Executive office manager

Band 6 · Executive assistant · 423 job evaluation points

Manages the executive office, its staff, and its business cycle, and makes sure the executive team and board are well supported.

Responsibilities

Manage the executive office team, setting priorities and supporting their development.
Plan the business cycle for the executive team, including forward plans and papers.
Make sure briefings, papers, and correspondence are accurate, timely, and well judged.
Coordinate the executive response to urgent matters, such as serious incidents and enquiries.
Manage the executive office budget and its systems.
Improve executive office processes and tools.

Skills

Skill	Expected level	What this level means
Diary and meeting managementThis reference	Expert (4)	You can: run the business cycle for an executive team make sure senior leaders' time is focused on the organization's priorities
Correspondence and enquiry handlingThis reference	Expert (4)	You can: set the process and standards for executive correspondence handle the most sensitive correspondence, including with regulators, partners, and the media
Minute-taking and meeting recordsThis reference	Practitioner (3)	You can: take formal minutes of board and committee meetings, including complex or contentious discussion keep formal meeting records that stand up to audit and inquiry advise chairs on what the record should show
Corporate governance and complianceThis reference	Working (2)	You can: support committee meetings, papers, and minutes keep governance registers up to date
People managementThis reference	Practitioner (3)	You can: line manage a team, setting objectives and running appraisals support wellbeing and manage attendance, performance, and conduct plan the team's development and succession
Budget managementThis reference	Working (2)	You can: track spending against a small budget and raise variances authorize spending within your limit
Stakeholder relationship managementUK GDaD PCF	Practitioner (3)	You can: work with the team to develop and maintain an understanding of stakeholders work with the team to develop and implement stakeholder communications strategies identify and resolve issues, influence stakeholders and manage relationships effectively build long-term strategic relationships and communicate clearly and regularly with stakeholders
PlanningUK GDaD PCF	Practitioner (3)	You can: understand the environment and prioritise the most important or high value tasks use data to inform planning manage complex internal and external dependencies provide delivery confidence remove blockers or impediments that affect plans and can develop a plan for difficult situations ensure that teams plan appropriately for their capacity

Typical qualifications and experience

Extensive experience of executive support and office management, at a level equivalent to a degree.

Band 6 outline

Knowledge: Specialist knowledge across a range of procedures, built through further training or experience.
Autonomy: Works independently; interprets policy for own area; seeks advice on complex issues.
Scope: A product, service, or workstream.
Leadership: May lead a small team or mentor colleagues.
Accountability: Outcomes of own workstream and quality of advice given.

Job evaluation (illustrative)

Factor	Level	Level summary	Points
Communication and relationship skills	5	Gives highly complex or contentious information needing developed persuasion and negotiation, presents to large groups, or communicates where there are significant barriers to acceptance.	45
Knowledge, training, and experience	5	Expertise in a specialism, underpinned by theory or practical experience (degree level or equivalent).	120
Analytical and judgmental skills	4	Judgments on complex facts or situations needing analysis, interpretation, and comparison of options.	42
Planning and organizational skills	4	Plans a broad range of complex activities or strategies, adjusting them as needed.	42
Physical skills	3	Developed skills needing speed or accuracy, such as advanced keyboard use.	27
Responsibility for patient and client care	1	Helps patients, clients, or relatives during incidental contact.	4
Responsibility for policy and service development	3	Implements policies for own area and proposes changes that affect other areas.	21
Responsibility for financial and physical resources	3	Authorizes payments, buys some assets or supplies, monitors or holds a delegated budget, or maintains assets.	21
Responsibility for people	3	Manages a group of staff day to day, teaches core or specialist training, or gives core HR advice.	21
Responsibility for information resources	3	Takes formal minutes, regularly writes reports or queries, or maintains information systems as a significant duty.	16
Responsibility for research and development	1	Carries out surveys or audits for own work; occasionally takes part in research or testing.	5
Freedom to act	4	Results are defined, but the job holder decides how to achieve them, within broad policy.	32
Physical effort	1	Sitting, standing, and walking, with little physical effort.	3
Mental effort	3	Frequent concentration on unpredictable work, or occasional prolonged concentration.	12
Emotional effort	1	Rare exposure, or occasional indirect exposure, to distressing circumstances.	5
Working conditions	2	Occasional unpleasant conditions, frequent travel or outdoor work, or near-continuous screen use on most days.	7
Total (Band 6: 396 to 465)			423