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Administrative officers

OaSIS code 13100.00

Administrative officers oversee and implement administrative procedures, establish work priorities, conduct analyses of administrative operations and coordinate acquisition of administrative services such as office space, supplies and security services. Administrative officers who are supervisors are included in this unit group.

Overview

Also known as

  • Access to information and privacy officer
  • Administrative officer
  • Administrative services coordinator
  • Forms management officer
  • Office administrator
  • Office manager
  • Office services coordinator
  • Planning officer
  • Records analyst - access to information
  • Surplus assets officer
  • University admissions officer

Main duties

This group performs some or all of the following duties:

  • Oversee and coordinate office administrative procedures and review, evaluate and implement new procedures
  • Establish work priorities, delegate work to office support staff, and ensure deadlines are met and procedures are followed
  • Carry out administrative activities associated with admissions to post-secondary educational institutions
  • Administer policies and procedures related to the release of records in processing requests under government access to information and privacy legislation
  • Coordinate and plan for office services, such as accommodation, relocations, equipment, supplies, forms, disposal of assets, parking, maintenance and security services
  • Conduct analyses and oversee administrative operations related to budgeting, contracting and project planning and management processes
  • Assist in preparation of operating budget and maintain inventory and budgetary controls
  • Assemble data and prepare periodic and special reports, manuals and correspondence
  • May supervise records management technicians and related staff.

Additional information

  • Progression to administrative service management positions is possible with experience.

Similar occupations classified elsewhere

Exclusions:

  • Other administrative services managers (10019)
  • Executive assistants (12100)
  • Conference and event planners (12103)
  • Property administrators (13101)

Skills match:

View occupations with similar skills and abilities requirements

NOC hierarchy breakdown

NOC version

NOC 2021 Version 1.0

Broad occupational category

1 – Business, finance and administration occupations

TEER

3 – Occupations usually require a college diploma or apprenticeship training of less than two years; or more than six months of on-the-job training

Major group

13 – Administrative occupations and transportation logistics occupations

Sub-major group

131 – Administrative occupations

Minor group

1310 – Administrative, property and payroll officers

Unit group

13100 – Administrative officers

Occupational profile

13100.00 – Administrative officers

Work characteristics

Work characteristics gathers the various components describing the work environment of each occupation, such as employers, work activities, and the work context. Each category displays up to 10 descriptors in descending order based, firstly, on their attributed ratings by the level of complexity (for Work Activities) or other measurement dimensions (for Work Context), and secondly, in alphabetical order. The whole list of descriptors and their ratings can be expanded at the bottom of each page.

Work Activities

Proficiency or complexity level
Scheduling Work and Activities
5 - Highest Level
Coordinating the Work and Activities of Others
4 - High Level
Establishing and Maintaining Interpersonal Relationships
4 - High Level
Managing Resources
4 - High Level
Planning and Organizing
4 - High Level

Work Context

Structural Job Characteristics

Structured versus Unstructured Work
Degree of freedom to determine tasks and priorities
3 - Moderate amount of freedom
Work Week Duration
Worked hours in a typical week
2 - Between 35 to 40 hours

Physical Work Environment

Physical Proximity
Physical distance from others
3 - Somewhat close (e.g. share office)

Physical Demands

Sitting
Duration
5 - All the time, or almost all the time
Standing
Duration
1 - Very little time
Bending or Twisting the Body
Duration
1 - Very little time

Interpersonal Relations

Contact with Others
Frequency
4 - Every day, a few times per day
Duration
4 - More than half the time
Work with Work Group or Team
Importance
4 - Highly important
Frequency
4 - Every day, a few times per day

Workplaces/employers

  • Establishements throughout the private and public sector

Skills and abilities

This section displays the various competencies required for an occupation. Each category displays up to 10 descriptors in descending order based, firstly, on their attributed ratings by the level of proficiency (for Skills and Abilities) or importance (for Personal Attributes) and secondly, in alphabetical order. The whole list of descriptors and their ratings can be expanded at the bottom of each page.

