Ontario Skills Passport
Layout structure
Header structure
Display Noc
OSP Occupational Profile

OSP Occupational Profile

Print Occupational Profile

Display page browsing back option list
Display page browsing back option list <<Back
Display Noc Details
NOC Code: NOC Code: 1442 Occupation: Personnel Clerks
Occupation Description: Occupation Description:
Personnel clerks assist personnel officers and human resources specialists and compile, maintain and process information relating to staffing, recruitment, training, labour relations, performance evaluations and classifications. They are employed in personnel departments throughout the public and private sectors. Personnel clerks assist personnel officers and human resources specialists and compile, maintain and process information relating to staffing, recruitment, training, labour relations, performance evaluations and classifications. They are employed in personnel departments throughout the public and private sectors.

  • Click on any of the Essential Skills to view sample workplace tasks for this occupation.
  • Scroll down the page to get information on career planning, education and training, and employment and volunteer opportunities.

Table will display the Skill Level for the Noc specified
Essential Skills Essential Skills Levels
Reading Reading 1 2 3 4
Writing Writing 1 2 3
Document Use Document Use 1 2 3
Digital Technology Digital Technology 1 2 3
Oral Communication Oral Communication 1 2 3
Money Math Money Math 1 2 3
Scheduling or Budgeting and Accounting Scheduling or Budgeting and Accounting 1 2 3 4
Measurement and Calculation Measurement and Calculation 1
Data Analysis Data Analysis 1 2 3 4
Numerical Estimation Numerical Estimation 1 2 3
Job Task Planning and Organizing Job Task Planning and Organizing 1 2 3
Decision Making Decision Making 1 2 3
Problem Solving Problem Solving 1 2 3
Finding Information Finding Information 1 2 3

  • The skill levels represented in the above chart illustrate the full range of sample tasks performed by experienced workers and not individuals preparing for or entering this occupation for the first time.
  • Note that some occupational profiles do not include all Numeracy and Thinking Essential Skills.

If you would like to print a copy of the chart and sample tasks, click on the "Print Occupational Profile" button at the top of the page.

  • Read memos about such matters as employee bonus requirements to stay abreast of policies and read intra-office messages forwarded by electronic mail to perform routine personnel management duties. (1)
  • Read correspondence such as letters of complaint from persons who have had unsatisfactory dealings with the personnel department. (2)
  • Read legislative documents relating to human rights or labour standards to comply with legal requirements and communicate related information to employees as required. (3)
  • Read application forms, résumés and cover letters from job applicants to evaluate their skills and potentially arrange work placements. (3)
  • Read human resources journals and magazines to maintain a current knowledge of industry practices and trends. (3)
  • Refer to benefits manuals to obtain current information on the administration of benefits, such as retirement savings plans and health plans, and respond to employee enquiries. The use of legal and technical terminology makes this reading complex. (4)
  • Interpret clauses in collective agreements, particularly when changes occur, to implement them according to their intent. (4)
Back to Top

  • Record telephone messages for office staff and jot reminder notes. (1)
  • Prepare responses to employee inquiries about personnel issues and forward via email. Email messages tend to be less formal and shorter than memos. (1)
  • Write memos to managers informing them of new policies and to head office requesting information. (2)
  • Complete forms, such as new employee status forms and accident forms, and fill in missing information on forms submitted by employees relating to medical benefits or compensation. (2)
  • Write letters to job applicants to acknowledge receiving their résumés and to advise them of the status of their applications. (2)
  • Revise job descriptions to update them in terms of occupational duties and competency requirements. (3)
Back to Top

Document Use
  • Use lists to look up employee-related data such as seniority status, telephone numbers, hiring dates and placement information. (1)
  • Read labels on files and computer diskettes to identify their contents. (1)
  • Read tables and schedules for data on hiring, retirement and disability leave to prepare staffing reports. (2)
  • Read and complete a variety of forms such as fax cover sheets, purchase orders, time cards and cheque requisitions. (2)
  • Complete a variety of forms relating to personnel matters such as labour relations and compensation. (3)
Back to Top

Digital Technology
  • Use communications software. For example, send and receive email. (2)
  • Use bookkeeping, billing and accounting software. For example, input financial data. (2)
  • Use a spreadsheet. For example, record candidates' scores on competency tests. (2)
  • Use computer applications. For example, use training software to assist employees to acquire new computer skills. (2)
  • Use a database. For example, retrieve information from employee files regarding pay or benefits. (2)
  • Use word processing. For example, prepare letters and mailing lists. (3)
  • Use graphics software. For example, prepare charts to present human resources data. (3)
Back to Top

