the travel the worker gave the travel expense data
to the secretary or administrative assistant who then filled out an expense
report for the worker to sign before it was submitted to the financial system.
Now it is likely that the worker goes on line and makes travel arrangements and
fills out an on line expense report upon return. Here again the worker is doing
work that a less costly secretary or administrator can do much faster. This
example and many others like it aren’t so easy to analyze. There is no question
that having an expensive knowledge worker do such work in place of a support
person isn’t cost effective in the simplest analysis. However, here again human
factors are involved.
If the knowledge worker
completes all the work scheduled or expected of them in a given time period and
also does the administrative work then clearly it is cheaper to layoff the
support people. I am convinced that in many cases this happens. The knowledge
workers absorb this extra work and put in the extra time to get it done without
an increase in compensation. On paper it looks like the organization has gained
in cost effectiveness in such cases. My opinion and it is only an opinion as I
have no data to back it up, is that the organization does gain up to a point
but loses after that. I think the knowledge worker can absorb some
administrative tasks but at some point the administrative tasks begin to
interfere with the workers ability to focus on the tasks they were hired to do.
When knowledge workers are continually interrupted from their main work they
become inefficient because they have to spend time revisiting thought
processes, and they make more mistakes because they are distracted. I believe
some organizations today are fooling themselves. They are employing extra
knowledge workers to cover for the inefficiencies of existing knowledge workers
brought on by pushing more and more administrative tasks onto these workers in
the guise of being more cost effective by laying off administrative personnel.
Having made the case that
determining the optimum number of administrative workers is complex and
involves factors that are unknowable what should the effective leader do? My
advice is to make your mistakes on the side of having too many administrative
workers rather than too few. First because having too few leads to having to
hire additional knowledge workers and the optimum number of knowledge workers
is the minimum number required to get work done with no administrative overhead
assigned to the knowledge workers. This is because of the costs of data latency
and the hidden costs of extra communications between workers incurred when
there is more than the minimum number of knowledge workers. It is also less
costly to err by having one or two extra administrative workers than to have
even one extra knowledge worker due to the large difference in salaries between
knowledge workers and administrative workers.
Treat support people with
respect
Before leaving this topic I
must remind you of a couple of things that can undermine the effectiveness of
your organization. First, never ask a secretary or an administrative person to
do something for you while you wait for it that you could do yourself. Besides
the fact that it is simply rude behavior it takes two people’s time instead of
one. It is important to treat secretaries and administrative people as
professionals and to give them as much responsibility as each one’s skills and
experience allows. Think of them as knowledge workers just like the rest of
your workers. Then you realize that the more work they do at their relatively
low salary is less work you have to pay for at the higher salary of other
workers. Second, when you are assembling a team to solve a crisis don’t forget
to include secretaries or administrative workers that have responsibilities for
portions of the process that is in crisis. Very often such workers have more
intimate knowledge of process problems than others that have less day to day
involvement in the processes. I have
worked in organizations whose culture just won’t allow them to include
secretaries or admin people in process improvement teams. If your
organization’s culture includes such thinking you need to work to change the
culture in order to gain the benefit of all the skills and all the experience
in the organization.
Exercise
The objective of this exercise is
to determine the size of the largest document that you can type more cost
effectively than you can dictate and have typed for you. For documents larger
than this size dictation is more efficient than typing and for smaller
documents typing the document yourself is more efficient. Although this takes
some time it is well worth knowing in the long term. If you have software that
translates dictation to text you can modify this exercise to compare the time
to type and edit something to the time to dictate and edit the software
transcription.
1. Pick
two similar, but unrelated topics, e.g. a recent sports event you watched and a
recent repair job you did around the house or yard. Start with either topic and
write 250 to 300 words, i.e. about a page, about it. If it is your habit to
outline work before you type it then do that. If you don’t normally outline
then just begin typing. Time yourself and record the time it takes you to
outline and type, or just to type a page, edit it, save the file and email it
to yourself. The word count and the time will give you an effective typing
speed. For example, if you actually type 30 words per minute it should take you
ten minutes to type 300 words plus the time it takes to think about what to
write, edit, save and email, say another four to five minutes so that the task
overall takes about 15 minutes for an effective speed of 20 words per minute.
If you outline first it should be about the same overall time since you are
likely to spend three to four minutes outlining but you won’t have to spend as
much time thinking during the typing and there is less editing of the draft.
2. If
you have a pc with a microphone set it up so you can record a sound file. If
not use the recording capability on your MP3 players, PDA or cell phone and
transfer the sound file into your pc. Next determine the time it takes to
outline and then dictate about 250 or 300 words on the second topic, save the
sound file and email it to yourself. If you can’t stand outlining then you can
skip that step and just dictate the sound file directly. If you are somewhat
used to outlining and dictating you will have accomplished the outlining,
dictating, saving and emailing in about seven or perhaps eight minutes. Record
your own time but for now assume it is eight minutes.
3. Account
for the time a typist would take in opening your file, transcribing it,
checking it, saving it and emailing it back to you. Assume you dictated at
about 80 words per minute and the typist transcribes at the same speed. Thus it
takes about 3.75 minutes to transcribe your 300 words. Suppose it takes about
the same time to check the work and an additional half minute for corrections,
saving and emailing for a total of eight minutes.
4. Now
you have the data needed to estimate the size of document above which it saves
you time to dictate the document and the size above which it is more cost
effective to dictate. For the example discussed so far it took 15 minutes of
your time to type a 300 word document and only eight minutes to dictate 300
words. Assuming the typist makes about 1/3 your salary the cost of dictating is
only 71% of the cost of typing it yourself for this example.
By now you
have figured out that I have gamed you. There is no size of document beyond a
small paragraph that is faster for you to type or cheaper for you to type
unless you assumed some unreasonably large overhead times relating to dictation.
The important factor is information latency. If you can get critical data
faster by typing yourself, e.g. via email, then it is more effective and cost
effective. Otherwise it is always more efficient and cost effective to dictate
rather than type unless you are the rare manager that can type at 100 words per
minute. The point of this exercise was to get you to try dictation so that you
would see it is relatively easy. It gets easier as you get used to it.
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