Right Course 2012 by GLACIER MEDIA DIGITAL LIMITED PARTNERSHIP dba BUSINESS IN VANCOUVER

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2012

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LETTER FROM THE EDITOR

Crossroads As our cover image suggests, now what? When we started planning this year’s Right Course, we wanted a magazine that would underscore the power of personal choice as the foundation for improvement. That is, improvement of one’s career, improvement of one’s business performance, improvement of the satisfaction and retention of one’s staff. With all that in mind, we looked at some of the tough decisions executives and managers face today. For those who can’t take time off from work to pursue academic degrees they know will improve their performance, which universities and colleges in British Columbia offer flexible options such as part-time residencies or online or distance learning? Or will coaching do the trick? If so, how does one find the best match in a coach? Stories by Noa Glouberman and Andrew Tzembelicos in these pages will help you decide. As an editorial team, we often hear gripes from the business community about retention. With the young generation always on the move, what strategies can cash-strapped companies employ to motivate and keep staff? In her feature, Ingrid de Jong Joffe talks to leading B.C. companies to find out how they do it. And bonuses. They’re not supposed to be oversized handouts for a small number of fat cats. (Cue audible sighs.) Figured

equitably and transparently, as recruiter Dennis Wolﬀ shows in his column, they’re tools for performance and retention. Likewise, as Noa Glouberman’s feature shows, performance reviews can move away from fear to embrace a self-improvement approach. As a business arena, B.C. is dominated by small and mediumsized enterprises. Such being the case, family companies are common here. “Who will take over after I’m gone?” is a frequent question, bespeaking deep-seated uncertainty and anxiety on both the personal and the professional fronts. Check out Curt Cherewayko’s story on how B.C. businesses are handling this important concern. We wish you a healthy 2012 and every success.

Naomi Wittes Reichstein Editor-in-chief

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EXECUTIVE TRAINING

Generation gap As employers face rising retirements in the next 20 years, who will manage the companies left behind?

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By Peter Mitham orkers deserve their wages, but what if wages went begging for workers rather than vice versa? With retirements rising, thatâ&#x20AC;&#x2122;s the scenario facing British Columbian employers. Statistics Canada reports that labour-force participation in the province is expected to hit 61.7 per cent in 2031, down 3.8 percentage points from today. Of these workers, persons 55 years and older will account for 23.1 per cent, up from 15.1 per cent now. That translates to a decade of attrition that will keep employers scrambling for fresh talent. Nowhere is the situation more critical than at the executive level. A study for the British Columbia Ministry of Jobs, Tourism and Innovation forecasts that professional

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and managerial positions will account for 35 per cent of a projected 1.03 million job openings over the next 10 years. The demand is driven in large measure by attrition, even in strategic growth areas such as the environmental sector. According to the Vancouver-based Globe Foundation, environmental companies will lose 44 per cent of their existing workers to retirement over the next 20 years, compounding employment needs in this rapidly expanding ďŹ eld. The scenario is familiar to industries such as construction, which has long recognized that it will face challenges if it doesnâ&#x20AC;&#x2122;t attract younger workers. Itâ&#x20AC;&#x2122;s now experiencing competition for managerial talent similar to what it saw for skilled trades during the development boom of the mid-2000s.

â&#x20AC;&#x153;The poaching that we saw amongst the trades a few years ago weâ&#x20AC;&#x2122;re starting to see â&#x20AC;Ś again amongst project managers and general foremen, because theyâ&#x20AC;&#x2122;re just not out there,â&#x20AC;? says Dave Earle, director, human resource services, with the Construction Labour Relations Association of BC (CLR). â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s just the nature of the demographic shift that weâ&#x20AC;&#x2122;re all going to go through.â&#x20AC;? Earle expects up to 75 per cent of supervisory and managerial staďŹ&#x20AC; to retire in the next 10 to 15 years. Superintendants and general foremen are almost entirely in their 50s, with a few in their 40s. To address the need, construction is identifying future supervisors and foremen among current apprentices and giving them opportunities for advancement. â&#x20AC;&#x153;If you donâ&#x20AC;&#x2122;t have a positive experience Photo: Dominic Schaefer Photography

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the first time out, then you’re not going to continue,” Earle says, noting that tradestraining programs suffer from a lot of non-completions in part because of a rough-and-tumble working culture that sometimes knocks people sideways. Earle hopes that programs such as the Better Supervision course, originally launched in Alberta but offered in B.C. since 1996 through the CLR, will make a difference. It runs two to three times a year and has trained 600 persons since its introduction in B.C. (Participants come solely from organized labour.) Potential supervisors are put through the course, usually offered on six days over two weeks, and receive practical skills cultivated under the guidance of mentors during practicums of 90 to 120 days each. The mentors themselves receive guidance from SkillPlan, an initiative of the BC Construction Industry Skills Improvement Council. “Just because you’re a good welder doesn’t make you a good mentor, but we can teach you,” Earle says. For attracting someone with “a university degree to come in and work on the floor in a manufacturing plant for a year,” having a management trainee program can be a draw, says Angela Doro, director, human resources, with Freybe Gourmet Foods Ltd. in Langley. Freybe’s manufacturing facility stays cold to accommodate the raw meat being processed into sausage and other prepared products. It’s not a comfortable work environment, but floor experience is essential in order for executives to understand Freybe’s complex business. “We’re in food manufacturing; it’s got a lot of rules and regulations to do with food safety and a lot of technical research and development,” Doro explains. “When we were looking to hire in new supervisors and new team leaders and new managers and new executives, we were having to look externally most of the time. … With the complexity of our business, there was a huge ramp-up period.” To address the challenge, Freybe turned to British Columbia Institute of Technology and its associate certificate in leadership program. BCIT offers the program to governments and businesses, tailoring it to the needs of each organization. Ten persons were signed up for the initial offering at Freybe in fall 2011, and

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Doro expects a similar number of participants in 2012. The certificate course rounds out a training strategy that includes in-house mentoring by older executives, and participation in committees and projects in different areas of the company. BCIT’s program provides a classroom component. Similarly, Rio Tinto has an internal training program, designed to meet its own needs, while being a part-owner of the Kitimat Valley Institute, which delivers the BCIT leadership program to local workers. Such offerings by contractors and manufacturers reflect a shift towards a strategic approach to developing managerial talent in many sectors, says Ian Cook, director of research and learning for the BC Human Resources Management Association. “A lot more organizations are getting systematic and putting their resources behind leadership-management development programs,” he says. “It’s ongoing, [and] it identifies high-potential people.” The province is aiming to reduce the training period for assistant deputy ministers from 14 years to eight, while a large privatesector business such as Freybe, with 350 to 450 employees and approximately 25 people in management, recognizes the need for a comprehensive training program. Cook says the challenge is more daunting for smaller companies, which typically hear a lot about financial succession plans

but don’t have the resources of larger organizations to invest in cultivating talent. Yet Deborah Lang, formerly director of organizational development and an associate vice-president at Coastal Community Credit Union on Vancouver Island and now director, organizational development and human resource consulting services with the University of Victoria, encourages companies to develop talent to take the place of key staff at all levels. “Sometimes you have a manager ready to walk into the next level role, but what about somebody ready to walk into [his or hers]?” she asks. “You have to have every manager taking accountability for developing at least one, two or three people ready to step into [his or her own role].” Lang notes that succession-planning isn’t something that should be left to the hiring department. “There is a philosophy out there that the HR department is responsible for developing a corporate succession plan. That will not work. If you have managers that view it as the HR department’s [role] to make sure there are people ready to get into those roles … you’re just not going to be able to fill the gap.” It’s a challenge that Freybe knows well. The “average age of our people here is mid- to late 40s, so we’re looking at people either moving up in their career[s] or moving out,” Doro says. “The current supervisors are succession-planning into management positions, and the managers are succession-planning into more executive positions. And that future leader is where we’re finding a huge gap of potential.” Ą BIV Magazines

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EXECUTIVE TRAINING

Franchising, frankly Do you have the product and personality you need to replicate your company?

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By Kim Wooder rian Curin knows a lot about successful franchising. He’s president of Flip Flop Shops, a company with 115 stores in three countries. Asked for advice for potential franchisors, Curin says a great concept is a good ﬁrst step but warns not to count on franchise fees and royalty cheques just

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yet. Successful franchising begins with connecting with people who have “been there and done that”: ”It shortens the learning curve, which is crucial given that so many people take years and years just to get a handful of stores or restaurants or whatever the franchise is up and running.” Consultants are plentiful, so make sure yours has a proven track record.

The Canadian Franchise Association (CFA) is a good place to start. President and chief executive oﬃcer Lorraine McLachlan says prospective franchisors are welcome, citing networking opportunities as among the beneﬁts of signing up before branching out. She too cautions not to let the temptation of quick cash send you down the franchising path. Photo: Dominic Schaefer Photography

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The tools youâ&#x20AC;&#x2122;ll need to franchise your business

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Rather, consider the pros and cons of expansion through replication. The ďŹ rst question McLachlan asks of a potential franchisor is whether he or she is already in business. If not, McLachlan says to come back to the idea once itâ&#x20AC;&#x2122;s proven that the business works and that thereâ&#x20AC;&#x2122;s public appetite for its products or services. Step two is determining whether the concept can be replicated. If itâ&#x20AC;&#x2122;s driven by location or personality, then exact copying is improbable or impossible. If it can, then itâ&#x20AC;&#x2122;s time for step 3. This comes with a stumble alert as it involves money. Is there enough ďŹ nancial stability for franchisees to be introduced to the concept? The owner must account for everything from training and operations manuals to legal agreements and supply chains in the money equation. Curin says a lot of hard questions are often overlooked and cause downfall: â&#x20AC;&#x153;People get excited about the concept, and they forget to really look at what it costs to get one of these things open. What are the build-out costs? What is the cost if I try and take it across the border or to another province? What is the franchise fee going to be? What are the royalties

By Lauren dâ&#x20AC;&#x2122;Entremont Ä&#x201E;Legal documents: Disclosure documents and attendant franchise documents Ä&#x201E;Franchise kit: Literature that tells why yours is a great business in which to invest Ä&#x201E;Marketing plan: Where are you going to expand? When and where will you advertise/introduce your business? Ä&#x201E;Operating manuals to guide new franchisees in your system Ä&#x201E;Training program to imprint the skills and knowledge needed to operate your concept Ä&#x201E;What is your ideal prospect proďŹ le? Previous experience? Net worth? What are your skills and responsibilities? Ä&#x201E;Whatâ&#x20AC;&#x2122;s the possible range of costs for the above? Ä&#x201E;Financial resources for professional services, marketing and other costs Ä&#x201E;Support team: Make sure you have a strong team experienced in franchising including a franchise lawyer, an accountant, a consultant and a marketing professional.

Things to consider when franchising your business

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going to be? Would I be able to make money at my business while paying franchise fees, or am I cutting into my proďŹ ts?â&#x20AC;? Dean Larsen is general manager of GolfTEC, a golf-instruction franchise with two locations on the Lower Mainland. Too often, he says, franchisors spend all their investment capital on build-out and forget to save money for all-important advertising and marketing. If you build it but they donâ&#x20AC;&#x2122;t know about it, they wonâ&#x20AC;&#x2122;t come. Business acumen requires a healthy

Ä&#x201E;Make sure your concept can be duplicated. Ä&#x201E;Assemble a great support team, including a consultant, an accountant and a lawyer who all have expertise in franchising. Ä&#x201E;You will need adequate ďŹ nancial resources (anywhere from $50,000 to $100,000) to cover upfront costs. Ä&#x201E;Remember that your ďŹ nancial institution can help you establish cash management procedures for collecting royalties, advertising fees, inventory delivery, etc. Ä&#x201E;Familiarize yourself with regulatory requirements if your franchise is based in Alberta, Ontario, New Brunswick, Manitoba or Prince Edward Island. Ä&#x201E;Speak with others who have franchised their businesses and learn from their experiences. Originally published in FranchiseCanada Directory. Reprinted with permission from the Canadian Franchise Association (www.cfa.ca). BIV Magazines

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EXECUTIVE TRAINING dose of self-awareness. Franchisors must not only like people but be willing to share their knowledge to beneďŹ t others. Curin says that some people realize too late that they arenâ&#x20AC;&#x2122;t cut out to do business this way; they underestimate the time involved in setting up and supporting new owners. A â&#x20AC;&#x153;here-are-the-keys, I-hopeyou-can-driveâ&#x20AC;? approach wonâ&#x20AC;&#x2122;t beneďŹ t either party. Turning oďŹ&#x20AC; oneâ&#x20AC;&#x2122;s cell phone isnâ&#x20AC;&#x2122;t an option. The bigger the business becomes, the bigger the franchise family, and the owner needs to be there for it. The thought of all that responsibility is part of the reason Trevor Jackson has replicated his Splitz Grill just once, 10 years into his franchising plan. He hopes to pick

up the pace of expansion now that his kids are grown. He understands the time and eďŹ&#x20AC;ort required, having worked with his sole franchisee for a year to make sure customers receive the same high-quality experience at both the Whistler and the Vancouver locations. Jackson says that whatever the nature of the business, franchising is a challenging proposition. â&#x20AC;&#x153;Be prepared for the good and the bad and the long haul, because it is not an easy road. You canâ&#x20AC;&#x2122;t go into it thinking youâ&#x20AC;&#x2122;re going to get rich quickly. You canâ&#x20AC;&#x2122;t be doing it for the money. It has to be something you love and something you believe in, so make sure you are committed to it.â&#x20AC;? Ä&#x201E;

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Wake and make Experts speak at Creative Mornings Vancouver and CreativeMix

reative Mornings is a free monthly breakfast lecture series started by Tina Roth Eisenberg (www.swissmiss.com) in New York City. The Creative Mornings Vancouver chapter, launched in 2011, is organized by Mark Busse, partner/design director of Industrial Brand. Each event includes a 20-minute lecture addressing a topic of professional interest to the creative community, followed by a 20-minute group discussion. Sessions in 2011 have featured speaker Stewart ButterďŹ eld, co-founder of Flickr and co-founder and president of Tiny Speck; Ian Grais, art director, creative director and co-founder of Rethink; performer Bif Naked; and Alex Beim, owner and creative director of Tangible Interaction. The series takes place in W2 Media CafĂŠ, which has the vision of bringing revitalization to the Downtown Eastside. You can also attend CreativeMix â&#x20AC;&#x201C; Vancouverâ&#x20AC;&#x2122;s Ideation Conference,

held annually in the fall, whose speakers in 2011 included JeďŹ&#x20AC; Harrison, creative director of Rethink; TJ Galda, senior CG supervisor of Electronic Arts Canada; and Ben Kadel, founding partner of Emotus Operandi. Itâ&#x20AC;&#x2122;s geared toward the professional development of those working in the business and arts of animation and digital arts, advertising, marketing, photography, architecture, design, fashion, ďŹ lm, television and more. Ä&#x201E;

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Photos: (centre right and bottom right) Jeremy Lim, www.jeremylim.ca; (bottom left) Trevor Jansen

RIGHT COURSEâ&#x20AC;&#x201D;2012 BIV Magazines

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EXECUTIVE TRAINING

Family ties, family buys The fine line between nepotism and proper succession planning

RIGHT COURSEâ&#x20AC;&#x201D;2012 BIV Magazines

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By Curt Cherewayko efore joining the family business, David Haywood made sure to gain experience elsewhere in wealth management and ďŹ nancial planning. Nothing is set in stone, but at 28, David is being groomed eventually to take over Michael Haywood & Associates Ltd. (MHA), an independent Vancouver-based brokerage founded by his father Michael Haywood in 2005. â&#x20AC;&#x153;I had the opportunity to decide whether I liked the industry prior to joining the family business,â&#x20AC;? says the junior Haywood. â&#x20AC;&#x153;Once I realized that I enjoyed this industry and had developed the skills for it, I felt I was ready join my dad at work.â&#x20AC;? David, who is group beneďŹ ts analyst at MHA, is still many years from taking the reins, but he and his father are taking the recommended approach to family succession planning: plan early and plan often. Judi Cunningham, executive director of the Business Families Centre (BFC) at the Sauder School of Business, University of British Columbia, says that, with baby boomers retiring en masse, succession planning for family businesses has never been more relevant but that not all family businesses are prepared for the transition. â&#x20AC;&#x153;In order to do a proper succession plan â&#x20AC;&#x201C; to plan for continuity over generations â&#x20AC;&#x201C; you need to begin planning many years ahead,â&#x20AC;? she says. Fewer than 30 per cent of familyowned companies survive to the next generation, according to the BFC, which says that families and family-owned businesses provide 60 per cent of Canadaâ&#x20AC;&#x2122;s GDP, create 70 per cent of new jobs and generate annual revenues of $1.3 trillion countrywide. While one-third of family business leaders will retire in the next ďŹ ve years, only 32 per cent have a succession plan. More than 40 per cent of Canadian family-business owners werenâ&#x20AC;&#x2122;t aware of the impact of the capital-gains tax on their companies, according to the 2010â&#x20AC;&#x201C;11 Canadian supplement to the global

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family-business survey conducted by PricewaterhouseCoopers International Ltd. The grooming at MHA includes having David Haywood build solid relationships with customers, fellow employees and other brokers, to ensure that heâ&#x20AC;&#x2122;s adequately trained and educated for his role when he takes over and not just perceived as a beneďŹ ciary of nepotism. Cunningham says that giving a younger family member the experience required for a new, elevated role in a family business is just one of the many angles to cover in succession planning. Family businesses have some advantages over non-family businesses, she notes. They can have a longer-term or even generational view or strategy of proďŹ t-making. And if selling a business to another family member, one doesnâ&#x20AC;&#x2122;t necessarily need to assume any of the posturing typical of many business deals. While a non-family business will often approach succession planning less emotionally, a family enterprise must prepare for things like sibling rivalry and lingering attachment to the company by the older generation. Interestingly, MHA isnâ&#x20AC;&#x2DC;t just any family business: it focuses on helping other family companies with wealth management and succession planning. 5BLF JU GSPN UIPTF XIP LOPX The ďŹ rst step in succession planning, according to Michael Haywood, is to identify the multiple roads that the company may travel in the transition. For example, while younger family members may not express interest in taking over the business in the early years of their careers, that can change quickly. â&#x20AC;&#x153;You come up with the plan early so that you have a lot of time to ďŹ x any of those rough edges to make sure the plan works,â&#x20AC;? says the senior Haywood. The BFC works with up to 1,000 families each year through its courses, workshops, networking events and panel discussions. BIV Magazines

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EXECUTIVE TRAINING

Mentor centre

New designation helps professionals channel expertise to family businesses

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When founded in 2001, the centre only focused on the training and education of family-business members. In 2007, it began offering training for professionals who advise family businesses, such as lawyers, accountant, brokers and board members. In so doing, it acknowledged the important role that outside advisers play in helping such businesses maintain an objective perspective on succession planning. “A lot of these outside advisers didn’t have an understanding of the nuances and the emotional side of family-business relationships,” says Cunningham. With a new professional designation coming available in 2012, graduates of the BFC’s certification program for family enterprise advisers will be able to attach the initials FEA to their handle. The Institute of Family Enterprise Advisors (IFEA) was created at Sauder in 2011 with help from the BFC. It aims to expand its professional designation to schools across Canada. Offered in Vancouver and Toronto, the professional designation program has signed 80 students for its January 2012 cohort. Both the IFEA and BFC play active roles in educating in the role that succession planning plays in family business. 16 RIGHT COURSE—2012

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Cunningham knows first-hand how important it is to not only have outside advisers who can help guide a family business, but to have advisers adequately trained in offering such help. She is a second-generation member of the Cunninghams, one of Vancouver’s bestknown family-business stories. The family’s successes include Crystal Services, a business-software company that was founded by her brother Terry Cunningham and exists today under the umbrella of German software giant SAP AG. She notes that had the Cunninghams “had more education and advice” and understood the succession process, “we wouldn’t have made some of the split-second decisions we were forced to make.” Pino Bacinello, president and founder of Vancouver‘s Pacific Business Brokers Inc. and Pacific Mergers & Acquisitions Inc., emphasizes the importance of dealing with the “familial” aspect rather than just the technical aspects of transition that any company must face. “It would be very useful, in some cases, to have a psychologist involved in some family business transactions,” he says. “All of the issues really come down to communication and understanding and managing expectations.” Ą

Offered by the Business Families Centre (BFC) at the Sauder School of Business, University of British Columbia, and available starting January 2012, the family enterprise adviser (FEA) designation is designed for experienced professionals such as lawyers, bankers, accountants, financial planners, insurance agents, wealth advisers, family therapists, facilitators and coaches. This designation is the only one of its kind in the world. Appointed by the Institute of Family Enterprise Advisors (IFEA), it’s granted to qualified professionals who have the combined education and experience necessary to be accredited business family advisers. The FEA will identify advisers who embody the trust, understanding and training that families in business need. While 80 per cent of Canadian businesses are family-owned, fewer than 30 per cent survive into the second generation. With the FEA designation, advisers will be able to assist business families through their special challenges such as those regarding ownership and succession. It will improve advisers’ appreciation of the implication of their advice and help them consider a broader spectrum of issues specific to family enterprises so they can deliver the most effective solutions. To achieve an FEA designation, participants complete the Family Enterprise Advisor Program (FEAP) at the BFC. Through the program’s multi-disciplinary approach, advisers learn to integrate their own disciplines with those of other professionals to provide collaborative, complementary advice to clients and build their own professional networks to attract new clients. For further information, see page 33.

