THE OFFICE PROFESSIONAL'S PUBLIC RELATIONS DUTIES

INTRODUCTION

A very interesting and challenging responsibility of the office professional is the public relations aspect of the position.  A typical workday presents opportunities to interact with clients, customers, suppliers, governmental agencies, civic community organizations, or financial institutions.  Often the office professional is the first contact a visitor has with the company or with the executive.  Skill is dealing with people inside and outside the company may come naturally to certain individuals, but for most people, it comes with on-the-job experience.

Creating and maintaining a favorable company image requires patience, graciousness, courtesy, sensitivity, tact, consideration, and the ability to get along with people.  Being moody, playing favorites, and making rush judgments undoubtedly damage the company's public image.  many organizations are so concerned with the maintaining a good public image that they have internal public relations department or employ professional public relations firms to handle aspect of their operation.  However, every office professional who comes contact with office visitors plays a vital role in promoting the company image.

HANDLING VISITORS

First impressions are critical; it is during your  person-to-person encounter with visitors that your maturity and knowledge of business etiquette is put to the test.  Whether you are dealing  with outsiders or fellow employees, remember to create goodwill by courteously assisting visitors to accomplish their mission.

1. GREETING VISITORS

Since office professionals are adept at welcoming visitors, they must have a knack for putting them at ease and making them comfortable.  When a visitor comes at your desk, treat him or her as a guest, not a nuisance.  Stop what you are doing and look directly at the person.  Give the visitor your immediate and full attention.  a pleasant greeting sets the stage for building rapport.  if you are talking on the phone, acknowledge the visitor with a nod or a smile to indicate that you will soon be free.  Remember not to judge the importance f visitors by their appearance.  

play close attention to the name of a first-time visitor so that you repeat it without mispronouncing it.  In some instances, you may ask for the correct spelling of the name.  You can train yourself to remember a person's name by using it when addressing the person.  Prepare a memory cue card by recording the name, important information(company, position, product) and descriptive details like height, appearance or distinguishing marks.  Associate the person's name and face with these features and information.  You can also attach the visitor's business card to the memory cue card.  The ability to remember and use names us notable attribute of the office professional as he or she performs this public relations functions.

2.  SCREENING VISITORS

Office visitors can come from outside the company or they can be employees of the company, personal friends, or family members of the executive.  They may arrive in the office with or without appointments.  A good practice is to learn the executive's preference for seeing visitors by asking for guidelines:

2.1 Does he want to see everyone who calls or are there persons he would rather let you handle yourself without seeing them in his office?

2.2 Will he see "drop in" or unscheduled visitors?

2.3 Are there visitors he prefers to avoid?

2.4 Does he prefer to see certain visitors at specified day or time only?

2.5 Can standard reception procedures be bypassed in case of superiors, friends, or family members?

2.6 Who else can be admitted without permission?

2.7 What are the procedures for handling problem visitors?

Scheduled appointments generally do not present a problem.  For unscheduled visitors, courteously ask for the name, the company, and encourage them to explain their business.  Determine if he or she should be admitted.  If the visitor's business involves a matter outside the scope of the executive's authority, refer him or her to the appropriate person or office.  When the visitors cannot see the executive, be considerate in the way you explain why he is not available.  This is important especially for those still coming from distant places.  Do not dismiss the visitor abruptly.

3. ADMITTING VISITORS

First-time callers and distinguished visitors should be escorted into the executives's office instead of letting them find their way. Before leaving your desk, cover confidential papers you are working on or inconspicuously slip them into a folder.  After entering the office with the visitor, make the proper introductions and leave the room quietly.

The executive may sometimes walk out to greet the visitors.  When there is a number of visitors waiting, indicate who is first.

4. MAKING INTRODUCTIONS

When making introductions, the person given greater courtesy named firs.  In business introductions, the name of the person of high position is given first.  Use titles such as Doctor, Attorney, Reverend, Director,etc.  Sometimes you will sense that additional information about the people introduced will be needed.

Handshaking is routine and almost automatic between men.  However, between a man and woman, the woman must take the first move by offering her hand.

5.  ASSISTING WAITING VISITORS

Visitors may arrive early before their appointment time.  See to it that they are seated comfortably while they wait. Provide interesting, current reading materials.  Offer coffee or some drinks if that is the office practice.  You can resume your activity but do not forget the visitor.  You are not expected to entertain visitors but you can start light conversations with them.  However, be wary of touching controversial topics like politics or religion.  Do not talk about the executive or about company business if several visitors are waiting to meet in the same conference.

6.  HANDLING DELAYS AND INTERRUPTION

If a visitor is kept waiting too long, apologize for the delay and explain the reason for it.  Appointments may run behind schedule.  If it is not possible to get back on schedule, ask the waiting visitors if they would like to reschedule their appointments.  Sometimes the delay is caused by a visit lasting too long.  If this happens, call the executive on the phone and mention that the next appointment is due, or take a written note into his office with this information.  If the visitor in the office is the executive's superior, use your judgment before interrupting.

Most executives do not like to be interrupted during a meeting with a visitor.  As a rule, keep interruptions to a minimum.  It is wise to make consultations with the executive as to what appointment should absolutely be uninterrupted and the best method to use in making necessary interruptions - a written note or telephone call.

7. HANDLING PROBLEM VISITORS

Problem visitors may include:

7.1 Those who refuse to give their names or the nature of their business.

7.2 Those who insist on obtaining information about the executive and the company.

7.3 Repulsive, high-strung visitors who use inappropriate language and disrupt the office.

7.4 Those who force their way into the executive's office.

7.5 Insistent salesmen or fund raisers who refuse to identify themselves.

7.6 Visitors whose mannerisms and attitude are unprofessional.

Be firm and tactful with a person who refuses to give his or her name. Explain that you are not permitted to admit visitors unannounced.  If the visitor still refuse to give the necessary information, request that a short note be written, enclose the note in an envelope, and take it to the executive who decides whether to admit the caller or not.  Persons who insist on getting information should be answered in generalities.  A firm remark as "I really don't know" will usually prevent them from making further inquiries.  Always be courteous and restrained to all types of problem visitors. Being Tactful and controlled will contribute to building company image.

REFERENCE:

The Administrative Professionals in the Global Office, Lilia A. Alegre, Milagrina A. Gomez, Concepcion B. Mapa, & Zaida R. Lopez