Oral Communication
  • Use paging systems to contact employees. (1)
  • Answer incoming calls, taking messages and directing requests to appropriate staff members. You often act as the first point of contact for incoming calls. (1)
  • Interact with managers and supervisors to discuss projects and priorities, forecast human resources requirements and provide administrative support. (2)
  • Interact with co-workers to resolve personnel problems and conflicts. (2)
  • Interact with co-workers to inform them of their rights and obligations, explain benefit packages, discuss job postings and complete forms required to administer personnel procedures and policies. (2)
  • Interact with past employers to conduct reference checks. (2)
  • Interact with job candidates to provide job-related information and to assist in assessing their credentials through interviews. Administer competency or aptitude tests as required. (3)
Back to Top

Money Math
  • Reimburse employees for money spent on supplies, such as safety equipment or uniforms. (1)
  • Total the applicable reimbursement for a benefit claim to process claims submitted by employees. (2)
  • Verify the accuracy of an employee's pay cheque to identify and correct any errors. This involves calculating gross pay, by multiplying the hourly rate by the number of hours worked, and the total of all deductions, such as income tax. (3)
Back to Top

Scheduling or Budgeting and Accounting
  • Maintain financial records to record cheques issued to employees. (1)
  • Determine the number of workers required to perform tasks, considering production rates per person. (2)
  • Adjust an established budget for casual labour in light of new information or circumstances. (3)
  • Plan and monitor schedules and budgets for vacations, arranging for temporary replacement personnel, or special projects, such as when a department requires term employees to clear up a backlog of work over a three month period. (4)
Back to Top

Measurement and Calculation
  • Weigh mail to apply the correct postage. (1)
Back to Top

Data Analysis
  • Analyse staffing complements, making simple comparisons such as whether the number of employees in certain job classifications has increased or decreased. (1)
  • Calculate averages from monthly reports on absenteeism and make observations about the results. (2)
  • Prepare summary statistics showing the percentage of employees in full, part-time and temporary categories. (2)
  • Produce reports of average monthly absenteeism to monitor absenteeism at the workplace and take remedial action if necessary. (3)
  • Compare the employment packages offered by own organization to those of similar organizations to assess the market value of various occupations. (4)
Back to Top

Numerical Estimation
  • Estimate the amount of time needed to accomplish various job tasks to schedule temporary personnel. (2)
  • Estimate the staffing requirements for the upcoming year, in consultation with key managers, considering such factors as the expected volume of work. (3)
Back to Top

Job Task Planning and Organizing
  • Personnel clerks have some variety in their work activities within the broad routine of the office. Work priorities are an outcome of human resources plans and are also influenced by variables such as the frequency and scope of requests from managers for administrative support. In this context, personnel clerks have wide scope to sequence their tasks for efficiency, responding to frequent interruptions such as unscheduled visits from employees wishing to discuss personnel issues. Their work plan must be integrated with the work plans of others, such as human resources managers and staffing consultants. (3)
Back to Top

Decision Making
  • Decide in what employment categories to place résumés for processing. (1)
  • Decide on the timing of warnings and sanctions for absent employees. (2)
  • Decide how to resolve employee complaints, speaking to employees or supervisors about situations if necessary. (2)
  • Decide which job applicants for casual work to select for interviews and which to hire, considering an assessment of the match between qualifications and job requirements. You may make hiring decisions for casual labour; however, you do not often make hiring decisions for permanent and managerial staff. (3)
Back to Top

Problem Solving
  • A request has been received to set up a group meeting. Use problem solving skills to establish meeting times which will work for the many different employees who must be at the meeting. (1)
  • An employee has notified the supervisor that he/she is unable to report for work due to illness. The supervisor, in turn, has contacted the personnel clerk. Arrange for a temporary employee, considering the need for economy and efficiency, subject to the manager's approval. (2)
  • An employee is upset because of a paycheque error and asks the personnel clerk to resolve the problem quickly. Identify the cause of the error and co-ordinate with the accounting or payroll staff to correct the error while also trying to defuse the employee's anger. (2)
  • An employee who does not receive a promotion feels that the manager was not fair. Interact with the employee and manager in the capacity of a neutral third party to resolve interpersonal conflict in a sensitive manner. (2)
  • A department head makes an urgent request for an employee with specialized skills; however, the skills and knowledge requirements of the job are not clear. Consult with the department head to obtain more specific information about the job's duties and related competency requirements and pass this information on to the personnel manager. (3)
Back to Top

Finding Information
  • Refer to work schedules to provide information to employees. (1)
  • Refer to procedure and policy manuals to answer questions. (2)
  • Contact government officials (e.g., labour boards, employment centres), by phone or electronic mail, to find regulatory information on matters such as maternity leave. (2)
  • Conduct reference checks on prospective employees. (2)
  • Consult staff members as well as computer-based and paper files to obtain information about upcoming and ongoing jobs. (3)
  • Read employee files to determine seniority and to relate past experience to new job openings. (3)
Back to Top