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PROFESSIONAL DEVELOPMENT

Executive class Earn while you learn By Noa Glouberman hether you want to make the transition to greater seniority, transfer to a new ďŹ eld or start your own venture, going back to school to boost your skills may be key. Yet if studying full time isnâ&#x20AC;&#x2122;t an option, you can further your education without sacriďŹ cing your career.

%FHSFFT PG NBTUFSZ Master of business administration (MBA) programs are evolving for those already in the workforce. The executive MBA (EMBA) at the Beedie School of Business at Simon Fraser University is for mid-career working professionals; in fact, students must have full-time employment for admission. â&#x20AC;&#x153;Executive MBA students continue to work while they study,â&#x20AC;? states the programâ&#x20AC;&#x2122;s brochure, explaining that students apply their learning to their work and focus their projects on their employersâ&#x20AC;&#x2122; businesses. The 19-month EMBA is oďŹ&#x20AC;ered in ďŹ ve terms, each with seven in-class weekends spread over 13 weeks. Classes take place at SFUâ&#x20AC;&#x2122;s Segal Graduate School of Business in downtown Vancouver, with hotel accommodation provided so that students can â&#x20AC;&#x153;concentrate on their studies before returning home and to work.â&#x20AC;? Prefer a more virtual experience? Royal Roads University in Victoria oďŹ&#x20AC;ers online MBAs in executive and human-resources management. PĂŠdro MĂĄrquez, dean of the faculty of management, says the mix of distance learning with two three-week, on-campus residencies lets students work full time while earning their degrees. â&#x20AC;&#x153;They want to advance their careers Photo (bottom right): Beedie School of Business, Simon Fraser University

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without taking two years oďŹ&#x20AC;,â&#x20AC;? he explains in a release. â&#x20AC;&#x153;As well, they are hard-working professionals who, when they come to do their degrees with us, are much more interested in practice than theory.â&#x20AC;? During the distance portion of a Royal Roads MBA, students use textbooks, videos, Internet chat boards and interactive learning modules to work through the requirements remotely and at their own paces, individually and in teams, in under 18 months.

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PROFESSIONAL DEVELOPMENT

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At the Sauder School of Business at the University of British Columbia, a part-time MBA program given through the Robert H. Lee Graduate School offers the same curriculum as the full-time equivalent but stretched over 28 (rather than 16) months. Classes are delivered through intensive weekend sessions every three weeks or so. “With teamwork done via conference calls, instant messaging and emails, I reaped the benefits of an MBA program while working full time,” says Vlatko Mrsic in a testimonial for Sauder, where he completed an MBA in 2008. “The program’s schedule and flexibility put me in control. Most importantly, it prepared me for my next career move: starting my own business.” $FSUJGJDBUFT $FSUBJOMZ For less intense training, the same business schools provide executive education and courses. UBC offers more than 100 two to six-day open-enrolment seminars that cover strategic decision-making, project management, personal productivity and more. You can earn a certificate by choosing a focus (for example, executive general management or sales leadership) and completing six eligible courses within six years. Sauder has an accelerated leadership program that facilitates “the transformation of successful managers into exceptional leaders.” Delivered over eight months, with two residential sessions in Whistler, it emphasizes leadership and

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shows participants how to apply their new knowledge within their organizations. James Terry is executive vice-president of Rocky Mountaineer. The leadership program “was manageable from a time perspective and helped me combine all my learning from many years in the industry with today’s teachings and the input of other [enrolled] industry leaders,” he says on Sauder’s executive leadership web page. Graduate certiﬁcates at the Centre for Applied Leadership and Management (CALM), Royal Roads, blend online learning with face-to-face sessions, allowing managers to build on their existing skills

Roads scholars Certificate signals evolution of valuesbased leadership in business In fall 2011, Royal Roads University launched a new graduate certificate in values-based leadership. It addresses an opportunity in the market to provide learning and practical resources for organizational leaders to align actions and decisions with their values and those of society. “Corporate social responsibility has been a buzzword for years now in business,” says Marilyn Taylor, academic lead for this certificate, delivered jointly by the Institute for ValuesBased Leadership and the Centre for Applied Leadership and Management (CALM). “We believe that this certificate will provide corporate executives with the values-based understanding and tools they need to run a 21st-century organization.” Among the other professors enlisted to facilitate the 18

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and apply new strategies in the workplace without neglecting their professional duties. In addition, CALM director Zoe MacLeod says the centre’s executivedevelopment courses are often delivered in days, perfect for those who “just want to take an educational bite” but still gain valuable knowledge. SFU’s Learning Strategies Group customizes management-training solutions for organizations. Developed in collaboration with individual participants’ employers, program options range from “one-day strategic-planning workshops to executive retreats” to “the design and management of comprehensive corporate universities.”Ą

certificate will be Richard Barrett, an international figure in this new leadership paradigm. He is founder of the Barrett Values Centre. Also teaching is Mark Fulton, a leadership educator and senior consultant with Intersol, a consultancy that provides team-based competency in organizations. “Organizational culture has become the new frontier of competitive advantage,” Barrett says. “From businesses to nation states across more than 60 countries, we’ve seen how a dialogue about values can change the paradigm of leadership. Cultural transformation begins with the personal transformation of the leaders. In order to manage the change you have to measure it. This is the reason I developed the Cultural Transformation Tools (CTT).” The new graduate certificate in values-based leadership provides nine graduate credits and professional certification in the use of the CTT. The credits from the certificate can be used toward electives in other Royal Roads programs. Photo: Royal Roads

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PROFESSIONAL DEVELOPMENT

Coach’s corner Finding the right fit for your company takes time and effort – but it’s the results that count By Andrew Tzembelicos ot all executive coaches are created equal. Experience and style can vary considerably. If you’re seeking an executive coach to help you sharpen your leadership, finding the right one is critical. Cynthia Roney, certified executive and business coach, is founder and chief executive officer of Executive Passage. She defines executive coaching as “focus[ing] more on the executive in a large organization and helping that executive deal with the organizational challenges” the person faces, including leadership.

3FDJQF GPS B NBTUFS Roney says ﬁnding the right coach involves looking at experience, clients and coaching style. “Experience is absolutely huge,” she says. “In my case, I’ve been a CEO. I’ve raised $55 million. I’ve gone through good times and very, very challenging times. That kind of experience provides credibility when you’re working with executives.” Roney says experience is built client by client. “My coaching becomes better and better the more I do it because I’m being exposed to more business owners, more executives.” Style is crucial. Roney’s is resultsdriven and supportive but ﬁrm. Roney moves her clients forward “gently” while 20

understanding organizational challenges: “It’s our job – we get paid – not to be somebody’s friend [but] someone who continues to help that client move forward.” Yet coaching is a two-way street. Roney says, “I need my clients to do what they say they’re going to do, to kick it over the goalpost, because I can’t do that for them.” For Flavio Caron of Flavio Caron Business Consulting, coaching is about common sense. “It is not magic, yet so many of us need a coach. Coaches need coaches. A common-sense approach involves the best technical and personal customizations as well as a formalized agreement that assigned and mutually agreed-upon tasks must be completed as designed. It is pull with some push.” Caron says ﬁnding the right coach involves considering certiﬁcation (though “never the only thing”), track record and references. Choose a coach “just as you would choose your lawyer, accountant or home renovator.” Caron believes an excellent coach has the necessary business knowledge, personal communication skills and wide body of experience. “If the client cannot see the strength of the coach in all these areas, then trust and – just as important[ly] – respect, cannot be established.” This may have an impact on whether the client

accepts the coach’s recommendations. Alessandra Ringstad, principal of Ringstad & Associates Training & Consulting, says fit is key. “A good [executive coach] is someone you connect with,” she says. “There’s got to be some sort of relationship there. There’s no point [working with someone] you have no connection with.” Ringstad says coaching requires trust and the ability to motivate. It’s “about training the coachee to become a coach for his or her team.” She says effective leadership demands high levels of proficiency in influence and motivation; change management; strategic planning; and negotiation and communication. A valuable coach helps a manager understand the impact of his or her personal leadership style in engaging employees, is objective and candid and knows the necessary tools, such as roleplaying in workplace scenarios. Ringstad recommends requesting a free coaching session “to see if there’s something that resonates” and to ensure that the coach’s style suits the individual and the organization. Group buy-in is crucial to coaching success. “The organization has to understand this is not a BandAid. This is a process, and it could take six months to a year. You’re not going to see change overnight.”

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#BE CVZ (PPECZF For Ringstad, an ineffective coach â&#x20AC;&#x153;is someone who acts as a crutch, wonâ&#x20AC;&#x2122;t help an executive grow or meet the challenges required to succeed or doesnâ&#x20AC;&#x2122;t share a connection with his or her client.â&#x20AC;?

For Caron, itâ&#x20AC;&#x2122;s someone who â&#x20AC;&#x153;will occasionally let go of the best interests of the client.â&#x20AC;? This can happen when â&#x20AC;&#x153;the coach is simply not the right ďŹ t for the client in one or more key areas.â&#x20AC;? Roney, meanwhile, considers someone an ineďŹ&#x20AC;ective coach who lacks experience,

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lacks proper credentials, lacks empathy or is too tough or too soft. Finding an executive coach who will help a leader sharpen his or her skills is an investment that takes time and eďŹ&#x20AC;ort. Yet it can make all the diďŹ&#x20AC;erence in getting results. Ä&#x201E;

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WELLNESS & PRODUCTIVITY

“Our management team is immersed in operations. They work side by side to see in turns how things are running and which areas need support” – Darren Gates, chief operating oﬃcer, Sequoia Company of Restaurants

Turn, turn, turnover Keeping your staff motivated and productive amid frequent change By Ingrid de Jong Joffe urnover can really hurt an organization. It can cost a business up to six months in salary to replace an hourly worker and 18 to replace a manager. Turnover aﬀects morale and even a brand’s reputation if a business receives unﬂattering feedback from former employees. Replacing an employee means money spent on administration and advertising, time spent interviewing recruits, overtime worked and productivity lost as other employees cover the vacancy.

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5SBJOJOH SFUBJOJOH HBJOJOH “High turnover in the restaurant and hotel industry is due to the [preponderance of] entry-level jobs, seasonality and advancement. It’s just something that comes with the industry,” says Ralf Strub, chief operating oﬃcer of Bellstar Hotel & Resorts, which employs between 400 and 500 persons. Hiring the right people and supporting their development are necessary for creating a positive work environment. “We’ve put systems in place to retrain staﬀ and invest time and resources Photo: Dominic Schaefer Photography

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into retaining employs,” says Strub. During orientation, new Bellstar employees follow a process that helps them feel comfortable in their roles. They train with supervisors and are matched with work “buddies” who guide them and answer their questions. Recognition and reward programs can develop staff into productive and satisfied employees. Bellstar has a comprehensive employee-retention program. Daily and weekly meetings with managers ensure open communication and review of goals and issues, while biweekly social gatherings are popular with employees. Each month, someone is rewarded with a gift card from businesses like Starbucks or Subeez. “Not all employee rewards are financial. I send a personal email to acknowledge when someone has gone the extra mile,” says Strub. He explains that in the tourism industry, seasonal highs and lows can lead to new opportunities for staff. “We have different resorts, so there is a huge opportunity for employees to grow. In the summer, they can work in Osoyoos and then spend the winter season at our Kicking Horse Mountain Resort or go to other destinations in Western Canada.” 4FFJOH UIF GPSFTU Sequoia Company of Restaurants employs approximately 500 persons. It runs four well-known Vancouver restaurants, each with its own distinctive flavour. The Sandbar on Granville Island, Cardero’s at Photos: (top left) MINI Yaletown; (top right) Bellstar Resorts & Hotels

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Coal Harbour, the Teahouse in Stanley Park and Seasons in the Park. “The restaurant industry is known for its turnover,” says Darren Gates, COO of Sequoia. “We do active internal and external recruitment and offer many development programs to attract and retain people. We’ll move people to different locations to keep them fresh and 4QJSJU 3JEHF 7JOFZBSE 3FTPSU 4QB POF PG WBSJPVT #FMMTUBS help them advance SFTPSUT XIFSF FNQMPZFFT DBO EFWFMPQ QSPGFTTJPOBMMZ into senior positions For long-term retention, Sequoia helps or more permanent roles.” employees achieve industry certifications Like Bellstar, Sequoia has developed that assist them in advancing through the programs to retain employees. “We offer organization. “Developing a larger career reward programs for our strong performarch that moves employees to more ers,” says Gates. “We’ve partnered with secure positions is key to maintaining posivendors in the food and beverage and tive employee morale.” trade services as well as in the entertainment industry and offer their services.” %SJWJOH UIF UBMFOU Open communication keep operations running smoothly with pre-shift meetings, Retail too experiences high turnover, and employers must be creative to keep talent. staff meetings and semi-formal perform“We’re fortunate to buck the trend of ance reviews. “When support is consistent, high turnover in key positions,” says Chris then employee morale is not a problem. Ongkiko, sales director for MINI Yaletown. Our management team is immersed in “Our company offers a unique work envioperations. They work side by side to ronment and very competitive compensasee in turns how things are running and tion plans.” which areas need support.” BIV Magazines

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WELLNESS & PRODUCTIVITY

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MINI Yaletown experiences most turnover in entry-level roles through which staďŹ&#x20AC; may be putting themselves through school or supplementing their income. Yet turnover among such employees is a part of normal operations. Ongkiko recognizes that while they may enjoy their jobs and

the companies for which they work their positions are â&#x20AC;&#x153;of relatively low priority in their lives.â&#x20AC;? MINI hosts frequent events to develop its brand and build loyalty with its staďŹ&#x20AC; by establishing partnerships with various vendors. It oďŹ&#x20AC;ers extensive training in class

and on the road to interested employees. MINI ďŹ nds that internal rewards are eďŹ&#x20AC;ective for retaining employees. â&#x20AC;&#x153;Aside from the strength of the compensation plan, there is a bonus system to motivate employees monthly, quarterly and annually. Other perks are abundant, including a company vehicle (MINI of course), which is probably the most coveted.â&#x20AC;? Turnover isnâ&#x20AC;&#x2122;t always negative. When staďŹ&#x20AC; members advance to higher positions or leave for diďŹ&#x20AC;erent opportunities, new openings come available for other employees. Given the right processes, a satisďŹ ed employee can be a long-term one. Ä&#x201E;

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THE UNIVERSITY OF BRITISH COLUMBIA

24 RIGHT COURSEâ&#x20AC;&#x201D;2012

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The bonus question How to boost performance and recruitment while ensuring transparency

By Dennis Wolff onuses easily qualify as among the most hotly debated forms of payment. The sophisticated schemes and hefty sums of the 1990s and early 2000s still elicit strong emotions as we recall those bailed-out Wall Street executives handing themselves handsome bonuses, even while economic uncertainty continues to this day. While the percentage of employees fortunate enough to get mega-bonuses is miniscule, most corporate professionals do have some bonus component to their compensation. Bonuses are typically tied to performance, either individual or company-based. Often a bonus links to both, as a percentage of the base salary. Yet bonuses remain mysterious to most of us. Unlike base compensation, they’re almost never clearly quantified in employment contracts. Therefore they can be distributed at the employer’s discretion, communicated as thanks to employees for achieving certain goals. Such vagueness inadvertently produces a disconnect between employees’ expectations and what companies are really prepared to pay. If bonuses are to reward performance, companies must establish clear rules and expectations as to how they measure corporate and individual results. A business that prides itself on encouraging performance but then hides behind discretionary “thank-you” bonuses risks being perceived by potential employees as hypocritical to its staff. At the core of a bonus plan is the intention to align individual performance with what’s best for the company. It’s relatively easy to set up key performance indicators (KPIs) for employees who affect the bottom line directly, but it gets more complicated when performance

doesn’t generate profit immediately. Creating awareness of how each employee contributes to the success of the business is an important first step. Once you’ve established KPIs for each role, the next step is to identify high yet attainable goals. To ensure internal buyin, develop these goals collaboratively with each employee and review them together regularly. If bonuses are based on performance, people must be confident in their ability to attain their goals. Incentives become notoriously more complicated than they appear to the people who first set them up, so put the structure in writing. Be as specific and unambiguous as possible. People will focus their actions on areas on which they’ll be measured. An unbalanced incentive structure leads to neglect of important deliverables. Good employment contracts and clearly defined performance plans can help you minimize this problem. Be unmistakable about what constitutes performance and how each employee’s performance will be measured, so that every person understands how his or her own contribution affects the organization’s success. Lastly, it doesn’t always have to be about money. Most Fortune 500 companies also support innovation and creativity through recognition. Positive reinforcement and active engagement are key indicators of corporate cultures that celebrate success and produce high performance. Continuing economic challenge offers an excellent opportunity for companies to take hard looks at their corporate cultures, for realigning their approaches to measurement and recognition. An environment in which employees are passionate about doing their best every day results in higher profitability, which, in turn, allows for better bonuses. Ą

Bonus dos and don’ts %PT ĄDo ensure that any performance targets for earning a bonus are within the individual’s area of control or influence. ĄDo set goals ambitiously but make sure they’re attainable. Follow the SMART rule: make goals specific (S), measurable (M), attainable (A), relevant (R) and time-bound (T). ĄDo aim for transparency. Track performance consistently. Give your employees full access to their comparisons to the benchmarks. %PO UT ĄDon’t be cheap. If the bonus isn’t worth the extra effort in the employee’s eyes, you’re defeating its purpose. ĄDon’t make it too complicated. Use easy-to-understand formulas for bonus payments, and you’ll avoid frustration and conflict. ĄDon’t wait until the next performance review to discuss shortcomings. Discuss performance issues immediately. Dennis Wolff is a recruiter with Futurestep, a Korn/Ferry company. Futurestep is a leading global provider of recruitment solutions, focused on helping clients discover, deliver and measure the talent that makes the greatest impact. Contact him at dennis.wolff@futurestep.com, 604-609-5151. BIV Magazines

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WELLNESS & PRODUCTIVITY

Performing miracles Turn dreaded reviews into employee-development tools

By Noa Glouberman o you hate performance reviews? You’re not alone. Often perceived as labour-intensive and intimidating, they may not be giving you much value-added. Yet when executed properly, they can serve as powerful tools for employee development and can even help your company achieve more success. “Rarely do I meet a new client that likes performance reviews,” says Cori Maedel, chief executive officer of the Jouta Performance Group in Vancouver. “I hear people say, ‘A company is better to have no performance program than the wrong one,’ [but] I am 100 per cent in favour … as long as they make sense.” The first step is to focus less on what is being done wrong and more on what is being done right. “There are all kinds of negative psychological effects around scoring people once a year on a scale of one to 10,” Maedel says. “This seems totally disconnected with the real objective of a performance program, which is to develop your people.” “Annual performance reviews by themselves do not work,” agrees Cissy Pau, principal consultant with Vancouver’s Clear HR Consulting Inc. “Most employees want immediate feedback when they do something wrong and especially if they do something right.” An effective program includes more frequent reviews – quarterly, monthly or even weekly – even if they are informal. “Have a normal, relaxed conversation,” Pau advises. “That way when you do go into serious negotiations over salary or position, it’s not an anxiety-filled exercise. After all, it’s supposed to be a performance discussion, not an investigation.” Although disclosing your observations about an employee’s past performance in a clear and tactful manner is important, Pau warns that “looking forward is just as important as looking back.” It’s critical to use these meetings as opportunities to “set goals and targets for the upcoming month, quarter, year or whatever time period you need to consider.” Aligning individual goals with company-wide objectives can further motivate staff, driving personal performance and achievement by showing employees just how much their work matters to the overall success of the organization. Says Pau, “Whatever your vision is – to double your revenue,

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increase your customer base by 50 per cent or expand to a new city or region – the conversations that you have with your staff [members] about their performance should give you a chance to say, ‘Hey, you’re an important part of this process, this longer-term vision,’ and ‘Here is the role you can play to help us achieve these things and directly influence our success.’” Create opportunities for professional development. “Both employee and employer should look at areas that might require a bit of improvement on the employee’s part, such as additional sales training or improving [his or her] computer skills … and how the company can help [the employee] achieve that.” Maedel agrees that “a performance program that works must be grounded in measurable objectives and [have] a developmental focus, whether that means developing an employee in a current role or for a future position.” To work, “the program must be aligned with the culture of your organization.” It must employ “the same language your employees are speaking,” from the terminology used for discussing performance down to the style and setting in which the dialogue takes place. Done right, reviews can “motivate employees and increase their productivity.” Done wrong, they’ll often have the opposite effect. The tricky part, according to Sandra Reder, president and founder of Vancouver-based Vertical Bridge Corporate Consulting Inc., lies in the fact that when you have “multiple generations working together, each with different values, goals and communication styles … there is no longer a one-size-fits-all type of performance review that meets everyone’s needs.” Instead, today’s employers must “recognize and understand the different communication styles as well as the needs and preferences of each generation,” Reder says. “When it comes to

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“It’s supposed to be a performance discussion, not an investigation” – Cissy Pau, principal consultant, Clear HR Consulting

feedback, recognition and rewards, each generation has its differences.” Most baby boomers “don’t need or want continuous feedback from their managers. They are clear on what their roles are within [their organizations], how they add value and what they need to do to fulfil the requirements of their position[s] … Many are no longer looking at career development but [are] focused on career maintenance and retirement; they have the finish line in sight.” Members of Generations X and Y, on the other hand, “want immediate and constant feedback. If they are only going to work for a company for two years, they can’t wait for a one-year review to find out how they are doing; they want an on-thePhoto: Dominic Schaefer Photography

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spot performance review.” Reviews of younger workers, who are accustomed to real-time personal and professional interaction through computers and smartphones, may be more effective when leveraging the principles of social media and online collaboration. “There are many web-based programs and interactive products on the market these days that harness the power of technology to deliver innovative performance-management systems to managers,” says Reder. She points specifically to a Toronto-based firm called Rypple that produces software with an interface that looks and functions much like that of Facebook, allowing managers to provide and request feedback (anonymously or not), monitor goals, “like”

certain tasks and even reward employees with virtual badges. This “modern, social software” leaves your team feeling “inspired and learning all the time,” states a promotional video on the company’s website. While different generations may require varying approaches to performance management, Reder says it remains critical “to ensure the program is equitable to all employees and delivered consistently. If not, the program will offer no value to anyone.” Yet if you are able to “figure out how to offer career development and performance management to employees in various demographics within your company, then you are going to have a beautiful program that meets everyone’s needs.” Ą BIV Magazines

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WELLNESS & PRODUCTIVITY

The tricky topic of mental health Ignore at your peril By Greg Banwell ental health isn’t mysterious any more. We know that bipolarity is a complex neurological disorder, that you can’t “snap out” of depression and that anxiety is pervasive in the workplace. Mental health is at risk when work exceeds employees’ capacity and time, when they lack a sense of control or when management and environment cause suﬀering. Psychological distress hurts performance, safety and morale. It raises costs in lost productivity and in disability claims, primarily for depression and anxiety disorders. Approximately 50 per cent of disability claims relate to mental health. For those with moderate to high distress who stay at work, “presentee-ism” (being present but unproductive) is widespread.

