9
Taking Meeting Minutes
The minutes of a meeting – short notes detailing its proceedings – are taken by the meeting’s secretary as a written record of what was discussed. If you are responsible for taking minutes, ensure that they are accurate and clear
Point to Remember:
1. Minutes should be brief, and can be written in note form.
2. Prompt delivery of minutes encourages prompt action on issues raised.
3. If a meeting’s secretary is unclear about an issue, he or she should discuss it with the chairperson.
4. Minutes should be entirely understandable to absentees.
Writing Clear Minutes:
In the minutes you should record the time and place of the meeting, the names of attendees (where appropriate), all items presented, but not necessarily details of the discussions involved, and all decisions, agreements, or appointments made. During the course of a meeting, make notes from which to write the minutes in full later. Make sure the minutes are unbiased, written in a clear, concise style, and accurate. Accuracy is essential, particularly where minutes may be used as evidence in the case of a later dispute.
Remember: When writing minutes, make sure they are brief, exact, and laid out in a legible format. Number each new point to make it obvious where one point ends and the next one begins. If the minutes are particularly lengthy, index them.
The Role of the Secretary:
Coordinating the minutes is the job of the secretary of a meeting. The role of secretary is an important one. The same individual can perform the role at each meeting, or the role can be handled by different people (with the exception of the chairperson, to whom the secretary is directly answerable). If you are asked to take on this role, you can delegate the administrative tasks of composing and typing.
Thing to Do:
1. Make sure the chairperson approves the minutes.
2. Distribute minutes within a day or two of a meeting.
3. Follow up between meetings on issues requiring action.
4. Use the minutes to compile a status report on ongoing issues. Circulate it with the agenda for the next meeting.
5. At each meeting, approve the minutes of the previous meeting, and verify their accuracy with the attendees.
Distributing and Following Up Minutes
Once the minutes are complete, make sure that they are distributed quickly to all the relevant people. Compiling the minutes is a meaningless task if the action agreed on at the meeting is not duly followed up. Minutes should indicate clearly the deadlines agreed on for any projects, and who is responsible for the implementation. After a suitable period but before the next meeting, follow up on the progress of any projects or tasks noted in the minutes, and update the chairperson o their status. If necessary, see that these items are included in the agenda for the next meeting.
Conclusion:
1. Ensure that the order of minutes follows the order of the agenda.
2. Write up the minutes straight after a meeting using notes taken in the meeting.
3. When writing up minutes, keep sentences short and to the point.
(Source: Refer DK Book Essential Manager's Manual)
Best regards to you all,
John
From China, Shanghai
The minutes of a meeting – short notes detailing its proceedings – are taken by the meeting’s secretary as a written record of what was discussed. If you are responsible for taking minutes, ensure that they are accurate and clear
Point to Remember:
1. Minutes should be brief, and can be written in note form.
2. Prompt delivery of minutes encourages prompt action on issues raised.
3. If a meeting’s secretary is unclear about an issue, he or she should discuss it with the chairperson.
4. Minutes should be entirely understandable to absentees.
Writing Clear Minutes:
In the minutes you should record the time and place of the meeting, the names of attendees (where appropriate), all items presented, but not necessarily details of the discussions involved, and all decisions, agreements, or appointments made. During the course of a meeting, make notes from which to write the minutes in full later. Make sure the minutes are unbiased, written in a clear, concise style, and accurate. Accuracy is essential, particularly where minutes may be used as evidence in the case of a later dispute.
Remember: When writing minutes, make sure they are brief, exact, and laid out in a legible format. Number each new point to make it obvious where one point ends and the next one begins. If the minutes are particularly lengthy, index them.
The Role of the Secretary:
Coordinating the minutes is the job of the secretary of a meeting. The role of secretary is an important one. The same individual can perform the role at each meeting, or the role can be handled by different people (with the exception of the chairperson, to whom the secretary is directly answerable). If you are asked to take on this role, you can delegate the administrative tasks of composing and typing.
Thing to Do:
1. Make sure the chairperson approves the minutes.
2. Distribute minutes within a day or two of a meeting.
3. Follow up between meetings on issues requiring action.
4. Use the minutes to compile a status report on ongoing issues. Circulate it with the agenda for the next meeting.
5. At each meeting, approve the minutes of the previous meeting, and verify their accuracy with the attendees.
Distributing and Following Up Minutes
Once the minutes are complete, make sure that they are distributed quickly to all the relevant people. Compiling the minutes is a meaningless task if the action agreed on at the meeting is not duly followed up. Minutes should indicate clearly the deadlines agreed on for any projects, and who is responsible for the implementation. After a suitable period but before the next meeting, follow up on the progress of any projects or tasks noted in the minutes, and update the chairperson o their status. If necessary, see that these items are included in the agenda for the next meeting.
Conclusion:
1. Ensure that the order of minutes follows the order of the agenda.
2. Write up the minutes straight after a meeting using notes taken in the meeting.
3. When writing up minutes, keep sentences short and to the point.
(Source: Refer DK Book Essential Manager's Manual)
Best regards to you all,
John
From China, Shanghai
Dear John,
you have really provided a useful information. It would be pleasure hearing from your side regarding some other queries related to different types of forms and formats for pre joining, post joining formalities as well regarding structuring the compensation for employees along with different types of salary structure sample with different companies.
Kindly Request you to send me the details at the provided id....
Warm Regards,
Nutan
From India, Bangalore
you have really provided a useful information. It would be pleasure hearing from your side regarding some other queries related to different types of forms and formats for pre joining, post joining formalities as well regarding structuring the compensation for employees along with different types of salary structure sample with different companies.
Kindly Request you to send me the details at the provided id....
