• Telephones: The office manager often handles a business's phone system, ensuring that it's operating smoothly and fulfilling the company's needs. They may also be in charge of answering the phones.
• Reception: Office managers can sit in your reception area and handle duties such as greeting visitors, signing for deliveries, receiving and distributing mail, and keeping the reception area neat.
• Office supplies: Office managers can keep track of supply levels and order office supplies. Having all orders routed through one person is a good way to prevent duplicate orders or excessive spending.
• Office furniture: Office managers are frequently in charge of choosing and purchasing furnishings such as desks, chairs, and filing cabinets.
• Office equipment: Office managers can maintain equipment such as photocopiers and fax machines. They might be able to fix mechanical problems, or at least call in professionals to repair the equipment.
• Computers: It's a good idea for your office manager to be familiar with basic computer problems so they can help employees when their computers or printers freeze. This allows your technology support staff to focus on more important tasks.
• Data: Organizing records, data, and paperwork is usually a primary role of the office manager. They should develop a comprehensive and easy-to-follow filing system for invoices, receipts, client information, and other important documents.
• Bookkeeping: Some small businesses rely on the office manager for bookkeeping. Duties might include keeping track of client billing, compiling employee hours, acting as a liaison with the company's accountant, or performing payroll services and handing out paychecks.
• Meeting and event planning: Your office manager can be responsible for on- and off-site meeting arrangements, as well as events such as exhibitions at trade shows and the company's holiday party.
• HR management: At many small businesses, the office manager is the de facto human resources department, handling issues such as new employee paperwork and employee files.

1. Don't be modest. Don't be shy about letting your boss know where you shone during the review period. Highlight your accomplishments with grace and diplomacy and, naturally, without putting any of your colleagues down.
2. Don't forget about achievements made early on in the performance review period. Your boss cannot possibly remember all of your projects and your participation. Go back over documents and emails to help you remember your earlier accomplishments.
3. Don't be stuffy. Writing in a conversational style will encourage your supervisor to talk with you about the elements in the self-review.
4. Do get feedback from coworkers. Consider asking your colleagues what they think of your performance.
5. Do include objective measures of accomplishment.The more you can highlight tangible benefits you offer the company, the more invaluable you will appear. What difference did your efforts make to the bottom line? What did you do to contribute to excellent customer service? How did your work further the company's goals? Use dates, percentages, and numbers to back up your accomplishments.
6. Don't use your self-review as a bargaining chip. A review is not the time to pick a fight about your compensation. Be clear about your accomplishments; save salary discussions for another time.
7. Do use appropriate language. Choose words that demonstrate objectivity and distance. For example, instead of saying how much you like your job, detail the ways that your job skills have improved during the review period.
8. Do suggest areas with room for improvement. If you can think of specific ways to improve your performance, mention them. Employers appreciate employees who have a realistic view of where they can improve.
9. Do include task-related action plans. Be as specific as possible about any ideas you have for improving your performance, learning new skills, or taking on new responsibilities.
10. Do write more than one draft. This self-review will become part of your permanent employment record, so be sure it's well-crafted.

When it’s time to start hiring, the people who really know your company and industry – your employees – are the best source of candidate recommendations. But participation in traditional employee referral programs is extremely low, even if you offer incentives for successful hiring recommendations. Here’s how to turn your staff into an effective recruiting team.

1. Change the question. Most employers ask, “Whom do you know who would be a good fit?” The majority of employees won’t personally know someone with the right qualifications, so their participation in the effort stops right there. Change the question to, “Whom do you and your friends know?” This broadens the pool of potential candidates and allows all employees to participate.

2. Leverage social media. Employees’ social media networks contain a treasure trove of relevant skills data – all of it just a few clicks away. Use smart social recruiting tools that match job descriptions with potential candidates’ qualifications. Find a technology solution that allows employees to effortlessly identify and forward relevant recommendations from within their social networks. The easier you make it, the higher the participation rate.

3. Widen the circle – offer referral rewards to trusted non-employees too. Employees are an obvious source to recommend qualified candidates since they know your business and industry well. But don’t forget other great sources, such as former employees, suppliers, vendors and partner organizations. A referral program that leverages these sources as well as employees can deliver more qualified candidates, and there’s no reason not the “spread the wealth” if they help you. Traditional referral rewards programs only offer rewards to employees, but smart referral programs let employees share the rewards with friends that help bring in candidates that get hired.

4. “Gamify” your referral program. Most referral programs only reward the few employees whose recommendations result in a hire. That leaves out everyone else who tried to help – and their efforts are important too. Introduce some friendly competition into the process by making a game of it. Use a leader board where employees and departments can see where they stand in terms of referral volume, and reward those who are active in the program with points or small prizes like movie tickets.

Hiring decisions are among the most important calls you’ll make as a business leader. You can’t make the best hires without a solid pool of qualified candidates. When you leverage the collective contacts of the people who know your company and industry best, use social media tools to make recommendations quick and easy and create incentives that encourage everyone to actively participate, you’ll be well on your way to making the right hires.

Source: http://www.corpmagazine.com/management/human-resources/itemid/9839/turn-your-staff-into-an-unstoppable-recruiting-force