8FMMOFTT GPS BMM Prevention, early recognition and treatment provide the highest payoff for employee health and for organizations. This becomes more obvious when we view mental health as a continuum of psychological well-being, from full health or transient difficulties to growing problems to disorders defined by disabling neurological, cognitive or behavioural deficits. 7BMVFT BOE FYQFDUBUJPOT Draft the principles that communicate your commitment to mental health and the expected outcomes. Not much happens until leadership “comes out.” Clarify your organization’s expectations for behaviour from managers and employees relating to mental health. Seek input from a few small discussion groups. Refer to common benchmarks (e.g., www.phwa. org/resources/creatingahealthyworkplace/). Then create a team that will provide the education and measure behaviour in management and the workplace. 28

'SPN TQPUUJOH JU UP TVQQPSUJOH JU Through mental-health education and support, organizations can reduce stigma and increase vigilance and helpfulness. ĄEducation: Help your managers and staﬀ understand the mental-health continuum and the roles of stress and resilience. Mental Health First Aid Canada (MHFA) provides a comprehensive course on mood, anxiety and substance-use disorders and psychosis. ĄRecognition and response: Understanding when an employee may be in distress is key to early intervention. The MHFA course covers recognition and mental-health crisis response. ĄPrevention: Introduce the research on and models for workplace health. This will help alert employees to one another’s situations with respect to work demands and interpersonal climate and their capacity to resolve issues. See www.guardingmindsatwork.ca. ĄManagement forum: Supervisers and managers are the most important people for ensuring mental health in the workplace. Often the unintentional sources of stress or harm, they should hold forums for training, situation reviews and discussions about mental health and prevention. ĄEmployee family assistance programs (EFAPs): Make conﬁdential self-referral prominent in the workplace. This involves an employee and family assistance program (EFAP). Some EFAPs include information and courses on mental-health maintenance and problem resolution. Depression-screening clinics are also coming available through health facilities and health consultants. ĄPeer support: Most employees are reluctant to talk to their supervisers about mental health. This is why support among peers works. Selected for discreet and personable behaviour, employees are

trained in first-level intervention involving immediate and confidential support, needs identification and referral. ĄWorkplace health measurement: Many organizations use confidential employee surveys to monitor psychological health. Without these, certain patterns like bullying or job overload may not come to the surface. Surveys can measure health conditions like anxiety or mood, underscoring the state of a workgroup and prompting investigation and support. "DDPNNPEBUJPO Some people will require reduced hours, limited or changed duties or even assigned support. Yet it’s the social awkwardness and resentment of modified duties that can be most difficult. Successful accommodations prepare other employees in advance with knowledge of the aims of the accommodation, the kind of peer support required and how to approach the topic with the returning employee. See the Canadian Human Rights Commission’s “Policy and Procedures on the Accommodation of Mental Illness,” available publicly. 1TZDIPMPHJDBM TBGFUZ Courts and tribunals have become much less tolerant of work situations that threaten psychological safety. For organizations, beyond a moral commitment to employee welfare, this means a growing legal obligation and positive financial impact in having employees at work and healthy. Ą Greg Banwell, PhD, R. Psych., is senior adviser, Human Solutions. Contact him at gbanwell@ humansolutions.ca.

RIGHT COURSE—2012 BIV Magazines

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Worcation When employees don’t take time off during holidays, what’s the bottom-line cost to your business?

By Erica Pinsky ver dinner, a friend who had just started a week-long holiday told me she’d spent her first vacation day working. Of course I reminded her that a holiday was by definition supposed to be a break from work. Yes, yes, she assured me. She was going to take some time off, starting when she left town on day three. When her holiday week started, she had two days of work to complete and two days off in town in which to do it. It was all working out well. My friend, like so many others, was taking a working holiday. Not long ago, a “working holiday” would have been considered an oxymoron. The raison d’être of a vacation was traditionally to get away from work: to take a break, to rest, to rejuvenate. Before PDAs and 24/7 worldwide connectivity, getting away from it all was pretty easy. These days it’s near-impossible. Superficially, this development seems great for business. While still paying employees for 40-hour weeks, providing them with BlackBerrys often stretches those weeks longer and into vacations, altering the time aspects of their employment contracts. The technological ability to be available wherever, whenever, creates an assumption that quickly transforms into a cultural norm in most workplaces: that whether or not an employee is at work, he or she must be available to deal with work-related issues. Failing to could prove career-limiting, demonstrating a lack of commitment. The critical issue here is the unspoken or implied part of this assumption. New or changing technology alters how we work. Unless an employer strategically and deliberately engages in communication about such changes (and most employers don’t) employees will watch, wait and then follow whatever everyone else does.

If peers answer emails at 11 p.m. and during holidays and work through vacations, such behaviours quickly become norms. Well, so what? My experience with clients and my research in this area establish that these new norms are increasingly contributing to employee resentment. Workplace incivility is on the rise. The unspoken requirement to be available around the clock creates a perception of unfair, disrespectful treatment, particularly when combined with lack of recognition, acknowledgement or increased remuneration or other rewards. Work-life integration, valued by Generation X and Y, seems impossible to attain. Rather than increasing eﬃciency, the emerging practice results in loss of productivity and creative energy. It causes disengagement, conﬂict and turnover. Ever-increasing numbers of employees, unhappy at work, want to change jobs.

Mercer’s latest “What’s Working” survey ﬁnds one in two employees in the United States either actively looking for work or disengaged at work. Have you calculated the bottom-line cost of dissatisfaction and turnover among your staﬀ? It’s one thing to allow those who choose to work on holidays to do so, quite another to require them to, whether overtly, through implied pressure or through increasing workloads. What to do? ĄAsk yourself: What unspoken assumptions might your employees have about the requirement to be available on call? Not sure? Ask them. ĄBe proactive: Have conversations about the ways in which technology has changed workplace realities and relationships between leaders and employees. Get everyone’s input and ideas for how to manage these issues. ĄClarify expectations: Focus not on how much time employees spend at work but on setting realistic targets for outcomes, regardless of where or when work gets done. Use a respectful approach that applies individual solutions as opposed to rigid organizational policies. ĄMirror today’s top companies: Become familiar with all the available new technologies. Employ them strategically to support work-life integration, retain top talent and promote organizational success. Follow these approaches, and your employees, your reputation and your bottom line will all prosper. Ą Erica Pinsky M.Sc, CHRP, is a respectful workplace-solutions expert. Contact her at 604-266-1267, Erica@ ericapinskyinc.ca, www.ericapinskyinc. BIV Magazines

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New-skills training directory

HR training

IT training

BC Human Resources Management Association 1111 Hastings St W Suite 1101 Vancouver BC V6E 2J3 604-684-7228 604-684-3225 www.bchrma.org Campeau Learning and Development Inc 1406 Magnolia Pl Coquitlam BC V3H 4S8 604-944-0642 604-944-0692 www.campeaulearning.com College of the Rockies 2700 College Way PO Box 8500 Cranbrook BC V1C 5L7 250-489-2751 250-489-1790 www.cotr.bc.ca Creativity at Work 2181 38th Ave W Suite 804 Vancouver BC V6M 1R8 604-327-1565 www.creativityatwork.com Hay Group Ltd 1140 Pender St W Suite 1390 Vancouver BC V6E 4G1 604-682-4269 604-682-4405 www.haygroup.com/ca Kison Inc 10551 Shellbridge Way Suite 35 Richmond BC V6X 2W9 604-284-5133 604-284-5132 www.kison.com Life Strategies Ltd 26907 26 Ave Aldergrove BC V4W 4A4 604-856-2386 604-856-2398 www.lifestrategies.ca Priority Management – Vancouver 11160 Silversmith Pl Suite 110 Richmond BC V7A 5E4 604-303-5963 604-214-7773 www.prioritymanagement.com/pcg Trainwest Management & Consulting Inc | Sandler Training 4170 Still Creek Dr Suite 110 Burnaby BC V5C 6C6 604-291-1272 604-291-1279 www.trainwest.ca UBC Sauder School of Business Executive Education 800 Robson St Suite 1900 Vancouver BC V6Z 3B7 604-822-8263 604-822-8496 www.sauder.ubc.ca/exec_ed University of Northern British Columbia 3333 University Way Prince George BC V2N 4Z9 250-960-5555 250-960-6330 www.unbc.ca

Alandale Training Corp 6580 Bouchard Crt Richmond BC V7C 5H4 604-839-8777 604-274-8779 www.alandaletraining.com College of the Rockies 2700 College Way PO Box 8500 Cranbrook BC V1C 5L7 250-489-2751 250-489-1790 www.cotr.bc.ca Douglas College 700 Royal Ave PO Box 2503 Stn Main New Westminster BC V3L 5B2 604-527-5400 604-527-5696 www.douglascollege.ca Priority Management – Vancouver 11160 Silversmith Pl Suite 110 Richmond BC V7A 5E4 604-303-5963 604-214-7773 www.prioritymanagement.com/pcg University of Northern British Columbia 3333 University Way Prince George BC V2N 4Z9 250-960-5555 250-960-6330 www.unbc.ca

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Management/Leadership training Ariel Communications Team Performance Richmond BC 604-908-5106 www.arielcomms.org Campeau Learning and Development Inc 1406 Magnolia Pl Coquitlam BC V3H 4S8 604-944-0642 604-944-0692 www.campeaulearning.com Catalyst Training Services Inc 1200 73rd Ave W Suite 1100 Vancouver BC V6P 6G5 604-298-5505 604-940-8035 www.catalysttraining.ca College of the Rockies 2700 College Way PO Box 8500 Cranbrook BC V1C 5L7 250-489-2751 250-489-1790 www.cotr.bc.ca Corporate Explorer Training 332 East Esplanade North Vancouver BC V7L 1A4 604-924-4504 www.CorporateExplorerTraining.com Creativity at Work 2181 38th Ave W Suite 804 Vancouver BC V6M 1R8 604-327-1565 www.creativityatwork.com Dale Carnegie Training of BC 4710 Kingsway Suite 1028 Burnaby BC V5H 4N2 604-299-5115 604-299-5657 www.bc.dalecarnegie.com Douglas College 700 Royal Ave PO Box 2503 Stn Main New Westminster BC V3L 5B2 604-527-5400 604-527-5696 www.douglascollege.ca

Hay Group Ltd 1140 Pender St W Suite 1390 Vancouver BC V6E 4G1 604-682-4269 604-682-4405 www.haygroup.com/ca Insights Learning & Development Vancouver 17 Fawcett Rd Suite 339 Coquitlam BC V3K 6V2 604-522-4229 604-522-4230 www.insightsvancouver.com JTE Management Inc 535 Howe St Suite 400 Vancouver BC V6C 2Z4 604-274-6610 www.jtemgt.com Kison Inc 10551 Shellbridge Way Suite 35 Richmond BC V6X 2W9 604-284-5133 604-284-5132 www.kison.com Kwantlen Polytechnic University 12666 72nd Ave Surrey BC V3W 2M8 604-599-2000 604-599-2086 www.kwantlen.ca MDA Training Inc 302 Water St Suite 300 Vancouver BC V6B 1B6 778-588-7230 866-203-8715 www.mdatraining.com Priority Management – Vancouver 11160 Silversmith Pl Suite 110 Richmond BC V7A 5E4 604-303-5963 604-214-7773 www.prioritymanagement.com/pcg The Reﬁnery Leadership Partners Inc 375 Water St Suite 385 Vancouver BC V6B 5C6 604-899-4192 604-899-4193 www.reﬁneryleadership.com Royal Roads University 2005 Sooke Rd, Victoria BC V9B 5Y2 250-391-2511 250-391-2500 www.royalroads.com Thompson Rivers University 900 McGill Rd, Kamloops BC V2C 0C8 250-371-5812 www.tru.ca/cac Trainwest Management & Consulting Inc | Sandler Training 4170 Still Creek Dr Suite 110, Burnaby BC V5C 6C6 604-291-1272 604-291-1279 www.trainwest.ca UBC Sauder School of Business Executive Education 800 Robson St Suite 1900, Vancouver BC V6Z 3B7 604-822-8263 604-822-8496 www.sauder.ubc.ca/exec_ed University of Northern British Columbia 3333 University Way, Prince George BC V2N 4Z9 250-960-5555 250-960-6330 www.unbc.ca

Sales/Marketing training Campeau Learning and Development Inc 1406 Magnolia Pl Coquitlam BC V3H 4S8 604-944-0642 604-944-0692 www.campeaulearning.com College of the Rockies 2700 College Way PO Box 8500 Cranbrook BC V1C 5L7 250-489-2751 250-489-1790 www.cotr.bc.ca

Corporate Explorer Training 332 East Esplanade North Vancouver BC V7L 1A4 604-924-4504 www.CorporateExplorerTraining.com Creativity at Work 2181 38th Ave W Suite 804 Vancouver BC V6M 1R8 604-327-1565 www.creativityatwork.com Dale Carnegie Training of BC 4710 Kingsway Suite 1028 Burnaby BC V5H 4N2 604-299-5115 604-299-5657 www.bc.dalecarnegie.com Douglas College 700 Royal Ave PO Box 2503 Stn Main New Westminster BC V3L 5B2 604-527-5400 604-527-5696 www.douglascollege.ca Insights Learning & Development Vancouver 17 Fawcett Rd Suite 339 Coquitlam BC V3K 6V2 604-522-4229 604-522-4230 www.insightsvancouver.com JTE Management Inc 535 Howe St Suite 400 Vancouver BC V6C 2Z4 604-274-6610 www.jtemgt.com Kison Inc 10551 Shellbridge Way Suite 35, Richmond BC V6X 2W9 604-284-5133 604-284-5132 www.kison.com Kwantlen Polytechnic University 12666 72nd Ave Surrey BC V3W 2M8 604-599-2000 604-599-2086 www.kwantlen.ca Pauline O’Malley Enterprises Inc. 666 Burrard St Suite 500 Vancouver BC V6C 3P6 800-998- 4547 www.PaulineOMalley.com Priority Management – Vancouver 11160 Silversmith Pl Suite 110 Richmond BC V7A 5E4 604-303-5963 604-214-7773 www.prioritymanagement.com/pcg Thompson Rivers University 900 McGill Rd Kamloops BC V2C 0C8 250-371-5812 www.tru.ca/cac Trainwest Management & Consulting Inc | Sandler Training 4170 Still Creek Dr Suite 110 Burnaby BC V5C 6C6 604-291-1272 604-291-1279 www.trainwest.ca UBC Sauder School of Business Executive Education 800 Robson St Suite 1900, Vancouver BC V6Z 3B7 604-822-8263 604-822-8496 www.sauder.ubc.ca/exec_ed University of Northern British Columbia 3333 University Way Prince George BC V2N 4Z9 250-960-5555 250-960-6330 www.unbc.ca

BIV Magazines

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FOU N D I N G O U R F U T U R E

BC HRMA CONFERENCE & TRADESHOW 2012

Early Bird rate available until February 29, 2012.

! BC HRMA is the trusted source for human resources expertise. Join us as we share our collective history in a two-day conference that features exceptional speakers, insightful knowledge sessions and inspiring conversations. Building on the success of the past 50 years, conference will be the most relevant and valuable HR professional development event of the year.

TONY HSEIH Delivering Happiness: A Path to Passion, Profit and Purpose. CEO of Zappos.com.

D R . DAV I D RO C K What Neuroscience means for HR.

LI N DA N A Z A R E T H The Twist: Finding Your Path in the Post-Everything Economy.

J E R E MY G U T S C H E Ways to Spark Innovation During Times of Change.

April 25-27, 2012 BC H R M A .O RG/C O N F2 012 Registration opens December 2011

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Vancouver Convention Centre Preconference events Wednesday, April 25 Conference events April 26 & 27

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Professional designations Credentials that boost your qualifications – and what it takes to earn them Accounting CGA (Certified general accountant) Requirements: Bachelor’s degree in any field. Completion of CGA education program (19 academic course and exam requirements, plus two business cases). Up to 15 courses and exams may be completed via transfer credit or through CGA; the final four courses and exams, the professional applications and competence evaluations, must be completed through CGA. Degrees not required for entering programs but is an exit requirement; they may be earned concurrently with CGA studies. Adherence to strict code of ethical principles and rules of conduct required. Candidates need approximately 36 months’ accounting and/or financial management work experience. Cost: Varies Administering organization: Certified General Accountants Association of British Columbia (www.cga-bc.org) CMA (Certified management accountant) Requirements: Four-year university degree. Completion of courses required by Certified Management Accountants Society, including 16 syllabus courses, CMA national entrance exam and two-year CMA professional program. Required courses may be completed at Canadian postsecondary institutions or through CMA quickstart and accelerated program. Minimum 24 months’ practical experience required in accounting or finance-related discipline (may be completed concurrently with CMA program). Senior managers and executives may be eligible for two-year CMA executive program. Cost: Varies Administering organization: Certified Management Accountants Society of BC (www.cmabc.com) CA (Chartered accountant) Prerequisites: Four-year, 120-credit-hour university degree or equivalent. Average 65 per cent in general business (three courses); assurance (one introductory course); finance (one introductory and one intermediate); information systems and technology (one introductory required, with second intermediate or advanced MIS highly recommended); performance measurement (two intermediate financial accounting, one intermediate managerial/cost accounting and one accounting theory, advanced financial accounting, advanced financial statement analysis, advanced managerial/cost accounting or international accounting); and taxation (one introductory covering both personal and corporate). Requirements (Western Canada): Paid practical experience three-year articling with an approved CA training office, which includes time away from the office to attend CA school of business (CASB) face-to-face interactive sessions, write module evaluations and prepare for the UFE. Candidate is under supervision of a CA who guides, mentors and supports throughout training. Candidate develops two different kinds of competencies through work experience: specific competencies and pervasive qualities and skills. Completion and passing of six CASB modules. Passing of national uniform evaluation. Cost: Most CA training offices will pay CASB fees. Visit www. casb.com/pdf/2011-2012_Administrative_Fee_Schedule.pdf. Administering organization: Institute of Chartered Accountants of British Columbia (www.ica.bc.ca)

Career counselling CCDP (Certified career development practitioner) Description: A CCDP knows career development, has skills and expertise in assessment and referral and has interpersonal competence in career development. A CCDP has skills and expertise in at least three of: assessment, facilitated individual and group learning, career counselling, information and resource management, work development and community capacity-building. Requirements: Master’s degree in related field and at least one year’s related work experience; bachelor’s degree in related field and at least two years’ related work experience; diploma in career-development practice or related field and at least three years’ related work experience; certificate in career-development practice or related field, or equivalent post-secondary education and at least four years’ related work experience. Evidence of all core competencies and three areas of specialization. Evidence of completing course in ethics related to career development, counselling or adult education that includes at least 10 hours’ instructional time, as well as course in career-development theory that includes at least 20 hours’ instructional time. Costs: $250 (+ HST) application fee, $100 (+ HST) renewal fee after three years Administering organization: Career Development Association of BC (www.bccda.org) Editing CPE (Certified professional editor) Description: Candidates can become CPEs or earn separate certifications in proofreading, copyediting, structural editing or stylistic editing. Requirements: Passing of required tests (four tests for CPE designation). No formal requirements, but EAC recommends five years’ prior editing experience. Costs: For one test, $375 (member), $475 (non-member). For two tests, $700 (member), $900 (non-member). (+ HST). Administering organization: Editors’ Association of Canada (www.editors.ca) Entertainment ETCP (Entertainment technician certification program) Description: Focuses on disciplines affecting health and safety of crews, performers and audiences. Certification available for rigger–arena, rigger–theatre, and entertainment electrician. Requirements: Points system based on education and work experience determines eligibility. Thirty points to write exam (see website for points list). Cost: US $600 for exams. Member of an ETCP Council organization (AMPTP, the Broadway League, CITT, ESTA, IATSE, IAAM, InfoComm International, TEA or USITT) gets US $100 discount. Administering organization: Professional Lighting and Sound Association (www.plasa.org) Event-planning CMP (Certified meeting professional) Description: Helps persons employed in meeting management pursue continuing education, increase involvement with industry and gain industry-wide recognition.