Abilities

Proficiency or complexity level
Finger Dexterity
3 - Moderate Level
Fluency of Ideas
3 - Moderate Level
Inductive Reasoning
3 - Moderate Level
Memorizing
3 - Moderate Level
Multitasking
3 - Moderate Level

Skills

Proficiency or complexity level
Management of Material Resources
4 - High Level
Management of Personnel Resources
4 - High Level
Time Management
4 - High Level
Coordinating
3 - Moderate Level
Evaluation
3 - Moderate Level

Personal Attributes

Importance
Analytical Thinking
4 - Highly important
Attention to Detail
4 - Highly important
Active Learning
3 - Important
Adaptability
3 - Important
Collaboration
3 - Important

Interests

The OaSIS uses the Holland Codes to describe the work-related interests. According to the Holland model, people work best in work environments that match their preferences, which means that people and work environments can be matched for a best fit. Occupational environments in Holland’s theory are described according to a combination of main interests and the activities they represent. There are six interests in the Holland typology: Realistic, Investigative, Artistic, Social, Enterprising and Conventional. All occupations in OaSIS have up to three interests assigned to them.

Interests

Preferences for work environments and outcomes.

Interests profile: EC

Enterprising (E)

Enterprising occupations are characterized by the dominance of action-oriented activities to attain organizational or self-interest goals. They frequently involve starting up and carrying out projects, influencing, leading or mobilizing people, making decisions, and sometimes require risk taking and dealing with business.

Conventional (C)

Conventional occupations are characterized by the dominance of activities that entail following sets of procedures and routines. These activities may include systematic manipulation of data, such as keeping records, filing materials, reproducing materials, organizing written and numerical data according to a prescribed plan, and operating business and data processing. They often require following a clear line of authority and usually involve working with data and details more than with ideas.

Employment requirements

Employment requirements includes the education, training, certifications and the knowledge required to work in each occupation. The Knowledge category displays up to 10 descriptors in descending order based, firstly, on their attributed ratings by the level of proficiency, and secondly, in alphabetical order. The whole list of Knowledge descriptors and their ratings can be expanded at the bottom of each page.

Education, certification and licensing

  • Completion of secondary school is required.
  • A university degree or college diploma in business or public administration may be required.
  • Experience in a senior clerical or executive secretarial position related to office administration is usually required.
  • Project management certification may be required by some employers.

Knowledge

Knowledge level
Clerical
3 - Advanced Level
Mathematics
2 - Intermediate Level
Accounting
1 - Basic Level
Business Management
1 - Basic Level
Client Service
1 - Basic Level

Skills for success

 
Skills for Success Model
 
Skills for Success are skills that help you in a quickly changing world. Everyone benefits from having these skills. They can help you to get a job, progress at your current job or even change jobs. The skills also help you become an active member of your community and succeed in learning.
 
 
Linkages Between ESDC Skills Models and Frameworks
 
ESDC makes available a dictionary of over 300 terms (or descriptors) and definitions, known as the Skills and Competencies Taxonomy (SCT). Descriptor information from the Taxonomy is used in the Occupational and Skills Information System (OaSIS).
 
While there is general commonality of meaning between the descriptors in the SCT and the Skills for Success model, there are some differences in their definitions due to their distinct purposes. The Skills for Success Model [9 broadly defined skills] identifies the skills that are universally applicable. The SCT displays specific skills and competency requirements for 900 occupations. Users of the Skills for Success Model and Essential Skills content may find competency information from the Taxonomy and the OaSIS to be complementary.
 
Stay tuned to this section for more information and updates regarding linkages between the Skills for Success model and the OaSIS.

O*NET in-it

This page includes information from the O*NET 27.2 Database by the U.S. Department of Labor, Employment and Training Administration (USDOL/ETA). Used under the CC BY 4.0 license. O*NET® is a trademark of USDOL/ETA. Employment and Social Development Canada has modified all or some of this information. USDOL/ETA has not approved, endorsed, or tested these modifications.

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