Warm Regards,
Nutan
From India, Bangalore
Kind attention: Nutan,
Dear Nutan,
Good day.
I am afraid that this topic will keep away what the subject we discussed here, but please allow me to write something about “Salary Administration and Structure” as per your message indicated.
It could possible be different from your country, since I am a Chinese and working in Shanghai, China. However, these are for your reference only.
So far I don't have any specific forms or formats in this regard, I would like to upload these forms when available. Thank you.
Salary Structure
1. Many of the principles and definitions already set down with reference to the administration of hourly wages also apply to salary structure.
2. Each salary position has been assigned a salary grade. The grade represents accurately the level of contribution to the overall organization which is possible while performing the duties of the position. The salary grade is determined either by formal evaluation or job ranking.
The latter is in the nature of an estimate and is arrived at by analytical comparison rather than assignment of Points. It is temporary and will be subsequently confirmed or altered by formal evaluation.
3. As with hourly rate ranges, a salary employee's current level in his range should properly reward the degree of his actual mastery and performance of his assigned duties.
4. The structure or ranges of dollars assigned to the various salary grades is the result of area, internal salary situation, industry and market surveys. This structure is reviewed annually to be certain that a fair and appropriate salary opportunity is provided every employee in each grade.
5. It is the responsibility of HR Manager to establish and maintain a fair and competitive salary structure. It is the responsibility of each manager, cooperating with HR Manager to see to it that each of his salary employees receives proper compensation for the contribution he makes.
Best regards,
John
From China, Shanghai
Dear Nutan,
Good day.
I am afraid that this topic will keep away what the subject we discussed here, but please allow me to write something about “Salary Administration and Structure” as per your message indicated.
It could possible be different from your country, since I am a Chinese and working in Shanghai, China. However, these are for your reference only.
So far I don't have any specific forms or formats in this regard, I would like to upload these forms when available. Thank you.
Salary Administration Program
Salaries at our Company are determined by the responsibilities of employee's position and the skills, knowledge, experience and ability needed to perform the job. Our salary administration program is designed to ensure that our employees' pay levels are competitive with similar positions in other better-paying organizations within the local community, and with pay levels provided by better-paying organizations all across the nation for positions similar to those held by our official staff.
Our salary administration program is based on job descriptions, job evaluations and performance appraisals. Job descriptions are written by supervisors for most positions within their control. They state the functions, objectives, responsibilities and skill or knowledge requirements of each position.
After a job description is prepared, a job evaluation determines the relative value of the job compared to other jobs in the Company. This is accomplished by measuring the following factors:
- The knowledge and skills required to satisfactorily perform the job - including any management capabilities that may be required.
- The amount of original problem - solving required and other mental demands of the position.
- The amount of freedom given the individual.
- The importance of financial decisions inherent in the position.
The degree to which each of these factors applies to a given job - if at all - determines its evaluation. Different jobs with approximately the same evaluation are grouped together into job grades for the purpose of administering salaries. Each job grade has a corresponding salary range.
Once employee has been placed in a job grade with its corresponding salary range, his/her future salary progress is directly related to his/her job performance which is reviewed periodically usually every 12 months. The purpose of these performance appraisals is to give employee and his/her supervisor an opportunity to sit down together and discuss not only his/her performance on the job - but also the content of employee's job; his/her work habits, interests, strengths, weaknesses, potential for advancement, and goals for improved performance.
Among the many factors that are weighed during the performance appraisal process are the accuracy, quality and quantity of the work employee does; how well employee interact with customers, the public and other staff members; his/her attendance and punctuality, attitude, motivation and cooperation, ability to make decisions, resolve problems or recommend changes.
Performance appraisals are an ongoing process of communication conducted at regular intervals. How often employee's salary is reviewed depends on his/her position and where his/her salary falls within the established range. When employee meets with his/her supervisor at his/her performance appraisal interviews, much of what employee discusses will be documented and signed by employee - and so employee's input is just as valuable as his/her supervisor's.
In addition to letting employee knows where he/she stands and letting his/her supervisor know how he/she feels about his/her work, as the basis for salary recommendations and promotions.
* Salary Increases
Salary increases may be recommended by employee's supervisor and fall into
two general categories: merit increases and promotional increases.
* Merit Increases
Merit increases are based on employee's performance and achievements, as well as his/her position within his/her salary range.
* Promotional Increases
Promotional increases are provided if employee is promoted to a higher job grade. They reflect the increased responsibilities and higher salary range of employee's new position.
Salary adjustments may also be granted to correct any inequities in pay levels. Salary increases are deferred if employee takes a leave of absence or if employee is placed on probation. Following employee's return to work, or the end of his/her probationary period, his/her supervisor will discuss his/her salary - and any possible changes in it - with employee.
1. Many of the principles and definitions already set down with reference to the administration of hourly wages also apply to salary structure.
2. Each salary position has been assigned a salary grade. The grade represents accurately the level of contribution to the overall organization which is possible while performing the duties of the position. The salary grade is determined either by formal evaluation or job ranking.
The latter is in the nature of an estimate and is arrived at by analytical comparison rather than assignment of Points. It is temporary and will be subsequently confirmed or altered by formal evaluation.
3. As with hourly rate ranges, a salary employee's current level in his range should properly reward the degree of his actual mastery and performance of his assigned duties.
4. The structure or ranges of dollars assigned to the various salary grades is the result of area, internal salary situation, industry and market surveys. This structure is reviewed annually to be certain that a fair and appropriate salary opportunity is provided every employee in each grade.
5. It is the responsibility of HR Manager to establish and maintain a fair and competitive salary structure. It is the responsibility of each manager, cooperating with HR Manager to see to it that each of his salary employees receives proper compensation for the contribution he makes.
Best regards,
John
From China, Shanghai
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