Requirements: Three years’ work experience in the industry; a degree in meeting, event, exhibition or hospitality/ tourism management and two years’ work experience; three years’ full-time instruction experience in a meeting/ hospitality university program. Completion of 25 hours’ continuing education or completion of approved internship/apprenticeship in the industry. Written exam. Costs: US $225 CMP application submission fee, US $450 exam registration fee Administering organization: Convention Industry Council (www.conventionindustry.org) CSEP (Certified special events professional) Description: Awarded by ISES. Requirements: To qualify for CSEP exam, a candidate must have minimum three years’ full-time professional employment in the special-events industry. Documentation of work experience required. Exam is a 4.5-hour computer-based examination scored either pass or fail and consisting of 100 multiple-choice questions and a written portion, both based on the CSEP content outline (on line at www.ises.com). Costs: US $600 CSEP exam registration fee, US $200 recertification (after five years with 25 industry points-no exam required), CDN $399 (+ $55 one-time application fee) annual membership fee (administered by Canadian head office, www.isescanada.com) Administering organization: International Special Events Society (www.ises.com) DMCP (Destination management certified professional) Requirements: To qualify as a candidate for the written exam, applicant must have minimum three years’ destination management or bachelor’s degree in hospitality-related major from accredited university, current employment in hospitality, responsibility and accountability for successful completion of destination-management programs and minimum 90 points on the application. Costs: US $200 application fee (US $300 non-members), US $400 test registration fee (US $500 non-members), US $200 recertification application fee (after five years with 50 continuing experience/education points) Administering organization: Association of Destination Management Executives (www.adme.org) Executive coaching ACC (Associate certified coach), PCC (Professional certified coach), MCC (Master certified coach) Description: The ICF establishes and administers minimum standards for credentialing professional coaches and coach-training agencies. A coach credentialed by the ICF has coach-specific training, has achieved a designated number of hours of experience and has been coached by a mentor coach. Requirements: Vary by designation. For details, see www. coachfederation.org/icfcredentials/become-credentialed. Cost: Varies Administering organization: International Coach Federation (www.coachfederation.org) BIV Magazines

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PROFESSIONAL DESIGNATIONS Family enterprise advising New! FEA (Family enterprise adviser) Description: The FEA designation demonstrates an adviser’s commitment to excellence in family enterprise advising. As the only designation of its kind, the FEA is a secondary accreditation for experienced lawyers, wealth managers, accountants, facilitators and family therapists. They are practised at multi-disciplinary advising, integrating their own disciplines with others to provide collaborative and complementary advice to clients. Requirements: Completion of the family enterprise adviser program at the Sauder School of Business, UBC, possession of a professional designation or equivalent, passing of the written and oral components of the designation exam offered by the IFEA, minimum seven years’ full-time experience (minimum 30 per cent or equivalent working with families) and seven hours’ annual continuing education credits. Costs: $13,960 program, $395 annual membership Administering organization: Institute of Family Enterprise Advisors (www.ifea.ca) Finance and insurance CAIB (Canadian accredited insurance broker) Description: IBABC offers CAIB program through provincial member associations. Designed for property and casualty insurance brokers, CAIB provides insurance knowledge to develop competence and enhance career opportunities. Four course modules constitute the program and cover personal and commercial lines of insurance plus brokerage-management skills. Each course culminates in a national exam. Courses prepare students to meet B.C. licensing requirements. Requirements: Completion of four course volumes and exams. Employment by insurance brokerage that is member of a provincial brokers’ association that is, in turn, member of Insurance Brokers Association of Canada. Costs: Per course, $545–645 (including text materials and exam fees) self-study options, $695–845 (including web access, text materials and exam fees) online options, $845–995 (including instruction, text materials and exam fees) classroom options Administering organization: Insurance Brokers Association of British Columbia (www.ibabc.org) CBAP (Certified business analysis professional) and CCBA (Certification of competency in business analysis) Description of CBAP: Holding CBAP proves demonstrated knowledge of skills necessary for being an effective business analyst and competence in the principles and practices of business analysis. It brings recognition of professional competence by professional peers and management along with advanced career potential from recognition as a professional business-analysis practitioner. Description of CCBA: This stepping stone to obtaining the CBAP designation provides recognition for persons who have experience in business analysis but do not yet meet the requirements for the CBAP designation. Requirements for CBAP: 7,500 hours’ experience in business analysis in last 10 years in tasks specifically related to knowledge areas in the Business Analysis Body of Knowledge (BABOK) Guide, 900 hours in four of the six knowledge areas, 21 hours’ professional development in last four years, two references from career manager, client or CBAP recipients, passing of final exam, signed code of conduct. Recertification every three years with 60 continuing development units. 34

Requirements for CCBA: 3,750 hours’ work in business analysis aligned with the BABOK Guide in last seven years, 900 hours in two of the six knowledge areas or 500 hours in four of the six knowledge areas, 21 hours’ professional development in the past four years, minimum high-school education or equivalent, and two references from career manager, client or CBAP recipient, and passing of final exam, signed code of conduct Costs of CBAP: US $125 (+ HST) exam application fee, US $325 (+ HST) exam fee for IIBA members or US $450 (+ HST) for non-members Costs of CCBA: US $125 (+ HST) exam application fee, US $325 (+ HST) exam fee for IIBA members or US $450 (+ HST) for non-members Administering organization: International Institute of Business Analysis (www.theiiba.org) CCP (Certified credit professional) Description: CCP designation is recognized as a symbol of excellence in credit management. Program is delivered on line. The credit basics program (also offered on line) can be used as a stepping stone to this certification. Requirements: Completion of required courses in financialaccounting fundamentals, credit management, micro/ macroeconomics, business law, corporate-finance fundamentals, business communications, managing credit information systems, and advanced credit management. Transfer credits applicable. Ongoing requirements: Continued membership and participation in a continuing professional-development program Costs: $368 (+ HST) basic tuition, $685–768 (+ HST) per course. Fees include textbooks, lesson materials, educational software and sessional exam fees. Administering organization: Credit Institute of Canada (www. creditinstitute.org) CFP (Certified financial planner) Requirements: Completion of core curriculum program approved by FPSC, agreement to abide by FPSC code of ethics and maintain registration in registered candidate program, passing of financial planning examination level 1, at least one year full-time (or equivalent) financial-planning work experience, completion of an FPSC-approved capstone course, passing of financial planning examination level 2 and at least two additional years’ full-time (or equivalent) financial-planning work experience. Total financial-planning work experience must be at least three years. Candidates who qualify under approved prior credential policy (those who hold CA, CGA, CMA, CFA, CLU or FCIA designations, have PhDs in finance, economics or business or are members of provincial law society) must still complete both exams and successfully complete the capstone course. For all candidates, there is a maximum of four attempts on FPEs. Candidates must meet other administrative requirements and abide by maintenance requirements. Ongoing requirements: Annual renewal of licence by 30 hours’ continuing education and continued agreement to abide by FPSC code of ethics. Costs: Vary with educational institutions and programs. $450–700 for exams (there are early, regular and lateregistration fees) (subject to change); $345 (+ HST) annual licensee fee (subject to change). Continuing education fees vary. Administrating organization: Financial Planning Standards Council (www.fpsc.ca)

CIP (Chartered insurance professional) and FCIP (Fellow chartered insurance professional) Description of CIP: Comprehensive designation program for property and casualty insurance that integrates practical and theoretical knowledge and features concentrations for underwriters, brokers/agents and adjusters. Description of FCIP: The new, enhanced FCIP program is designed for current and future leaders in property and casualty insurance. Requirements for CIP: Ten courses taken in class, online or distance learning, five being mandatory, three appliedprofessional and two elective (chosen from more than 30 available courses) Requirements for FCIP: CIP designation (or completion of academic requirements of the CIP program), an undergraduate degree from a Canadian university (or equivalent) and membership in local insurance institute. Completion of FCIP program consists of six courses (delivered on line): strategy in the P&C insurance sector, leading in the insurance world, financial management for insurance leaders, enterprise risk management (ERM) in the insurance sector, emerging issues – implications for the P&C insurance leader, and integrative learning for the P&C insurance sector (a work-based capstone project). Five years’ relevant work experience by completion of the program. Costs for CIP: Approximately $6,000 for 10 courses (including tuition, exam fees and text materials). Individual course fees are approximately $550–660 (+ HST). Costs for FCIP: $6,825 total for six courses (+ HST), $245 (+ HST) for course material Administering organizations: Insurance Institute of British Columbia, Insurance Institute of Canada (www. insuranceinstitute.ca) Graphic design CGD (Certified graphic designer) Description: Awarded to practising designer who has completed at least seven years of combined graphic-design education and professional practice and whose work and professional integrity are of acceptable standards. Requirements: Applicants submit membership form and resumé, sign licensing agreement and undergo confidential case study/portfolio review. Practising web and new media designers are eligible to apply for CGD status. Also included in this category are professional design educators and design administrators. Three or fouryear course of studies in graphic design is recommended but not required. Costs: $330 annual dues (B.C. Mainland), $300 annual dues (Vancouver Island) Administering organization: Society of Graphic Designers of Canada (www.gdc.net) Home inspection Licensed home inspector Description: B.C. is Canada’s first province to require licences for home inspectors. Licensing regulated through BC Business Practices and Consumer Protection Authority. Requirements: Candidate must hold appropriate designation from, and be member in good standing, of: Applied Science Technologists & Technicians of British Columbia; Canadian National Association of Certified Home Inspectors, Inc. (CanNachi); the National Home Inspector Certification Council (NHICC); the Canadian Association of Home & Property Inspectors (BC). Disclosure of any criminal history. Insurance coverage. Costs: Vary with association designation. $150 for new licence and renewal. Administering organization: BC Business Practices and Consumer Protection Authority (www.bpcpa.ca)

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Human resources CHRP (Certified human resources professional) Requirements: Bachelor’s degree and successful completion of national knowledge exam (NKE) and national professional practice assessment (NPPA). Both cover expertise in seven core human-resources areas. Membership in BCHRMA required for writing exams. Recertification required every three years by reassessment or with 100 points for professional-development activities and experience from various categories. Costs: $275 (+ HST) annual membership, $750 (+ HST) NKE and NPPA, $55 (+ HST) recertification Administering organization: BC Human Resources Management Association (www.bchrma.org) PHR (Professional in human resources), SPHR (Senior professional in human resources), GPHR (Global professional in human resources)

PHR exam eligibility: One year’s demonstrated professional HR experience with master’s degree or higher; two years’ demonstrated professional HR experience with bachelor’s degree; four years’ demonstrated professional HR experience with less than a bachelor’s degree Requirement for PHR: Four-hour, 225-question multiplechoice exam SPHR exam eligibility: Four years’ demonstrated professional HR experience with master’s degree or higher, five years’ demonstrated professional HR experience with bachelor’s or seven years’ demonstrated professional HR experience with less than a bachelor’s Requirement for SPHR: Four-hour, 225-question multiplechoice exam GPHR exam eligibility: Two years’ demonstrated global professional HR experience with a master’s degree or higher, three years’ demonstrated professional HR experience (with two of the three being global HR experience) with bachelor’s or four years’ demonstrated professional HR experience (with two of the four being global HR experience) with less than a bachelor’s. Requirement for GPHR: Three-hour, 165-question multiplechoice exam Certification exams occur twice a year (see website for dates and deadlines). Recertification required after three years by accumulation of 60 credit hours of HR-related continuing-education activities prior to end of the three years or by re-taking of exam. Costs: US $300 PHR exam, US $425 SPHR and GPHR exams. SHRM national members receive US $50 discount when applying for exam. Administering organization: Human Resource Certification Institute (www.hrci.org) International business CITP (Certified international trade professional) Requirements: Minimum one year’s professional internationaltrade experience. Completion of FITTskills program or equivalent thereof. There are eight FITTskills courses, each requiring approximately 45 hours’ classroom instruction. Completion of all eight earns candidate the Forum for International Trade Training diploma in international trade. FITTskills courses available at partner learning institutions from seasoned international-trade professionals or on line. Prior experience and learning count in CITP designation process. Exemptions from course requirements available through prior learning assessment and recognition process, which provides credit for previous work experience and/ or education. Adherence to standards of ethical conduct. Designees must maintain membership in good standing. Payment for first year will not be taken until application

process is complete. Members must engage in ongoing professional development. Cost: Varies Administering organization: Forum for International Trade Training (www.fitt.ca) Law B.C. practising lawyer Description: Membership in Law Society of British Columbia required for eligibility to practise law, with limited exceptions; for example, eligible lawyers from other Canadian provinces may practise in B.C. temporarily. Requirements: To become lawyer for first time, candidate completes Law Society’s admission program, which includes nine months’ articles in law firm or other legal workplace and under the supervision of a qualified B.C. lawyer, 10-week professional legal training course and exams. Applicant for admission to program generally must first complete bachelor of laws degree from Canadian common law faculty. Student with law degree from outside Canada may also apply if first granted certificate of qualification from National Committee on Accreditation. Costs: $2,500 (+ HST) to apply to become lawyer in B.C. for first time, $1,125 (+ HST) membership transfer from another Canadian jurisdiction. $1,734.14 (+ HST) annual membership fee, pro-rated based on first call to bar. Administering organization: Law Society of British Columbia (www.lawsociety.bc.ca) Management CIM (Certified in management), P.Mgr. (Professional manager), C.Mgr (Chartered manager) Requirements for CIM: Two years’ proven and recognized Canadian management/administration experience. Completion of certificate in management and administration or graduation from accredited program. The certificate in management and administration program involves completion (minimum grade of 60 per cent) of eight-subject study: six mandatory and two option courses. Requirements for P.Mgr.: Candidate must be business graduate with MBA, MPA or equivalent degree and have three years’ experience in management position of individual responsibility; university graduate with baccalaureate degree including business degree, supplemented by accepted program in management and five years’ experience in management position of individual responsibility; graduate of institute’s four-year program holding CIM designation or other recognized certificate and seven years’ experience in management position of individual responsibility; or person with 10 years’ experience in management position of individual responsibility. Requirements for C.Mgr: There are three paths to C.Mgr.: graduate degree, undergraduate degree and non-degree. Graduate degree: Master’s degree or doctorate in management, commerce or business administration from an AUCC institution or CIM-approved non-AUCC institution (see website for lists). Two years’ experience in senior managerial, academic or research position. Non-graduate degree: Bachelor’s degree in management, commerce or business administration from an AUCC institution or CIM-approved non-AUCC institution (see website for lists), submission of 25,000-word graduatelevel research paper on a managerial or businessadministration topic reflecting the applicant’s research or industry interests or submission of substantial portfolio of work demonstrating application of managerial principles, four years’ managerial, academic or research experience. Non-degree: Eight-course CIM certificate in management and administration studies or equivalent, 12 additional

pre-approved non-introductory courses reflecting a continuation of the concepts covered the CIM certificate in management and administration studies (or equivalent), submission of 25,000-word graduate-level research paper on a managerial or business-administration topic reflecting the applicant’s research or industry interests or submission of substantial portfolio of work demonstrating application of managerial principles. Six years’ senior managerial, academic or research experience. Comprehensive examination (at discretion of C.Mgr committee). Additional requirements for all paths: Completed C.Mgr application accompanied by letter of recommendation from a manager or colleague familiar with applicant’s managerial, academic and/or research experience, two professional/academic reference letters, detailed CV outlining all academic and managerial experience, official transcripts (direct from institution[s] to CIM national office) and 500-word statement of interest, adherence to CIM code of ethics for professional members. Cost: Varies Administering organization: Canadian Institute of Management (www.cim.ca) CMC (Certified management consultant) Requirements: Minimum undergraduate degree or a CA, CGA, CMA or P.Eng designation. Membership in the Canadian Association of Management Consultants. Completion and signature of declaration serving as bond to abide by association’s uniform code of professional conduct. Three years’ experience in management consulting. Candidates must each find two current CMCs in Canada to sponsor them and attest to their experience in management consulting. Completion of required courses of study, written descriptions of three consulting assignments and a structured interview. References from three clients. Note: Qualifications are also available in experienced stream, executive stream and approved MBA stream (see website for details). Costs: $395 (+ HST) annual membership fee, $850 (+ HST) oral assessment (interview), $495 (+ HST) upon becoming a CMC. Additional fees assessed for courses of study and examinations. Administering organization: Canadian Association of Management Consultants (www.cmc-canada.ca) through affiliate institutes MBA (Master of business administration) Requirements: Vary with degree-granting institution. General guidelines include four-year undergraduate degree with minimum B+ average, two years’ work experience, GMAT score above 550 and proficiency in English. Cost: Varies with institution Payroll PCP (Payroll compliance practitioner), CPM (Certified payroll manager) Description of PCP: Provides compliance knowledge required for implementing payroll policies and processes for annual payroll cycle, monitoring and executing multijurisdictional legislation and effectively communicating payroll issues to all stakeholders, including employees, senior executives and government agencies. Description of CPM: Builds on compliance knowledge by providing management skills essential for effective decision-making, supervision, resource management and integration of payroll perspective into organizational policy and strategy. Requirements for PCP: Four courses including payrollcompliance legislation, payroll fundamentals 1, BIV Magazines

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PROFESSIONAL DESIGNATIONS introduction to accounting, and payroll fundamentals 2. Application for certification. Requirements for CPM: Two yearsâ&#x20AC;&#x2122; experience responsibility for an organizationâ&#x20AC;&#x2122;s payroll function, which includes being accountable to management for the accuracy of employeesâ&#x20AC;&#x2122; pay and all governmental statutory remittances, or equivalent experience, obtained in the past five years. CPM program involves five courses including introduction to payroll management, organizational behaviour management, managerial accounting, compensation and benefits management, and applied payroll management. Application for certification. Ongoing requirements: Membership in Canadian Payroll Association (CPA). Adherence to CPAâ&#x20AC;&#x2122;s code of professional conduct. Continuing professional-education credits earned annually (14 hours for PCP, 21 hours for CMP). Costs: $165 (+ HST) annual membership, $500 (+ HST) for online courses available through CPA. Classroom courses vary with institution Administering association: Canadian Payroll Association (www.payroll.ca) Project management PMP (Project management professional) Description: Recognizes demonstrated knowledge and skill in leading and directing project teams and delivering results within schedule, budget and resources. Requirements: For candidate with high-school diploma or global equivalent, five yearsâ&#x20AC;&#x2122; project-management experience and 35 hoursâ&#x20AC;&#x2122; project-management education. For candidate with bachelorâ&#x20AC;&#x2122;s degree or global equivalent, three yearsâ&#x20AC;&#x2122; project-management experience and 35 hoursâ&#x20AC;&#x2122; project-management education. For all candidates:

four-hour, 200-question multiple-choice exam. Ongoing requirements: 60 professional development units (PDUs) within three-year cycle. Costs: US $405 (+ HST) for Project Management Institute members, US $555 (+ HST) for non-members, US $129 (+ HST) membership fee, US $119 (+ HST) renewal fee (see website for local chapter information and membership fees) Administering association: Project Management Institute (www.pmi.org) CAPM (Certified associated in project management) Description: Recognizes understanding of fundamental knowledge, processes and terminology, as defined in A Guide to the Project Management Body of Knowledge. Requirements: For candidate with high-school diploma or global equivalent, 1,500 hoursâ&#x20AC;&#x2122; project-management experience or 23 hoursâ&#x20AC;&#x2122; project-management education. Three-hour, 150-question multiple-choice exam. Ongoing requirements: PDUs not required for CAPM certification holders. Instead, there is a re-exam before the end of the five-year certification cycle. Costs: US $225 (+ HST) for Project Management Institute members, US $300 (+ HST) for non-members, US $129 (+ HST) membership fee, US $119 (+ HST) renewal fee (see website for local chapter information and membership fees) Administering association: Project Management Institute (www.pmi.org) PMI-SP (Project Management Institute scheduling professional) Description: Recognizes demonstrated knowledge and advanced expertise in specialized area of developing and

maintaining project schedules Requirements: For candidate with high-school diploma or global equivalent, 5,000 hoursâ&#x20AC;&#x2122; project-scheduling experience and 40 hoursâ&#x20AC;&#x2122; project-scheduling education. For candidate with bachelorâ&#x20AC;&#x2122;s degree or global equivalent, 3,500 hoursâ&#x20AC;&#x2122; project-scheduling experience and 30 hoursâ&#x20AC;&#x2122; project-scheduling education. For all candidates: 3.5-hour, 170-question multiple-choice exam. Ongoing requirements: 60 PDUs to be earned in three-year cycle Costs: US $520 (+ HST) for Project Management Institute members, US $670 (+ HST) for non-members, US $129 (+ HST) membership fee, US $119 (+ HST) renewal fee (see website for local chapter information and membership fees) Administering association: Project Management Institute (www.pmi.org) PMI-RMP (Project Management Institute risk management professional) Description: Recognizes demonstrated knowledge and expertise in specialized area of assessing and identifying project risks while mitigating threats and capitalizing on opportunities. Requirements: For candidate with high-school diploma or global equivalent, 4,500 hoursâ&#x20AC;&#x2122; project risk-management experience and 40 hoursâ&#x20AC;&#x2122; project risk-management education. For candidate with bachelorâ&#x20AC;&#x2122;s degree or global equivalent, 3,000 hoursâ&#x20AC;&#x2122; project risk-management experience and 30 hoursâ&#x20AC;&#x2122; project risk-management education. For all candidates: 3.5-hour, 170-question multiple-choice exam. Ongoing requirements: 60 PDUs to be earned in three-year cycle Costs: US $520 (+ HST) for Project Management Institute

Project Management is one of the top skill sets demanded by organizations around the world. The Project Management Institute (PMI) offers a comprehensive certiďŹ cation program for project practitioners of all education and skill levels. The Canadian West Coast Chapter PMI regularly offers CertiďŹ cation Preparation Courses by skilled PMP-certiďŹ ed facilitators to members wishing to pursue their credentials. There are many other opportunities for career enrichment through participation in the chapter including dinner meetings, conferences, networking and social events.

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For more information on courses please email: education@pmi.bc.ca

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www.pmi.bc.ca

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PROFESSIONAL DESIGNATIONS members, US $670 (+ HST) for non-members, US $129 (+ HST) membership fee, US $119 (+ HST) renewal fee (see website for local chapter information and membership fees) Administering association: Project Management Institute (www.pmi.org) PgMP (Program management professional) Description: Recognizes demonstrated experience, skill and performance in oversight of multiple, related projects aligned with an organizational strategy. Requirements: For candidate with high-school diploma or global equivalent, four years’ project-management experience, seven years’ program-management experience. For candidate with bachelor’s degree or global equivalent, four years’ project-management experience, four years’ program-management experience. For all candidates: passing of panel review on application, four-hour, 170-question multiple-choice exam, multi-rater assessment. Ongoing requirements: 60 PDUs, to be earned in three-year cycle Costs: US $1,500 (+ HST) for Project Management Institute members, US $1,800 (+ HST) for non-members, US $129 (+ HST) membership fee, US $119 (+ HST) renewal fee (see website for local chapter information and membership fees) Administering association: Project Management Institute (www.pmi.org) New! PMI-ACP (PMI agile certified practitioner) Description: This new certification recognizes professionalism in agile practices of project management. Requirements: Secondary degree (high-school diploma or global equivalent) or higher, 2,000 hours’ general project management, 1,500 hours’ agile project-management experience and 21 hours’ education accrued in agile project-management topics. Three-hour, 120-question exam. Holders of PMP and/or PgMP credentials are already verified to have exceeded the experience requirements. Ongoing requirements: 30 PDUs/3 CEUs every three years in agile project management Costs: US $435 (+ HST) for Project Management Institute members, US $495 (+ HST) for non-members, US $129 (+ HST) membership fee, US $119 (+ HST) renewal fee (see website for local chapter information and membership fees) Administering association: Project Management Institute (www.pmi.org) Real-estate appraisal AACI (Accredited appraiser Canadian Institute), CRA (Canadian residential appraiser) Description: The AIC grants two designations. AACI designates fully accredited membership and may be used by holder in connection with appraisal of a wide range of properties. CRA designates a member qualified in appraisal and valuation of individual undeveloped residential dwelling sites and dwellings containing not more than four self-contained family housing units. The designations identify highly qualified persons who have completed AIC’s rigorous education, experience and examination requirements. Requirements: Designation comprises a university-level program administered by UBC as the partner of AIC – BC; experience under mentorship of a member of the institute; a written exam; an oral exam; AIC’s mandatory professional practice seminar; and the introductory “We Value Canada” online workshop. See the “Path to Designation” section of www.appraisal.bc.ca. Cost: Varies 38 RIGHT COURSE—2012

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Administering organization: Appraisal Institute of Canada – British Columbia (www.appraisal.bc.ca) RI (Real Estate Institute) Description: An RI designation recognizes the achievement of rigorous standards of education and experience that guarantee a high standard of real-estate knowledge. Requirements: An urban land economics diploma from UBC and the post-graduate certificate in real property valuation course from UBC, as well as the British Columbia Institute of Technology marketing program with the realestate option. REIBC also recognizes other designations such as MAIBC, MCIP, BCLA, MRICS, FRICS and AACI. Costs: Vary. $100 (+ HST) application fee, $463.50 (+ HST) annual membership. Administering organization: Real Estate Institute of British Columbia (www.reibc.org) Sales and marketing CSP (Certified sales professional) Requirements: Minimum two years’ verified sales experience, completion of education requirement demonstrating competence in consultative selling (attending CPSA’s professional selling or strategic account management applies), completion of written and oral exams and agreement to abide by CPSA Sales Institute code of ethics. Ongoing requirements: Twenty hours’ professional development annually. CPSA membership. Costs: $300–2,000 for sales courses at community colleges, $1,495 (+ HST) for professional sales training offered by CPSA, $445 (+ HST) CSP registration fee ($1,595 (+ HST) if registration for training and designation at same time). Administering organization: CPSA Sales Institute (www.cpsa. com/csp) CRSA (Certified retail sales associate) Description: Helps sales associates become expert in all aspects of retail sales. Participants build solid career foundations and gain industry-specific credential that major retailers recognize nationwide. Requirements: Retail sales associate course, multiple-choice exam, in-store evaluation conducted by the Corporate Research Group, 600 hours as retail sales associate. Cost: $300 (+ HST) Administering organization: Retail Council of Canada (www. retailcouncil.org) CFLM (Certified retail first level manager) Description: Allows first-level managers to build business skills of professionalism, communication, leadership, human resources, operations, marketing, sales, customer service, administration and planning. Requirements: First-level manager course, multiple-choice exam, telephone interview by the Corporate Research Group, 1,500 hours or one year on-job experience in retail. Cost: $400 (+ HST) Administering organization: Retail Council of Canada (www. retailcouncil.org) SCPS (SMEI certified professional salesperson), CSE (Certified sales executive), CME (Certified marketing executive) Description: SMEI Inc., with support of its local chapter, SMEI Vancouver, offers these three designations. Requirements: Appropriate education and experience. Preparation for certification exams available through selfstudy and other options, including professional courses offered through Sauder School of Business at UBC and the University of the Fraser Valley, Abbotsford. Costs: US $595–645 (+ HST) for members, US $795–845

(+ HST) for non-members. Costs include e-book or printed book, membership fee and exam fee. Visit www. smeivancouver.org or call 604-266-0090 for details. Administering organization: Sales & Marketing Executives International Inc. (SMEI Vancouver, www.smeivancouver.org) Supply-chain management APICS CSCP (APICS certified supply chain professional) Description: The most widely recognized educational program to increase professionals’ knowledge of supply-chain management. The CSCP program takes a broad view of operations, extending beyond internal operations to encompass the entire supply chain from supplier to company to consumer. The program provides professionals with the knowledge necessary for understanding and managing integration and co-ordination of end-to-end supply-chain activities. System is self-directed but can combine with instructorled courses for students preferring classrooms. Exam eligibility: CPIM, CFPIM, CIRM or CPM designation plus two years’ related business experience, bachelor’s degree or equivalent plus two years’ related business experience, or five years’ related business experience. Requirements: Four-hour exam consisting of 175 multiplechoice questions (150 operational and 25 pre-test). The pre-test questions do not contribute to total score but are necessary for research purposes. Ongoing requirements: Designee must earn a total of 75 professional-development points within five years of receiving designation. Costs: US $575 exam fee (member), US $725 exam fee (non-member), US $200 annual membership. Corporate membership dues vary with size of organization. Administering organization: APICS – The Association for Operations Management (www.apics.org) APICS CPIM (APICS certified in production and inventory management) Description: Looks in depth at production and inventory activities within internal operations of companies. Focuses primarily on manufacturing. Provides in-depth view of materials management, master scheduling, production planning, forecasting and quality improvement. Requirements: Passing of five exams on basics of supplychain management, master planning of resources, detailed scheduling and planning, execution and control of operations, and strategic management of resources. APICS-certification review courses and study aids help prepare candidates for exams and are available through BCIT part-time studies or on line. Ongoing requirements: Designee must earn a total of 75 professional-development points within five years of receiving designation. Costs: Course costs vary with delivery method. Exams (administered by APICS) are US $145 (member), US $175 (non-member). Administering organization: APICS – The Association for Operations Management (www.apics.org) CITT (Canadian Institute of Traffic and Transportation) Requirements: Minimum grade 12 or equivalent work experience, completion of CITT program of study and five years’ work experience in supply chain and logistics. Standard full program consists of 10 courses, including two in logistics fundamentals (transportation systems and logistics processes), five in general business knowledge (selected from among business approach to writing; business law; business management;

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business strategy; financial management; introductory economics; marketing: an introduction; organizational behaviour; and risk assessment) and three in advanced logistics (integrated logistics, plus two from among logistics decision-modelling, transportation economics and transportation law). Exemptions and accelerated executive track available for qualifying candidates. Ongoing requirements: To maintain designation, professionals earn certification maintenance units (50 CMUs over a two-year cycle) by attending or presenting at seminars and workshops, teaching or attending formal courses, reading to stay current, writing on business or industry-related topics, participating in CITT activities, etc. Costs: Vary with courses required (exemptions based on previous learning available) as well as method of study (distance education available through CITT, classroom learning available through institutions such as BCIT) Ongoing requirements: Designee agrees annually to uphold CITT code of ethics, participates in CITT certification maintenance program and pays annual membership dues. Cost: Varies Administering organization: Canadian Institute of Traffic and Transportation (www.citt.ca) SCMP (Supply chain management professional) Description: SCMP is the mark of strategic leadership in supplychain management (SCM). An SCMP’s adherence to code of ethics ensures highest level of integrity. With procurement, operations, logistics and all areas of SCM playing increasingly important roles in organizations, employers benefit from the SCMP’s unique and distinctive competence. PMAC is the largest association in Canada for SCM professionals. The program leading to SCMP accreditation is called the Strategic Supply Chain Management Leadership Program. Offered through PMAC and taught by distinguished academics and senior practitioners, it’s designed to be taken over 36 months concurrent with fulltime employment. Requirements: Business degree or diploma from a Canadian university, college or technical institute. Other candidates must complete specific business courses at post-secondary institutions. Successful completion of eight modules covering foundations of SCM and six interactive workshops addressing high-level business skills, including leadership and professionalism; procurement and supply management; negotiation skills; logistics and transportation; communications and relational skills; operations and process management; knowledge management; competitive bidding; contract preparation and contract management; global sourcing; international and multicultural skills; SCM for the public sector; SCM for services, capital goods and major projects; and ethical behaviour and social responsibility. Week-long session in residence integrates knowledge from modules and workshops. Program includes final written exam. Minimum three years’ progressive supply-chain experience. Ongoing requirements: Minimum 30 credits during rolling three-year maintenance period. Cost: $15,000 (+ HST) (approximate over three years) Administering organization: BC Institute of the Purchasing Management Association of Canada (www.bcipmac.ca) P.Log. (Professional logistician) Description: Certifies competence in logistics and supplychain management. Provides comprehensive approach to logistics and supply chain. Candidates learn roles, responsibilities, tasks and competencies that logistics managers need for making executive decisions in global

marketplace. The Logistics Institute focuses on building professional skills of logistics practitioners, establishing a logistics profession, defining logistics career opportunities and sustaining logistics human-resource development. Administering organization: Logistics Institute (www. loginstitute.ca) Technology AScT (Applied science technologist), CTech (Certified technician) Description: ASTTBC registers technologists, technicians and technical specialists in applied science and engineering technologies. AScT and CTech are two of numerous credentials available to technology professionals registered with ASTTBC.

Requirements for AScT: Diploma of technology in an applied science-and-engineering technology program that meets academic requirements for registration in one of 16 applied-science technology disciplines in which ASTTBC currently certifies practitioners. Applicant may also demonstrate equivalent outcome competencies to national technology standards. Completion of two years’ experience in field of practice in which certification is sought. Experience must be reasonably current, progressive, accumulated and relevant to an approved discipline and supported by references. Requirements for CTech: Certificate of technology in an applied science-and-engineering technology program that meets academic requirements for registration in one of 16 applied-science technology disciplines in which

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PROFESSIONAL DESIGNATIONS ASTTBC currently certifies practitioners. Applicant may also demonstrate equivalent outcome competencies to national technology standards. Completion of two yearsâ&#x20AC;&#x2122; experience in field of practice in which certification is sought. Experience must be reasonably current, progressive, accumulated and relevant to an approved discipline and supported by references. Costs: $225 (+ HST) application fee, $292 (+ HST) annual dues Administering organization: Applied Science Technologists & Technicians of British Columbia (www.asttbc.org) ISP (Information systems professional), ITCP (Information technology certified professional) Description of ISP: Demonstrates knowledge and technical background in IT. Introduced in 1989 to recognize need for comprehensive professionalism program for IT industry. The only designation for IT professionals recognized by law in Canada. Visit www.cips.ca/isp. Description of ITCP: Directed specifically to senior IT practitioners and academics who want to demonstrate that in addition to possessing IT knowledge, they understand how to use and apply organizational experience effectively to achieving goals and expectations. The ITCP standard has been accredited by the International Professional Practice Partnership, and ITCP holders are internationally recognized under the IP3 umbrella. Visit www.cips.ca/itcp. Requirements: Documented evidence of ability to meet or exceed established criteria for academic qualifications and relevant experience. Experience must be in role requiring use of significant level of IT knowledge where high level of independent judgment and responsibility is exercised. Costs: $250â&#x20AC;&#x201C;275 (+ HST) application fee, $245â&#x20AC;&#x201C;$360 (+ HST) annual membership fee

Administering organization: Canadaâ&#x20AC;&#x2122;s Association of Information Technology Professionals (www.cips.ca) Tourism CTC (Certified travel counsellor) Description: A professional credential based on ability to perform the knowledge and performance tasks required for meeting expectations for employment within the travel industry. Requirements: Enrolment, passing of knowledge exam, minimum 1,000 hoursâ&#x20AC;&#x2122; recent and relevant work experience and completion of performance checklist and performance evaluation. Annual membership with CITC. Costs: $400 (+ HST), including enrolment, study guide, knowledge-exam prep guide, online knowledge exam and a performance evaluation. $100 (+ HST) annual membership. Administering organization: Canadian Institute of Travel Counsellors (www.citc.ca) CTM (Certified travel manager) Description: Certification demonstrates competence in meeting job standards set by travel industry. Credential means recognition as a leading professional in the industry. Requirements: Enrolment, passing of knowledge exam, completion of performance evaluation (case-study activities) and five yearsâ&#x20AC;&#x2122; related industry experience (minimum three yearsâ&#x20AC;&#x2122; applicable travel trade experience and two yearsâ&#x20AC;&#x2122; proven supervisory or managerial experience). Annual membership with CITC. Certification steps must be completed with six months of enrolment. Costs: $100 (+ HST) annual membership, program costs

$400 (+ HST). Program includes a general membership. Administering organization: Canadian Institute of Travel Counsellors (www.citc.ca) Workplace learning and performance; training and development CTDP (Certified training and development professional), CTP (Certified training practitioner) Description: CTDP and CTP are national standards for excellence in workplace learning and performance, stressing the roles of learning and training in todayâ&#x20AC;&#x2122;s organizations. A CTDP or CTP demonstrates that knowledge, skills and experience meet recognized and published Canadian standards for the profession. Prerequisites: For CTDP, four yearsâ&#x20AC;&#x2122; full-time work experience in field; for CTP, two yearsâ&#x20AC;&#x2122; part-time experience in instruction/facilitation. For CTP, work-assessment category is instruction/facilitation only. Requirements for CTDP: Knowledge exam on theory and principles of assessing performance needs, designing training, facilitating training, transfer of learning, and evaluation. Submission of work project or participation in live skill-demonstration in one of three competencies. Two professional references. Requirements for CTP: Knowledge exam on theories and principles of adult learning and facilitation and instruction. Submission of facilitation video or participation in live skill-demonstration. One reference validating skill in facilitation. Cost: Visit www.cstd.ca/certification. Administering organization: Canadian Society for Training & Development (www.cstd.ca) Ä&#x201E;

PAYROLL COMPLIANCE PRACTITIONER (PCP) CERTIFIED PAYROLL MANAGER (CPM) (! " ! " " ! # ! $ !"# # " " # "$!! $ # & " *#" $ ( ( )" ( !" $" # "# #$# !( ! ## " # # ! ! % % ! #" % ! # ! # ! # *#"

Courses offered at colleges and universities across Canada. Online courses start monthly.

40 RIGHT COURSEâ&#x20AC;&#x201D;2012

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ONLINE & DISTANCE LEARNING

Earning credentials from home "UIBCBTDB 6OJWFSTJUZ 1 University Drive, Athabasca, AB T9S 3A3 Contact : Contact through website Phone: 800-988-9041 Areas of study : Accounting, administration, arts and sciences, communications, economics, English, finance, humanresources management, computer science, information systems, legal studies, management science, marketing, languages (various), taxation. Full programs available in arts (master, post-bacc), business (DBA, MBA), counselling (master, bacc, post-bacc), distance education (doctor, master, post-bacc), health/nursing (master, post-master). See website for undergraduate programs. Prerequisites: Vary Cost : $752â&#x20AC;&#x201C;1,702 for three-to-nineâ&#x20AC;&#x201C;credit course Web: www.athabascau.ca #SJUJTI $PMVNCJB *OTUJUVUF PG 5FDIOPMPHZ Part-time Studies

3700 Willingdon Avenue, Burnaby, B.C. V5G 3H2 Contact : Student information and enrolment services Phone: 604-434-1610 Areas of study : Financial management, business communications, business law, business administration, management studies, human-resources management, business systems, computing, media communications, geographicinformation systems, health management, specialty nursing, occupational health and safety, venture development Prerequisites: Vary Costs: $400â&#x20AC;&#x201C;500 for three-credit course in academic studies, computing and business. Costs vary for trades, technology and health sciences. Web: www.bcit.ca/pts #VTJOFTT&YQFSU8FCJOBST DPN Description: Business and development live and on-demand

webinars from across North America Cost : US $99 per webinar Web: BusinessExpertWebinars.com

$SFEJU *OTUJUVUF PG $BOBEB Description: Continual professional development and work-life balance through flexible learning options. All programs and courses are designed for independent study and online delivery. Web-based technology provides wide range of support, including multimedia lectures, online course tutors and study groups. Costs: $45 for webinar, $135 for four-week short module, $325â&#x20AC;&#x201C;738 for 10-week full courses Web: www.creditinstitute.org %BMIPVTJF 6OJWFSTJUZ Distance and Online Education

Halifax, NS B3H 3J5 Contact : dandoe@dal.ca Phone: 902-494-1622 Areas of study : Nursing (BSc and master); social work (bach and master); MSc (occupational therapy â&#x20AC;&#x201C; post-professional). Distance courses listed in the Dalhousie timetable are generally restricted to students enrolled in those specific programs. Contact the course department for further information about program-specific online courses. Prerequisites: Vary Cost : Varies Web: distanceeducation.dal.ca &NJMZ $BSS 6OJWFSTJUZ PG "SU %FTJHO 1399 Johnston Street, Vancouver, B.C. V6H 3R9 Contact : Ehren Seeland, coordinator of student recruitment, student services, masters@ecuad.ca Phone: 604-844-3897

Areas of study : Design, media arts, visual arts (resident master

of applied arts or the low-residency master of applied arts programs) Prerequisite: Four-year bachelor in design, media arts or visual arts from an accredited college or university with an overall grade-point average of 3.0 (B) or higher Costs: $764.80 for resident program, $25,970.91 for lowresidency program. Tuition fees are for 2011â&#x20AC;&#x201C;12 and subject to change. Students may opt out of the health plan. Visit www.emilycarrstudentsunion.ca for details. Web: www.ecuad.ca $FOUSF GPS "EWBODFE .BOBHFNFOU &EVDBUJPO 6100 University Avenue, suite 3100, Halifax, NS B3H 3J5 Contact : Deborah McColl, admissions and registration co-ordinator Phone: 902-494-6391 Areas of study : MBA (financial services); MBA (natural resources); MPA (management); master of information management Prerequisites: Vary Cost : Varies Web: mbafs.management.dal.ca $PMMFHF PG UIF 3PDLJFT 2700 College Way, Cranbrook, B.C. V1C 5L7 Contact : Apply on line at www.cotr.bc.ca/registration or call student services at local 3243 for education advising. Phone: 877-489-2687 Areas of study : Accounting, marketing, general management, aboriginal financial management, bachelor of business administration in sustainable business practices Prerequisites: Grade 12 graduation with C or better in math 11 and English 12 Costs: Tuition is $282.54 per course for most diploma-level courses. For MGMT 310, 410, 470, 480 and 490, tuition is $206.82 per credit (plus text costs). Web: www.cotr.bc.ca/BusinessAdmin/ &$PODPSEJB ,OPXMFEHF 0OF 1250 Guy Street, suite 700, Montreal, QC H3H 2T4 Contact : Customer service Phone: 888-361-4949 or 514-848-8770 Areas of study : Arts and science, business, fine arts, international trade, management Prerequisites: Vary Cost: Varies (credit-course costs are same as Concordia tuition fees) Web: www.econcordia.ca )VNBO 3FTPVSDFT 1SPGFTTJPOBMT "TTPDJBUJPO )31"

Description: Live and on-demand webinars available Cost : Varies (membership discount) Web: www.hrpa.ca J5VOFT 6 Dalhousie University (www. itunesu.dal.ca) McMaster University (library.mcmaster.ca/itunesu) Description: Public lectures from some of McMaster Universityâ&#x20AC;&#x2122;s

outstanding faculty and researchers, news and events recorded around the university, resources for students from the library and the Centre for Student Development, alumni news and events, and more Queens University (www.queensu.ca/www/itunesu) Description: Access to a variety of multimedia content produced

at Queenâ&#x20AC;&#x2122;s, including recordings of lectures, convocation speakers, sporting events and archival materials University of British Columbia (www.itunes.ubc.ca) Description: Engaging public lectures from some of UBCâ&#x20AC;&#x2122;s

brightest minds. Innovative content produced by UBC students from the faculty of land and food systems, from

the school of journalism and more. Podcasts from UBCâ&#x20AC;&#x2122;s attractions such as the Museum of Anthropology and the Chan Centre for the Performing Arts. ,XBOUMFO 1PMZUFDIOJD 6OJWFSTJUZ 12666 72nd Avenue, Surrey, B.C. V3W 2M8 Contact : David W. Atkinson, president and vice-chancellor Phone: 604-599-2100 Areas of study : Business, arts, social sciences, humanities, design, horticulture, community and health studies, science, mathematics and applied sciences, trades and technology, continuing studies, and academic and career advancement Prerequisites: Vary Cost : Varies Web: www.kwantlen.ca -BOHBSB $PMMFHF 100 West 49th Avenue, Vancouver, B.C. V5Y 2Z6 Contact : Monica Molag, nutrition and food service management; Janet Ready, recreation management; Susan Burdak, library and information technology; Brian Koehler, computer studies and information systems; Andrew Tripp, photography (continuing studies); Oren Lupo, project management (continuing studies on line and in class) Phone: 604-323-5511 Areas of study : Nutrition and food service management (two-week residency), project management, recreation management (bachelorâ&#x20AC;&#x2122;s degree may require a residency), photography, computer studies and information systems, library and information technology Cost : Varies Web: www.langara.bc.ca .D(JMM 6OJWFSTJUZ Occupational Health Sciences

Purvis Hall, 1020 Pine Avenue, Montreal, QC H3A 1A2 Contact : Kelly Murphy/Suzanne Lariviere Phone: 514-398-6989/514-398-8851 Areas of study : Sc applied Prerequisites: Baccalaureate, CPGA of 3.0 in last two years of full-time studies Cost : Approximately $20,000 Web: www.mcgill.ca/occh/distance .FNPSJBM 6OJWFSTJUZ PG /FXGPVOEMBOE Distance Education and Learning Technologies

ED1033, St. Johnâ&#x20AC;&#x2122;s, NL A1B 3X8 Contact : Mark Collins, education marketing co-ordinator Phone: 866-435-1396 Areas of study: Arts (bachelor, various), business administration (bachelor, cert, diploma), education (master, various), maritime studies (bachelor), nursing (post-RN bachelor, master), technology (bachelor), various academic credit courses Prerequisites: Vary Cost: $255 course fee (+ $102 technology fee) for three-credit course 0LBOBHBO $PMMFHF Distance Education

1000 KLO Road, Kelowna, B.C. V1Y 4X8 Contact : distanceed@okanagan.bc.ca Phone: 888-638-0058 Areas of study : Accounting, business, finance, management Prerequisites: Vary Cost : Varies Web: www.okanagan.bc.ca/distance 0QFO "DBEJB Willett House, 38 Crowell Drive, Acadia University, Wolfville, NS Contact : Shawna Singleton, coordinator of undergraduate programs, shawna.singleton@acadiau.ca Phone: 902-585-1434 BIV Magazines

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ONLINE & DISTANCE LEARNING Areas of study : Accounting, education, economics, management,

marketing, various arts and science Prerequisites: Vary Costs: $799–1,598 (three to six credit hours) for undergraduates, $869–1,738 (three to six credit hours) for graduate students Web: www.openacadia.ca 2VFFOT 6OJWFSTJUZ 68 University Avenue, F100, Mackintosh-Corry Hall, Kingston, ON K7L 3N6 Contact : Bev King Phone: 613-533-2470 Areas of study: Undergraduate degree-credit courses in social sciences, humanities, sciences, commerce; certificate in global development studies for professionals, media and pop culture, digital media, effective writing, and global political economy of development Prerequisites: Application required ($55); no documentation required to take distance degree-credit courses as an interest student. Course prerequisites vary. Costs: $556.10 for one-term, three-unit course, $1,112.20 for two-term, six-unit course Web: www.queensu.ca/cds 2VFFOT 4DIPPM PG #VTJOFTT National executive MBA program

Goodes Hall, Queen’s University, 143 Union Street, Kingston, ON K7L 3N6 Contact : execmba@business.queensu.ca Phone: 888-393-2622 or 613-533-6811 Area of study: Executive MBA (national), a 16-month program delivered nationally through on-campus sessions and interactive videoconference sessions. These are broadcast to boardroom learning centres in seven Canadian cities (including Vancouver) and to virtual learning teams in other communities connected via their own computers. This team-based program also offers team, personal, career and lifestyle coaching services. Prerequisites: Criteria considered are management experience, letters of reference, previous academic experience, responses to essay questions and personal interview. Cost : $88,000 (all-inclusive) Web: www.execmba.com 3PZBM 3PBET 6OJWFSTJUZ 2005 Sooke Road, Victoria, B.C. V9B 5Y2 Contact : Admission queries Phone: 877-778-6227 Areas of study : Business and management (MBA, BCom, MGM), communication (BA, MA, graduate cert), conflict and disaster management (BA, BA justice studies, MA, graduate cert, graduate diploma), environment and sustainability (BSc, MSc, MA), leadership (MA, graduate cert), tourism and hospitality (BA, MA, graduate cert), education studies (MA, cert), education studies (MA, graduate certificate); doctor of social sciences, continuing education/executive programs (various) Prerequisites: Vary (flexible) Cost : See www.royalroads.ca/tuition Web: www.royalroads.ca 3ZFSTPO 6OJWFSTJUZ G. Raymond Chang School of Continuing Education

350 Victoria Street, Toronto, ON M5B 2K3 Contact : ce@ryerson.ca Phone: 416-979-5035 Areas of study: business management and economics, communication and media, community health and well-being, computer and information technology, design, gateway for international professionals, languages, law and government, programs for 50+, science and engineering. Approximately 400 courses delivered on line and 15 fully online career-related certificate programs (see website for details). Prerequisites: Vary Cost : Varies Web: www.ryerson.ca/ce 42

4JNPO 'SBTFS 6OJWFSTJUZ Graduate diploma in business administration Segal Graduate Programs, Beedie School of Business 500 Granville Street, Vancouver, B.C. V6C 1W6 Contact : Suzanne Nhan Phone: 778-782-5256 Areas of study : Accounting, economics, quantitative business methods, management systems, marketing, finance, human resources/organizational behaviour Prerequisite: Non-business undergraduate degree with minimum CGPA of 2.5 (3.0 preferred) Cost : $14,500 (GDBA) Web: beedie.sfu.ca/gdba $FOUSF GPS %JTUBODF &EVDBUJPO 1300 West Mall Centre, 8888 University Drive, Burnaby, B.C. V5A 1S6 Phone: 778-782-3524 Areas of study: Archaeology, biological sciences, communication, computing science, criminology, education, English, First Nations studies, fine and performing arts, gender and women’s studies, geography, German, gerontology, Greek, history, humanities, Japanese, kinesiology, mathematics, political science, psychology, publishing, sociology and anthropology, Spanish, statistics, sustainable community development Prerequisite: Admission to SFU Cost : Varies Web: www.sfu.ca/code 5IPNQTPO 3JWFST 6OJWFSTJUZ Open Learning

BC Centre for Open Learning, 4th floor, Box 3100, 900 McGill Road, Kamloops, B.C. V2C 5N3 Contact : Student services, student@tru.ca Phone: 800-663-9711 Areas of study : Arts, business and management studies, education, general studies, health and human services, science, technology, tourism and consortium distance programs with Simon Fraser University, the University of Victoria and the University of British Columbia Prerequisites: Vary Cost : Varies Web: www.truopen.ca 6OJWFSTJUZ $BOBEB 8FTU 200 – 1111 Melville Street, Vancouver, B.C. V6E 3V6 Phone: 604-915-9607 Areas of study : Arts media and communications (BA), business administration (MBA), commerce, general studies (BA) Prerequisites: High-school diploma (college-transfer credits accepted, prior learning considered, scholarships available) Cost : $21,600–34,390 Web: www.ucan.ca 6OJWFSTJUZ PG #SJUJTI $PMVNCJB Centre for Teaching, Learning and Technology

1961 East Mall, Vancouver, B.C. V6T 1Z4 Contact : Enrolment services Phone: 604-822-9836 Areas of study : 125 courses in 30 subjects including civil engineering, English, fine arts, law, earth sciences, library sciences, life sciences and social sciences Prerequisites: Vary (candidate must be enrolled as UBC student) Cost : Varies Web: www.ctlt.ubc.ca/distance-learning University of Victoria Division of Continuing Studies PO Box 3030 Stn CSC, Victoria, B.C. V8W 3N6 Phone: 250-472-4747 Areas of study : Business and management; computing and

technology; heritage, culture and museums; education, teaching and training; health and safety; public relations; sustainability and environment Prerequisites: Contact field of study. Cost : Contact field of study. Web: www.uvcs.uvic.ca/learnonline/programs

6OJWFSTJUZ PG $BMHBSZ $POUJOVJOH &EVDBUJPO Main campus: Education Tower 202, 2500 University Drive NW, Calgary, AB T2N 1N4 Downtown campus: room 229, 906 8 Ave SW, Calgary, AB T2P 1H9 Phone: 403-220-2866 Contact : conted@ucalgary.ca Areas of study : Adult and community education; adult learning; campus recruiting; career and academic advising; e-learning; front-end web development; human-resource management; IT fundamentals; .NET development; professional management; professional management – professional engineers, – geologists and geophysicists; security management; teaching second languages; web application development; workplace learning; writing (business/ technical, marketing/public relations) Prerequisites: None Cost : $549 (average fee for non-degree credit course) Web: www.conted.ucalgary.ca 6OJWFSTJUZ PG (VFMQI Centre for Open Learning and Educational Support

160 Johnston Hall, Guelph, ON N1G 2W1 Phone: 519-767-5000 Contact : Learner services, info@open.uoguelph.ca Areas of study : Arts, business, environment, equine, food science, horticulture, hospitality, human-resource management, information management, MA (leadership), MBA Prerequisites: Vary Cost : Varies Web: www.coles.uoguelph.ca 6OJWFSTJUZ PG 5PSPOUP School of Continuing Studies

158 St George Street, Toronto, ON M5S 2V8 Contact : learn@utoronto.ca Phone: 416-978-2400 Areas of study : Accounting and finance; advertising; career development; e-business and web marketing; human resources; innovation management; international professionals; leadership; marketing; merchandising; project management; publicity and public relations; quality and productivity management; risk management; sales; strategic leadership; website development, strategy and execution; various business courses in analysis, communication and writing; intelligence, law and insurance; management and strategy Prerequisites: None Cost : $575 per course Web: www.learn.utoronto.ca 6OJWFSTJUZ PG 8BUFSMPP Professional development (non-credit courses)

200 University Avenue West, Waterloo, ON N2L 3G1 Contact : makeithappen@uwaterloo.ca Phone: 519-888-4002 Areas of study : Accounting, business analysis, communication, human resources, leadership and management, productivity, project management, sales and marketing, writing Prerequisites: Vary Cost : Varies Web: www.extendedlearning.uwaterloo.ca Centre for Extended Learning 200 University Avenue West, Waterloo, ON N2L 3G1 Contact : Information and student services Phone: 519-888-4050 Areas of study : Select degrees, certificates and diplomas. Over

250 courses available on line in arts and business, economics, education, English, various language studies, various sciences and other academics. Prerequisites: Vary (candidate must be enrolled as University of Waterloo student) Cost : Varies Web: www.extendedlearning.uwaterloo.ca Ą

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LISTS

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Source: Business in Vancouver, issue #1126

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Business in Vancouver makes every attempt to publish accurate information in The List but accuracy cannot be guaranteed. Researched by Richard Chu, 604-608-5114

Bridge the GAP between Theory and Practice!

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Rightcourse 2012.indd 45

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Biggest sales & management training ďŹ rms in B.C. &30*) '> 3:2'*7 4+ 14(&1 89&++

Source: Business in Vancouver, issue #1143

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Business in Vancouver makes every attempt to publish accurate information in The List but accuracy cannot be guaranteed. Researched by Richard Chu, 604-608-5114

For more information please contact Katherine Butler 604-688-2398 kbutler@biv.com

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BIV Magazines

12/14/11 3:38:30 PM

AGENCIES & RECUITERS

Employment agency & recruiters directory Only companies that responded to requests for information are listed

1984 Enterprises Inc p: 604-736-8142 f: 604-736-8119 e: info@1984inc.com w: www.1984inc.com Industries served: Mining 31337 Recruiters p: 888-604-3426 f: 888-604-3426 e: info@31337recruiters.com w: www.31337recruiters.com Industries served: Video games Adecco Employment Services p: 604-669-1203 f: 604-682-3078 w: www.adecco.ca Industries served: All sectors Aerotek ULC p: 604-293-8010 f: 604-293-8090 e: chrboyd@aerotek.com w: www.aerotekcanada.ca Industries served: All industries Ajilon Finance & Professional Staffing p: 604-669-9096 f: 604-669-9196 e: vancouveroďŹ&#x192;ce@ajilon.com w: www.ajilon.com Industries served: Finance, accounting, administrative and professional staďŹ&#x192;ng All Tech VanJobs.com p: 604-739-1711 f: 604-555-1212 e: info@vanjobs.ca w: www.vanjobs.ca Industries served: Wireless/ data communications, electronics hardware and software, research and development, alternative energy, IT project and staďŹ&#x20AC; management and support personnel, sales executives Alliance Recruitment Brokers Inc p: 604-601-2010 f: 604-683-8125 e: info@alliancerb.com w: www.alliancerb.com Industries served: All sectors Altis Human Resources p: 604-408-8862 f: 604-408-8875 w: www.altishr.com Industries served: Administration, accounting, ďŹ nance, marketing, human resources, customer service Altitude Recruiting p: 604-662-7773 e: info@altituderecruiting.com w: www.altituderecruiting.com Industries served: Financial, entertainment, gaming, software Andersen Ryce Staffing Inc p: 604-719-1992 e: info@andersenryce.com w: www.andersenryce.com Industries served: High tech Angus One Professional Recruitment and Templine Ltd p: 604-682-8367 f: 604-682-4664 e: info@angusone.com w: www.angusone.com Industries served: Flexible staďŹ&#x192;ng for all sectors, all industries in Greater Vancouver and Calgary

Annex Consulting Group Inc p: 604-443-5036 f: 604-443-5037 e: scerniuk@annexgroup.com w: www.annexgroup.com Industries served: IT consulting and recruitment services across all industries with 97ď&#x2122;&#x201A; customer satisfaction rating

The Caldwell Partners International p: 604-669-3550 f: 604-669-5095 e: vancouver@caldwell.ca w: www.caldwell.ca Industries served: Natural resources, government, health care, academia, technology, family business

AppleOne Employment Services p: 604-638 -8051 f: 604-638-0144 e: vancouver-bc@mail.all-in-1.com w: www.appleone.ca Industries served: All sectors, all industries

Campbell Edgar Inc p: 604-321-8515 f: 604-321-8541 e: info@retailcareers.com w: www.retailcareers.com w: www.tempworks.ca Industries served: Retail recruitment, administrative, sales, warehouse and light industrial placements

AppleOne/Accounting Advantage p: 604-638-8051 f: 604-638-0144 e: vancouver-bc@mail.all-in-1.com w: www.appleone.com Industries served: Accounting and ďŹ nance positions for all industries Aquent p: 604-669-5600 f: 604-669-5665 w: www.aquent.com Industries served: Various industries Arlyn Reid p: 604-681-4432 f: 604-681-4418 e: apply@arlynreid.net w: www.arlynreid.net Industries served: Legal, human resources, marketing, business management, accounting, administration BBW International Inc p: 604-984-0352 f: 604-608-3510 e: vancouver@bbwinternational.com w: www.bbwinternational.com Industries served: Meetings registration, experiential marketing, brand ambassadors, cash management Best Personnel Inc p: 604-522-4900 f: 604-522-4903 e: info@best-personnel.ca w: www.best-personnel.ca Industries served: All industries, primarily in construction, warehouse, restoration, oďŹ&#x192;ce, and safety BeyondTech Solutions Inc p: 604-433-0617 f: 604-433-0677 e: skuan@beyond-tech.com w: www.beyond-tech.com Industries served: IT recruitment services for private, public and government corporations BlackShire Recruiting Services Inc p: 604-517-3550 f: 604-526-1295 e: information@blackshire.com w: www.blackshire.com Industries served: Information technology Cadman Consulting Group Inc p: 604-689-4345 f: 604-676-2458 e: gcadman@cadman.ca w: www.cadman.ca Industries served: All industries requiring IT related services

CrossLink Consulting p: 604-689-0155 f: 866-819-6506 e: crosslink@crosslink.ca w: www.crosslink.ca Industries served: Computer, ďŹ nance CTEW Executive Personnel Services p: 604-682-3218 e: resumes@ctewgroup.com w: www.ctewgroup.com Industries served: All industry sectors David Aplin Recruiting p: 604-648-2799 f: 604-648-2787 e: jperry@aplin.com w: www.aplin.com Industries served: Accounting, ďŹ nance, sales, marketing, IT, engineering, oďŹ&#x192;ce personnel, industrial, supply chain, HR and legal

CAP Personnel Ltd p: 604-629-2200 f: 866-692-4981 e: jobs@cappersonnel.com w: www.cappersonnel.com Industries served: Skilled and trade

David Warwick Kennedy & Associates p: 604-685-9494 f: 604-535-6616 e: david@dwksearch.com w: www.dwksearch.com Industries served: Forestry, mining, technology, tourism, agriculture, real estate and distribution

Career Contacts/Employment Unlimited p: 604-606-1831 f: 604-606-1638 e: hiring@careercontacts.ca w: www.careercontacts.ca Industries served: Various industries and sectors

Davies Park Executive Search p: 604-688-8422 f: 604-688-8427 e: executive@daviespark.ca w: www.daviespark.ca Industries served: All industries â&#x20AC;&#x201C; generalist practice

CareerPlan Personnel Institute p: 604-669-3535 f: 604-689-8622 e: info@careerplancan.com w: www.careerplancan.com Industries served: All sectors

Descheneaux Insurance Recruiters Ltd p: 604-669-9787 f: 604-688-2130 e: info@insuranceheadhunters.com w: www.insuranceheadhunters.com Industries served: Insurance, property and casualty

Caridin Consultants Ltd p: 604-688-7272 f: 604-688-3999 e: kristykozak@caridinconsultants.com w: www.caridinconsultants.com Industries served: All sectors in the Lower Mainland Cobell Recruitment p: 778-847-9713 f: 778-847.9713 e: info@cobellrecruitment.com w: www.cobellrecruitment.com Industries served: Mining, oil, gas, marketing, communications, public relations, software, IT, industrial, human resources, engineering, media, ďŹ nance Corporate Recruiters Ltd p: 604-687-5993 f: 604-687-2427 e: careers@corporate.bc.ca w: www.corporate.bc.ca Industries served: Information & communications technology, wireless, digital media, social media, cleantech, life sciences The Counsel Network p: 604-643-1755 f: 403-264-3819 e: careers@thecounselnetwork.com w: www.thecounselnetwork.com Industries served: Law ďŹ rms, corporations

Design Group Staffing Inc p: 604-683-6400 f: 604-669-3540 e: vancouver@dg.ca w: www.dg.ca Industries served: Construction, EPC, manufacturing, architectural, industrial, operations, consulting, environmental, resources, engineering consulting Douglas College Co-operative Education Program p: 604-527-5100 f: 604-527-5629 e: co-op@douglas.bc.ca w: www.douglas.bc.ca/services/co-op Industries served: Accounting, computer information systems, marketing commerce, business management, arts and science Drake International p: 604-601-2800 f: 604-682-8523 e: gkikot@na.drakeintl.com w: www.drakeintl.com Industries served: All sectors Dulay Burke Financial Recruitment p: 604-692-2572 f: 604-692-2574 e: recruit@dulayburke.com w: www.dulayburke.com Industries served: All sectors

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Rightcourse 2012.indd 47

RIGHT COURSEâ&#x20AC;&#x201D;2012 47

12/15/11 11:55:46 AM

AGENCIES & RECUITERS Eagle Professional Resources Inc p: 604-899-1130 f: 604-899-1150 e: nesst@eagleonline.com w: www.eagleonline.com Industries served: Professional staffing services for IT and finance and accounting elan Personnel p: 604-688-8521 f: 604-669-0171 e: vancouver@elandatamakers.com w: www.elandatamakers.com Industries served: Information technology, data capture, temporary & permanent placement services Eva Lee and Associates Recruitment Ltd p: 604-608-0988 f: 604-608-0918 e: info@evalee.ca w: www.evalee.ca Industries served: Law, human resources, accounting, administrative, marketing, information technology Executive Waiter Resources Inc p: 604-689-0640 f: 604-689-3670 e: info@executivewaiter.com w: www.executivewaiter.com Industries served: Hospitality Expert Recruiters p: 604-689-3600 f: 604-689-7541 e: jobs@expertrecruiters.com w: www.expertrecruiters.com Industries served: Real estate, construction, health care, government, finance, accounting, marketing, engineering, technology, legal, nonprofit, communications, mining and resources Find A Sales Pro p: 604-484-0928 f: 604-484-0932 e: inform@findasalespro.com w: www.findasalespro.com Industries served: Manufacturing and service sectors Fusion Recruitment Group p: 604-678-5627 f: 604-669-6047 e: allan@fusion-recruitment.com w: www.fusion-recruitment.com Industries served: All sectors

GO Recruitment p: 604-871-4166 f: 604-871-4168 e: raymond@gorecruitment.com w: www.gorecruitment.com Industries served: Small to mediumsized knowledge-based companies and organizations in software, clean tech, manufacturing, education and health care Goldbeck Recruiting Inc p: 604-684-41428 f: 604-684-1429 e: marketing@goldbeck.com w: www.goldbeck.com Industries served: Construction, mining, pharmaceutical, IT, industrial, services Great People Personnel Ltd p: 604-439-0802 f: 604-439-0850 w: www.greatpeoplepersonnel.com Industries served: All industries GS Lerick & Associates p: 604-684-6667 f: 604-684-8635 e: lerick@telus.net w: www.gslerick.com Industries served: Property management (all levels), accounting, administration in various industries Hadfield HR p: 604-731-1237 f: 604-734-0186 e: gayle@hadfieldhr.com w: www.hadfieldhr.com Industries served: Non-profits; small and medium sized profit organizations including supporting internal HR teams Hays – Recruiting Experts Worldwide p: 604-648-4297 f: 604-648-0588 e: jburns@hays.ca w: www.hays.ca Industries served: Accounting, finance, construction, property, resources, mining, HR, IT, office support Holloway Schulz & Partners p: 604-688-9595 f: 604-688-3608 e: jobs@recruiters.com w: www.hollowayschulz.ca Industries served: We serve a variety of fields and industries

Futurestep p: 604-609-5140 f: 604-684-1884 e: info@futurestep.com w: www.futurestep.com Industries served: All

Hunt Personnel/Temporarily Yours p: 604-688-2555 f: 604-688-6437 e: isabelle@tyhunt.ca w: www.hunt.ca Industries served: All private-sector industries, B.C. provincial and federal government ministries, professional and non-proﬁt organizations

FutureWorks p: 604-684-4176 f: 604-684-4195 e: info@fwt.bc.ca w: www.fwt.bc.ca Industries served: Science, high tech, IT, engineering, biotechnology, new media and the trades

Ian Martin Ltd p: 604-637-1400 f: 604-685-1425 e: cervas@ianmartin.com w: www.ianmartin.com Industries served: Engineering and technical

Galt Global Recruiting p: 604-685-0609 f: 604-688-5636 e: info@galtglobal.com w: www.galtglobal.com Industries served: Biotechnology, human resources, high tech and all sectors

Ignite Your Search p: 604-787-1006 f: 866-314-5436 e: carrie@igniteyoursearch.ca w: www.igniteyoursearch.ca Industries served: All industries

Galvanize Consulting and Communications Ltd p: 604-697-6622 f: 604-687-5094 e: contact@kirschnercameron.com w: www.galvanize.ca

In-House Recruiting Services p: 604-320-7871 f: 604-648-8595 e: resume@inhouserecruiting.com w: www.inhouserecruiting.com Industries served: Advertising and marketing

Globaltech Recruiting Inc p: 604-913-0006 e: cmorton@globaltech.bc.ca w: www.globaltech.bc.ca Industries served: Corporate, government, software development, high tech, mining

INTEQNA p: 604-630-5900 f: 604-630-5431 e: vancouver@inteqna.com w: www.inteqna.com Industries served: Information technology, ﬁnance and accounting, sales, human resources and operations

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IS2 Staffing Services Inc p: 604-940-8880 f: 604-940-8873 e: delta@is2.ca w: www.is2.ca Industries served: Manufacturing, distribution, logistics, industrial services IT MindFinders Search Consultants Inc p: 604-925-8324 e: wendy@itmindfinders.com w: www.itmindfinders.com Industries served: Software firms, professional services/consulting firms, financial sector, services industries J Ross Recruiters p: 604-268-6202 f: 604-676-2799 e: rob.fisher@jrossrecruiters.com w: www.jrossrecruiters.com Industries served: Retail and hospitality Jacobsen Secretarial Services p: 604-930-9386 f: 604-930-9387 e: mailbox@jacobsensecretarial.com w: www.jacobsensecretarial.com Industries served: Legal support staff, general secretarial, managment, accounting, administration, sales James Seidel & Associates Inc p: 250-215-5539 e: james@thinkjsa.com w: www.thinkjsa.com Industries served: High tech, private and public sector IT and select professional search Janet David & Associates Inc p: 604-688-6192 f: 604-684-6024 e: search@janetdavid.com w: www.janetdavid.com Industries served: Private and public sectors, family- owned businesses, education, health Jobwave p: 604-433-6010 f: 604-433-7680 e: jobwaveburnaby@jobwavebc.com w: www.jobwavebc.com Industries served: Various industries

Manpower p: 604-682-1651 f: 604-669-5397 e: vancouver.bc@na.manpower.com w: www.manpower.ca Industries served: Business services, finance, insurance, logistics, warehousing, distribution, contact centre SI Systems (formerly Maxim Professional) p: 604-488-1500 f: 604-488-1510 e: vancouverprofessional@ sisystems.com w: www.sisystems.com Industries served: Engineering, construction, mining, oil & gas, finance & accounting, operations, administration and IT McNeill Nakamoto Recruitment Group p: 604-662-8967 f: 604-662-8927 e: askme@mcnak.com w: www.mcnak.com Industries served: Finance, insurance, technology, real estate, natural resources, business services, construction Medi-Office Services Inc p: 604-924-1137 f: 604-924-1138 e: info@medi-office.com w: www.medi-office.com Industries served: Medical employers such as physicians, clinics and hospitals Mercer Bradley Inc p: 778-331-7570 f: 778-331-7578 e: info@mercerbradley.com w: www.mercerbradley.com Industries served: Accounting and finance Miles Employment Group p: 604-694-2500 f: 604-694-2511 e: sandra@miles.ca w: www.miles.ca Industries served: Large- and mediumsized organizations in both the public and private sector industries in B.C.

Kelly Services (Canada) Ltd p: 604-669-1236 f: 604-669-1270 e: 7111@kellyservices.com w: www.kellyservices.com Industries served: Various

MindField RPO Group Inc p: 604-899-4473 f: 866-488-7832 e: cameron.laker@mindﬁeldgroup.com w: www.mindﬁeldgroup.com Industries served: Multi-location retail organizations across Canada

Konexion Management Consulting Inc Recruitment Specialists p: 604-437-7731 f: 604-437-7045 e: recruit@konexion.ca w: www.konexion.ca Industries served: Hospitality, hotels, airlines, travel

Modis Canada Inc. p: 604-689-8717 f: 604-629-1182 e: nelson.cook@modis.com w: www.modis.com Industries served: Information technology

Korn/Ferry International Vancouver p: 604-684-1834 f: 604-684-1884 e: kevin.mcburney@kornferry.com w: www.kornferry.com Industries served: All sectors

Mountaincrest Personnel Inc p: 604-421-3807 f: 604-421-3808 e: harvey@peakpeople.ca w: www.mountaincrestpersonnel.ca Industries served: Engineering, high tech, manufacturing, trade personnel, IT

Labour Ready p: 604-874-5567 f: 604-874-0092 e: 1050-br@labourready.com w: www.labourready.com Industries served: All sectors Legal Freelance Centre p: 604-689-5476 f: 604-689-5171 e: info@legalfreelancecentre.com w: www.legalfreelancecentre.com Industries served: Legal Lock Search Group p: 604-669-8806 f: 604-669-5385 e: fjoe@locksearchgroup.com w: www.locksearchgroup.com Industries served: Marketing, HR, medical, dental, industrial, logistics, B2B, IT, retail, ﬁnance, tourism, hospitality, CPG

Moxon Personnel Ltd p: 604-688-5100 f: 604-738-7134 e: moxonpersonnel@telus.net w: www.moxonpersonnel.com Industries served: Accounting Munday Recruiting and Consulting p: 604-681-5424 f: 866-405-1632 e: careers@mundayrecruiting.ca w: www.mundayrecruiting.ca Industries served: Property managers, resident managers, building and facilities personnel Murdine Hirsch Casting p: 604-913-9211 f: 604-913-9211 w: www.murdinehirschcasting.com

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Only companies that responded to requests for information are listed

Nasco Staffing Solutions p: 604-683-2512 f: 604-683-2512 e: sales@nasco.ca w: www.nasco.ca Industries served: Conferences, events, production, venues, promotions, food and beverage, construction and general labour North Shore Dental Temps p: 604-990-8777 f: 604-990-8762 e: nsdentaltemps@telus.net w: www.nsdt.bc.ca Industries served: Dental oďŹ&#x192;ces in B.C. Oceans Apart Management p: 604-630-1365 e: info@oceansapartmgt.com w: www.oceansapartmgt.com Industries served: All industries Odgers Berndtson p: 604-685-0261 f: 604-684-7988 e: vancouver@odgersberndtson.ca w: www.odgersberndtson.ca Industries served: All industries Olidan Search Partners Inc p: 604-683-1705 f: 604-687-1327 e: alex@olidan.com w: www.olidan.com Industries served: All sectors with particular strength in real estate, mining and high tech Open Door Group p: 604-734-0777 f: 604-734-0779 e: info@opendoorgroup.org w: www.opendoorgroup.org Industries served: Customer service, retail, oďŹ&#x192;ce (clerical/admin), warehousing, production, hospitality, volunteer P3 Resources Ltd p: 604-681-6641 f: 604-630-8844 e: resume@p3resources.com w: www.p3resources.com Industries served: Government, telecommunications, IT and high tech, banking Page Marine Crews p: 604-689-5713 f: 604-689-2662 e: pmmarine@telus.net w: www.pmcmarine.com Industries served: Hospitality, transportation and medical Pan-Pacific Personnel Inc p: 604-801-7407 f: 604-676-2530 e: info@panpaciďŹ cpersonnel.com w: www.panpaciďŹ cpersonnel.com Industries served: Japanese business Paquette Personnel p: 604-688-7266 f: 604-669-5385 e: positions@paquettepersonnel.com w: www.paquettepersonnel.com Industries served: All industries Paragon Personnel Ltd p: 604-298-6633 f: 604-298-6655 e: info@paragon-personnel.com w: www.paragon-personnel.com Industries served: Families and individuals (seniors) domestic workers

People First Solutions Inc p: 604-684-2288 f: 604-684-2265 e: bob@peopleďŹ rstsolutions.com w: www.peopleďŹ rstsolutions.com Industries served: All sectors Pinton Forrest & Madden p: 604-689-9970 f: 604-689-9943 e: pfm@pfmsearch.com w: www.pfmsearch.com Industries served: Generalist covering the private, public and not-for-proďŹ t sectors Premium Staffing Solutions p: 604-602-9193 f: 604-734-8999 e: Brad@premiumsolutions.ca w: www.premiumsolutions.ca Industries served: Professional services, high tech, engineering, manufacturing, mining, construction, hospitality, health ProActive Personnel Inc p: 604-522-4455 f: 604-522-4459 e: info@proactivepersonnel.ca w: www.proactivepersonnel.ca Industries served: Warehousing, construction, light industrial, oďŹ&#x192;ce/ clerical, management/marketing

Robert Half International (Burnaby-Richmond) p: 604-638-0409 f: 604-639-3533 e: burnaby.richmond@roberthalf.com w: www.roberthalf.com Industries served: Specializing in accounting, ďŹ nance, IT and administration across all industries. Robert Half International (Fraser Valley) p: 604-581-6636 f: 604-581-4225 e: fraser.valley@roberthalf.com w: www.roberthalf.com Industries served: Specializing in accounting, ďŹ nance, technology and administration across all industries. Rossi & Associates Executive Search Inc p: 604-683-3755 e: resumes@rossipeople.com w: www.rossipeople.com Industries served: We service all industries that sell to business Sales Talent Agency p: 604-506-1777 e: jamie@salestalentagency.com w: www.salestalentagency.com Industries served: Focus on B2B sales professionals from all industries

Procom Consultants Group Ltd p: 604-684-1660 f: 604-688-3944 e: vancouver@procom.ca w: www.procom.ca Industries served: IT contract staďŹ&#x192;ng, IT permanent placement, contract administration, accounting and ďŹ nance

SearchWest Inc p: 604-684-4237 f: 604-684-4240 e: jeďŹ&#x20AC;@searchwest.ca w: www.searchwest.ca Industries served: Sales, marketing and operations, mid to senior level professionals

Randstad p: 604-408-2772 f: 604-408-2792 e: lorraine.novak@randstad.ca w: www.randstad.ca Industries served: Professional accounting and ďŹ nance division administrative support, accounting support, customer care and inside sales

Sigma Search Group Inc p: 604-468-1121 f: 604-801-5911 e: david.rogers@sigmasearchgroup.com w: www.sigmasearchgroup.com Industries served: Recruitment search ďŹ rm specializing in the technology sector

Randstad Engineering p: 604-915-9333 f: 604-915-9339 e: ian.mcdougall@randstadeng.ca w: www.randstadeng.ca Industries served: Natural resources and construction, which covers oil and gas, mining, light and heavy construction Randstad Technologies p: 604-687-5919 f: 604-687-5397 e: customerservice@randstadgroup.ca w: www.randstadtechnologies.ca Industries served: Information technology Robert Half International p: 604-685-4253 f: 604-687-7533 e: vancouver.bc@roberthalf.com w: www.rhi.com Industries served: Specializing in accounting, ďŹ nance, administration and IT across all industries.

Smart, Savvy + Associates p: 604-639-5446 f: 604-608-3132 e: peter@smartsavvy.ca w: www.smartsavvy.ca Industries served: Marketing, public relations, media relations, client services, creative & interactive development, sales & business development Spherion p: 604-273-1440 f: 604-273-4042 e: richmond@spherion.ca w: www.spherion.ca Industries served: Logistics, admin, senior management Staff Systems Inc p: 604-688-8282 f: 604-669-9088 e: careers@staďŹ&#x20AC;systems.ca w: www.staďŹ&#x20AC;systems.ca Industries served: General Summit Search Group BC Inc p: 604-684-2784 f: 604-684-3784 e: david@summitsearchgroup.com w: www.summitsearchgroup.com Industries served: Sales, marketing, insurance, industrial, consumer packaged goods, HR, ďŹ nance, IT, high tech, telecom, alcohol beverage, operations

Swim Recruiting p: 604-689-7946 f: 604-689-7950 e: info@swimrecruiting.com w: www.swimrecruiting.com Industries served: We span many local industries including: High tech, biotech, engineering, manufacturing, public practice, banking, public sector, mining and energy T-Net British Columbia p: 604-899-4146 w: www.bctechnology.com Industries served: High tech Target Professionals Hospitality Recruiting p: 604-552-2377 f: 604-357-1130 e: colleen@targetprofessionals.com w: www.targetprofessionals.com Industries served: Hospitality recruitment for executives/management in BC and Alberta: restaurant, hotel, resort, casino, suppliers, etc. TCA Recruitment Group Inc p: 604-691-1770 f: 604-476-0149 e: careers@tcarecruitment.com w: www.tcarecruitment.com Industries served: Supply staďŹ&#x192;ng to both public and private companies in a broad range of industries including shipping, engineering, environmental, pharmaceutical, insurance, law, ďŹ nance and mining TEKsystems p: 604-232-2570 f: 604-244-7092 e: dharbert@teksystems.ca w: www.teksystems.ca Industries served: All industries The 500 Staffing Inc p: 250-412-0841 f: 250-412-0857 e: victoria@the500.com w: www.the500.com Industries served: Administrative, insurance, legal, technical, accounting, ďŹ nance, engineering, technical The 500 Staffing Inc p: 604-685-1400 f: 604-685-1425 e: cervas@the500.com w: www.the500.com Industries served: Administrative, insurance, legal, technical, accounting and ďŹ nance The Personnel Department p: 604-685-3530 f: 604-689-5981 e: info@goodstaďŹ&#x20AC;.com w: www.goodstaďŹ&#x20AC;.com Industries served: All sectors The Placement Group p: 604-689-7717 f: 604-683-6440 e: vancouver@pgstaďŹ&#x20AC;.com w: www.pgstaďŹ&#x20AC;.com Industries served: Multi sector, multi-level The Right Fit Staffing Solutions Inc p: 604-582-5627 f: 866-514-3074 e: apply@rightďŹ tstaďŹ&#x192;ng.ca w: www.rightďŹ tstaďŹ&#x192;ng.ca Industries served: All sectors

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AGENCIES & RECUITERS Only companies that responded to requests for information are listed

Titan Recruitment Solutions p: 604-687-6785 f: 604-687-6786 e: ken@titanrecruitment.com w: www.titanrecruitment.com Industries served: Sales, marketing, manufacturing, finance, management, IT TK Recruiting Services Inc p: 604-601-2064 f: 888-484-5018 e: info@tkrecruiting.com w: www.tkrecruiting.com Industries served: Information technology TM8 Recruitment p: 778-858-2799 e: info@tm8.ca w: www.tm8.ca Industries served: Technology, CGR, medical, telecom, mining, industrial, construction, manufacturing, advertising Toombs Inc p: 604-899-2095 f: 604-899-2059 e: vancouver@toombsinc.com w: www.toombsinc.com Industries served: All industries Top Guns For Hire p: 604-689-8367 f: 604-689-0639 e: magnum@topgunsforhire.com w: www.topgunsforhire.com Industries served: Print, copy, digital and web industries Total Staffing Solutions Ltd p: 604-687-6756 f: 604-687-6786 e: register@totalstaff.ca w: www.totalstaff.ca Industries served: Insurance, manufacturing, distribution, mining, forestry, non-profit, property management

TP Systems Ltd – IT Staffing Services p: 604-395-6000 f: 604-395-6004 e: nancy_naylor@tpsystems.com w: www.tpsystems.com Industries served: IT staﬃng for all industries

Vantage Resourcing p: 604-739-3159 f: 604-739-3159 e: info@vantageresourcing.com w: www.vantageresourcing.com Industries served: Accounting, ﬁnance and human resources

Triumph Vocational Services p: 866-689-7150 f: 604-939-3044 e: triumph_info@ triumphvocational.com w: www.triumphvocational.com Industries served: Various industries

Vertical Bridge Corporate Consulting Inc p: 604-682-2262 f: 604-687-1327 e: info@verticalbridge.ca w: www.verticalbridge.ca Industries served: Private and public sector as well as not-for-proﬁt.

TRS Contract Consulting Group p: 604-687-6795 f: 604-687-6786 e: mike@trscontract.com w: www.trscontract.com Industries served: Government, insurance, natual resouces, education and high tech

Waterhouse Executive Search Ltd p: 604-806-7715 f: 604-922-1292 e: grantsmith@waterhousesearch.com w: www.waterhousesearch.com Industries served: All business sectors for both proﬁt and not for proﬁt

U-MAN Recruitment & Assessment Services Inc p: 604-568-7442 f: 604-568-7448 e: info@u-man.ca w: www.u-man.ca Industries served: Manufacturing, industrial, ﬁnance

WCG Services p: 250-389-0699 f: 250-389-0696 e: communications@WCGServices.com w: www.WCGServices.com Industries served: Small to medium size businesses

VanJobs p: 604-739-1711 e: info@vanjobs.com w: www.vanjobs.com Industries served: R&D and IT specialists and their associated support and sub domain in development, support and C level leadership

Western Management Consultants/ Western Compensation and Benefits Consultants p: 604-687-0391 f: 604-687-2315 e: vancouver@wmc.ca w: careers.wmc.ca Industries served: Various sectors

Whistler’s Personnel Solutions p: 604-932-4832 f: 604-932-4622 e: info@whistler-jobs.com w: www.whistler-jobs.com Industries served: All industries in the Sea to Sky Corridor (Pemberton, Whistler and Squamish) WOLF Environmental Group Inc p: 604-938-9998 e: judy@wolfenv.com w: www.wolfenv.com Industries served: Environmental and natural resources, engineering and geotechnical Wood West & Associates Inc p: 604-682-3141 f: 604-688-5749 e: search@wood-west.com w: www.wood-west.com Industries served: Civil infrastructure, geo-environmental, mining, and buildings engineering WPCG p: 604-294-1200 f: 604-294-1242 e: info@wpcg.ca w: www.wpcg.ca Industries served: Information technology, ﬁnance and supply chain management ZSA Legal Recruitment p: 604-681-0706 f: 604-681-0566 e: srea@zsa.ca w: www.zsa.ca Industries served: Law ﬁrms and companies

MBA

ATHABASCA UNIVERSITY

Caroline Nevin

e )''.# n_`c\ :Xifcè\ E\mè nXj glijlè^ _\i D98 Xk 8L Xe[ nfib$ è^ ]lcc k`d\ Xj ;ì\Zkfi f] :fddle`$ ZXk`fej Xe[ GlYc`Z 8]]Xìj Xk k_\ :XeX[`Xe 9Xi 8jjf Z`Xk`fe 9: 9iXeZ_# j_\ nXj gifdfk\[ kf k_\ ifc\ f] <o\Zlk`m\ ;ì\Zkfi f] k_\ 9iXeZ_% @k nXj ef fi[èXip gifdfk`fe% @e ]XZk# lg lek`c k_Xk gfèk# `k nflc[ _Xm\ j\\d\[ `dgfjj`Yc\ ]fi _\i kf i\XZ_ k_Xk gfj`k`fe% K_XkËj Y\ZXlj\ e\m\i è k_\ _`jkfip f] k_\ YiXeZ_ _X[ k_Xk ifc\ Y\\e _\c[ \`k_\i Yp X nfdXe fi Yp X efe$cXnp\i% ÈDp D98 jkl[`\j n\i\ X b\p ]XZkfi è Y\è^ Zfej`[\i\[ fm\i CC9j#É jXpj :Xifcè\# n_f i\Z\`m\[ _\i D98 è )''/%

9lk _\i [\Z`j`fe Xe[ Zfdd`kd\ek kf ^\kkè^ _\i D98 Xi\ fecp gXik f] k_\ jkfip k_Xk dXb\j :Xifcè\ jfd\$ fe\ n_f Zflc[ `dgi\jj Xe \dgcfp\i c`b\ k_\ 9: 9iXeZ_ kf jlZ_ X [\î\\ k_Xk `k nflc[ Xjb _\i kf dXeX^\ k_\ì fi^Xe`qXk`fe% Gi`fi kf afèè^ k_\ :XeX[`Xe 9Xi 8jjfZ`Xk`fe# :Xifcè\ _X[ _X[ X _`^_$ gfn\i\[ ZXi\\i k_Xk èZcl[\[ nfib$ è^ ]fi k_\ >fm\ied\ek f] 8cY\ikX Xe[ X Zfddle`ZXk`fej&`jjl\ dXe$ X^\d\ek Ôid j_\ Zf$]fle[\[% @e (00.# _fn\m\i# j_\ dfm\[ kf MXeZflm\i n`k_ _\i knf pfle^ Z_`c[$ i\e% È@ [\Z`[\[ k_Xk k_\ _\Zk`Z gXZ\ f] X ZfejlckXekËj c`]\ nXjeËk ]fi d\#É jXpj :Xifcè\% ÈJf @ XZZ\gk\[ X gfj`$ k`fe è$_flj\ Xk k_\ :XeX[`Xe 9Xi 8jjfZ`Xk`fe 9: 9iXeZ_ Xj ;ì\Zkfi f] :fddle`ZXk`fej Xe[ GlYc`Z 8]]Xìj%É K_Xk nXj (+ p\Xij X^f% JèZ\ k_\e#

jk\g Yp jk\g# j_\ ÈZfekèlfljcp jfl^_k flk gif]\jj`feXc [\m\cfg d\ek fggfikle`k`\j#É jXpj :Xifcè\% @e )'',# j_\ [\Z`[\[ k_Xk k_\ e\ok jk\g nXj ^\kkè^ _\i D98% È@ nXek\[ kf \ogXe[ dp _fi`qfej Y\pfe[ k_\ nfic[ f] Zfddle`ZXk`fej Xe[ èkf dfi\ f] X Yljè\jj dXeX^\d\ek g\ijg\Zk`m\#É jXpj :Xifcè\% È@ Z_fj\ 8k_XYXjZX# Xe[ `k klie\[ flk kf Y\ g\i]\Zk ]fi d\% @ nXj \ogfj\[ kf dXeX^\d\ek$c\m\c k_èb\ij è Xcc è[ljki`\j Xe[ gXikj f] k_\ nfic[# Xe[ `k ^Xm\ d\ XZZ\jj kf X i`Z_ mXi`\kp f] g\ijg\Zk`m\j @ nflc[ e\m\i _Xm\ _X[ `] @ _X[ Y\\e è X ZcXjjiffd% @k nXj k_\ Y\jk [\Z`j`fe f] dp ZXi\\i%É

Supplied by Athabasca University

RIGHT COURSE—2012 BIV Magazines

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12/15/11 12:04:24 PM

MBA

UNIVERSITY OF BRITISH COLUMBIA

MBA re-imagined Unique integrated program with a global perspective

he Robert H. Lee Graduate School at the University of British Columbiaâ&#x20AC;&#x2122;s Sauder School of Business oďŹ&#x20AC;ers an intensive 16-month full-time MBA and a 28-month part-time MBA. Recognized by international accrediting bodies AACSB and EQUIS, the UBC MBA ranks among the top 100 programs in the world. Through innovative research and active engagement with the business community, government and public-interest groups, Sauder aďŹ&#x20AC;ects business thinking across borders and around the world. Its MBAs are people whose experience spans the globe. 5IF .#" QSPHSBN In August 2012, Sauder launches a reimagined MBA program that provides a unique perspective. A new immersive, integrated approach allows students to make links across the entire spectrum of business functions, from logistics and ďŹ nance to human resources and marketing. This expansive picture shows students how functions work together. *OUFHSBUFE DBSFFS USBDLT Sauderâ&#x20AC;&#x2122;s re-imagined MBA program oďŹ&#x20AC;ers four integrated career tracks: consulting and strategic management; ďŹ nance; product/service management; and business innovation. These new tracks allow students to pursue career-focused curricula while showing how speciďŹ c areas of interest are woven into the spectrum of business functions. This approach gives students the skills and open-mindedness for success amid change and globalization.

/FX GBDJMJUZ PO 6#$ DBNQVT Sauder is completing an $85-million, 50,000-square-foot expansion of its Henry Angus Building that will provide a new facility for the Robert H. Lee Graduate School and a dedicated undergraduate centre. The expansion also includes stateof-the-art lecture theatres and classrooms equipped with leading-edge teaching technologies and videoconferencing Photo: Mark Mushet

Rightcourse 2012.indd 51

"O JOUFHSBUFE BQQSPBDI HJWFT 4BVEFS TUVEFOUT UIF PQFO NJOEFE PVUMPPL GPS TVDDFTT BNJE HMPCBM DIBOHF

equipment, breakout rooms, social space and a learning commons. .#" )PVTF Located within walking distance of Sauder, the new MBA House is a collegial environment equipped with a cafĂŠ, library and common room for study sessions, workshops, presentations and receptions. 1SPGFTTJPOBM PQQPSUVOJUJFT Sauderâ&#x20AC;&#x2122;s Hari B Varshney Business Career Centre facilitates connections between students and employers. It co-ordinates industry-information seminars and job interviews and helps students arrange professional opportunities through internships and industry projects, one of which is required for graduation. $BSFFS EFWFMPQNFOU QSPHSBN Before classes start, the student completes a web-based self-assessment that clariďŹ es his or her career direction. Once studies are underway, one-on-one career coaching and skills training help students sharpen skills in resumĂŠ-writing, presentations, interviewing and networking. *OUFSOBUJPOBM FYDIBOHF Sauder oďŹ&#x20AC;ers MBA students exciting opportunities to participate in a worldclass international exchange program. This extensive program has agreements with 35 leading business schools in 24 countries.

$PTUT BQQMJDBUJPO EFBEMJOFT Cost for the 16-month full-time MBA program: $42,179. Application deadlines for full-time MBA program (starting August): November 28, February 13 and April 16. Cost for the 28-month part-time MBA program: $42,179. Application deadline for part-time MBA program (starting January): September 30. )FBMUI DBSF GPDVT o FYFDVUJWF &.#" JO IFBMUI DBSF The executive MBA in health care is for senior managers from all health sectors with at least eight years of experience, as well as health-industry specialists in government, management, pharmacy, biotechnology and research. The 16-month part-time program applies the broad leadership and management foundations of an MBA to the unique context and complexities of health-care management. .BTUFS PG NBOBHFNFOU Sauderâ&#x20AC;&#x2122;s one-year master of management â&#x20AC;&#x201C; early career master provides a strong foundation in business and management. It is ideal for fourth-year students and recent university graduates from non-business programs, candidates with limited work experience and people seeking quick advancement into entry-level management. Cost: $25,778. Ä&#x201E; Source: University of British Columbia BIV Magazines

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MBA

SIMON FRASER UNIVERSITY

Launching careers and new ventures Innovative graduate business options 4'6 .#" BU UIF #FFEJF 4DIPPM PG #VTJOFTT The full-time MBA at Simon Fraser University’s Beedie School of Business is designed for students from non-business backgrounds who are early in their careers. It is a one-year program that introduces students to the fundamentals of business administration and prepares them to become engaged and contributing members of organizations. The program emphasizes the development of communication and critical thinking, self-awareness, creativity and the entrepreneurial spirit and an understanding of the social responsibilities of business. The student receives extensive career-management coaching for a quick return to work in the form of a three to eight-month internship. Students come from a wide range of academic backgrounds including engineering, psychology, kinesiology, chemistry, education, medicine, music, biology and mathematics. Tuition: $31,500. Application deadline: April 1, 2012, for September start. Beedie.sfu.ca/mba &YFDVUJWF .#" &.#"

The executive MBA at the Beedie School of Business brings professors with world-class academic credentials and industry experience together with a cohort of experienced senior managers from diverse industries to address the most current issues and innovative practices in management. Students develop a broad range of strategic-level skills and core capabilities. As the only faceto-face cohort executive MBA in Vancouver, it gives the student the chance to develop a valuable network of classmates and alumni. An elective second-year component, the Americas EMBA expands the learning and cohort to include courses and classmates from the United States, Mexico and Brazil. The program is completed in 20 months, with classes held on Fridays and Saturdays every other week. It appeals to senior managers with the experience and commitment to move into executive and other leadership positions. In depth, it 52

Scholars. MOT MBA professors are selected for direct experience and/or research in technology management and technology commercialization. The program is parttime, Monday and Wednesday evenings, for 24 months. Tuition: $32,300. Application deadline: April 1, 2012, for September start. Beedie.sfu.ca/mot

4'6 T 4FHBM (SBEVBUF 4DIPPM DBNQVT IPTUT UIF #FFEJF 4DIPPM PG #VTJOFTT HSBEVBUF QSPHSBNT

develops skills and core capabilities in strategic analysis, change management and leadership via a global perspective. Tuition: $48,500, including hotel stays Friday nights. Application deadline: April 1, 2012, for September start. Beedie.sfu.ca/emba .BOBHFNFOU PG UFDIOPMPHZ .#" .05 .#"

The management of technology MBA is an MBA tailored to scientists and engineers that educates emerging leaders in the business of technology and innovation. The program’s deﬁnition of technology is broad, from mobile applications to nanotechnology to biotechnology to alternative energy to new products developed by every type of engineer and scientist. This distinctive program is ideal for students with scientiﬁc or technical careers who want to make the transition into management or managers who want to signal their readiness for additional responsibilities. Alumni from the program have had several technologies commercialized, either through startup ventures or through role as BCIC Commercialization

.BTUFS PG GJOBODJBM SJTL NBOBHFNFOU .'3.

The master of financial risk management (MFRM) program meets the growing demand for skilled financial-risk–management professionals across the full spectrum of business enterprise. Rigorous foundational courses are augmented with electives that allow candidates to specialize either in risk management for financial intermediaries and regulatory institutions or in quantitative investment management. The student graduates with an MFRM degree. As added value, students gain practical experience managing the $10-million SIAS endowment fund, a diversified portfolio invested across equities and fixed income. The program is full time for 12 months. Tuition: $26,700. Application deadline: April 1, 2012, for September start. Beedie.sfu.ca/mfrm (SBEVBUF EJQMPNB JO CVTJOFTT BENJOJTUSBUJPO (%#" The graduate diploma in business administration is an online program designed for people with non-business undergraduate degrees who recognize that better grounding in business fundamentals will improve their career prospects. It is also a steppingstone to SFU’s MBA programs. Students can complete the program full-time in four months, but most do it while they work and continue to earn while they learn. Tuition: $14,500. The program has three intakes per year. Application deadlines: March 1, 2012, for May 2012 start; July 1, 2012, for September 2012 start; and November 1, 2012, for January 2013 start. Beedie.sfu.ca/gdba Ą Source: Beedie School of Business

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UNIVERSITY OF VICTORIA

Choice and excellence Specialization and small class size in a boutique MBA

number of elements prompt the descriptor â&#x20AC;&#x153;boutiqueâ&#x20AC;? for the University of Victoriaâ&#x20AC;&#x2122;s Gustavson School of Business MBA program. The program oďŹ&#x20AC;ers unique specializations in entrepreneurship, international business and service management. Classes never exceed 50 students, the faculty-to-student ratio is high, and dedicated MBA facilities include a state-of-the-art classroom, lab and lounge.

6OJRVF TQFDJBMJ[BUJPOT The Gustavson School of Business oďŹ&#x20AC;ers three unique specializations giving the student the knowledge to start, grow or internationalize a business. With the entrepreneurship specialization, the student develops expertise in launching a new business. Classes focus on new value creation, traditional elements of building a business plan and sessions on creativity and trendspotting. In service management, students learn to professionalize businesses and build loyal customer bases. This specialization prepares them to assume leadership in service excellence by addressing service businesses as systems and linking the functions of marketing, operations, human resources and technology. Finally, students can choose to immerse themselves in a global context. The international business specialization explores the internationalization of ďŹ rms, beginning with issues relevant to exporters, proceeding through those important to international ďŹ rms and moving on to concerns relating to multinationals. 6OJRVF GFBUVSFT Three unique features of the Gustavson MBA are the integrative management exercises (IMEs), the executive mentor program and co-operative education. The IMEs consist of two consulting projects in which all students work in teams for a local company, taking a week to do intensive research and oďŹ&#x20AC;er solutions on a problem or issue that the client company is facing. One of the IMEs is done internationally, and students are sent to look at markets abroad on

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behalf of local clients. Past locations have included China, Korea, India, Argentina and Brazil. The executive mentor program is a matching program whereby a student is matched with a mentor working in a ďŹ eld that interests the student, or in an area that he or she would like to understand better. Mentors attend student presentations and networking sessions and share their time and expertise. Co-operative education is popular at the undergraduate level in many institutions; UVic oďŹ&#x20AC;ers it to graduate students as well. MBA students can try out new careers or new employers, get valuable work experience and develop new perspectives about business in this interactive educational experience. 'MFYJCJMJUZ EBZUJNF PS FWFOJOH DMBTTFT The Gustavson MBA daytime class is designed to be completed in just 17 months. The Gustavson MBA meets the needs of working professionals by oďŹ&#x20AC;ering an evening MBA as well. Over 29 to 33 months, the student can work full time and complete his or her MBA in the evening.

The program oďŹ&#x20AC;ers all the features of the daytime program but is spread out over a longer period. $PTUT BOE EFBEMJOFT The total cost of the MBA program (including tuition fees, MBA fees and the cost of the international IME) is $30,000. This is paid in six instalments (daytime program) or nine (evening) over the course of the program. Application deadline: March 31, 2012. %PVCMF EFHSFFT In addition to the current MBA+JD double degree oďŹ&#x20AC;ered in conjunction with the faculty of law, students may now pursue double degrees in two other programs. An agreement with the faculty of engineering allows for an MBA+MEng, while one with the faculty of computer science lets the student achieve an MBA+MSc. For more information, visit www.gustavson. uvic.ca/mba. Source: The University of Victoria BIV Magazines

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MBA

THOMPSON RIVERS UNIVERSITY

Best of all worlds The TRU school of business and economics MBA program

n Kamloops, Thompson Rivers University delivers an intensive MBA through a highly applied curriculum with an emphasis on the global business environment. International business today requires managers to display ever-increasing levels of professionalism. Given intense competition and continual innovation, managers must make diďŹ&#x192;cult decisions promptly while tempering them with a high degree of social responsibility. TRUâ&#x20AC;&#x2122;s courses are designed to produce managers of the highest calibre, with strong critical-thinking ability, business communication skills and capacity for the leadership and â&#x20AC;&#x153;followershipâ&#x20AC;? to work eďŹ&#x20AC;ectively with others in teams.

(MPCBM GPDVT Courses are taught with a strong international focus. The TRU MBA is an excellent choice for international students. Everyone can expect to collaborate and network with students from around the world, forming real international connections. International students make up nearly 20 per cent of TRUâ&#x20AC;&#x2122;s undergraduate student population and 60 per cent of the MBA participants. Each graduate leaves the program with a high degree of understanding of the cultures and business practices found around the world and a true empathy for all participants in our rapidly globalizing economy.

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.PSF UIBO MFDUVSFT TRU emphasizes the application of technology in business organizations. To develop studentsâ&#x20AC;&#x2122; abilities and decision-making skills more fully, the program also makes considerable use of the case approach along with business simulations, company visits, guest presentations and consulting projects. Social events and business competitions enhance classroom experiences.

two 30-seat computer labs and a number of smaller breakout rooms for group work. The building is equipped with a wireless network to support laptop computers throughout. A new 11-storey residence is within a short walk of the International Building and food services, giving students safe, modern and aďŹ&#x20AC;ordable accommodations. Situated in the centre of Kamloops, TRU is near all the amenities available in this city of 85,000. For those who like to stay in shape, TRU has three weight rooms, a gymnasium, an indoor and an outdoor track and a number of indoor and outdoor sports ďŹ elds, along with a modern aquatic centre featuring an Olympic-sized pool.

-FBSO BOE MJWF PO DBNQVT The program is housed in TRUâ&#x20AC;&#x2122;s International Building. This facility has large tiered lecture theatres that oďŹ&#x20AC;er full audiovisual support for the case approach,

-BEEFS GSPN VOEFSHSBEVBUF TUVEJFT Graduates of the TRU bachelor of business administration, TRU open learning bachelor of commerce and TRU bachelor of tourism management or equivalent

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programs will generally complete all 12 TRU MBA qualifying courses. Students in the bachelor of arts, bachelor of science and bachelor of computing science may complete all 12 TRU MBA qualifying courses as part of their undergraduate degrees, if they take the minor in management. $PSF Core courses expose students to advance management topics in key business areas not studied at the undergraduate level: Ä&#x201E;ďŹ nancial reporting and analysis Ä&#x201E;management communications Ä&#x201E;international business Ä&#x201E;operations management Ä&#x201E;leadership and ethics Applications for September admission should be submitted by the preceding January. For more information, visit www. tru.ca/business/mba/entrance.html. Source: Thompson Rivers University

BIV Magazines

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UNIVERSITY OF NORTHERN BRITISH COLUMBIA

Regional outlooks, global perspectives An executive MBA that offers what you need to succeed

ith its modular format, the MBA program at the University of Northern British Columbia encompasses a broad spectrum of business topics and focuses on vital issues regarding regional and global developments. The program provides students with the knowledge, skills, attributes and networks they need to accelerate their careers in today’s highly demanding environment. Courses are designed to provide the participant with a broadbased foundation in the fundamentals of business. The program is designed to accommodate working professionals, with completion (start to ﬁnish) in 21 months. UNBC oﬀers one weekend session per month and smaller classes that guarantee quality face-to-face interaction with professors and peers. Classes work on a cohort system that allows the student to build a valuable network of colleagues.

.PEVMBS GPSNBU After one week of team-building when the program begins in August, the student attends the Prince George campus for one weekend session of classes each month from September to April, followed by another week-long session of classes in May that focuses on contemporary emerging global issues. During the second year, the student attends one weekend session of classes each month at the Prince George campus from September to April that includes an MBA project. " HMPCBM QFSTQFDUJWF The UNBC executive MBA addresses issues of global relevance within the context of a regional outlook. While covering the broad spectrum of topics and issues making up an MBA degree, the executive MBA pays special attention to political, social and economic topics both regional and global.

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$PTUT The 2011 tuition for the MBA program is $32,473 not inclusive of student fees, textbooks, accommodation or transportation during the academic year. Please visit www.unbc.ca/mba/. Source: University of Northern British Columbia BIV Magazines

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MBA

ROYAL ROADS UNIVERSITY

MBA designed for people with experience Online convenience, face-to-face on-campus residencies optimize learning

ou want to further your business education, continue to work and have a life. Royal Roads University has speciďŹ cally designed its MBA program for experienced professionals who want to take their careers to the next level. The 18-month program balances the convenience of online distance learning with short, dynamic on-campus residencies so that students can continue to work while they study: a valuable asset in todayâ&#x20AC;&#x2122;s challenging economy. The program particularly suits those who want to become accountable and responsible managers with greater insight into their organizations, work more eďŹ&#x20AC;ectively with others and develop the skills to execute strategies for success. â&#x20AC;&#x153;Our MBA program aims to help students develop business acumen, sharpen leadership skills and gain a stronger understanding of the profound relationships between management, society and the environment,â&#x20AC;? says Pedro MĂĄrquez, dean, faculty of management. â&#x20AC;&#x153;Thatâ&#x20AC;&#x2122;s the driving force behind our MBA program.â&#x20AC;? At the core of the program is the recognition that advanced business skills mean a greater capacity to collaborate and communicate with others as well as a stronger sense of responsibility and sustainability. â&#x20AC;&#x153;My intention going into the MBA program was to get a better understanding of who I was and how I was going to be in the world,â&#x20AC;? says Jivi Khehra, 2008 MBA graduate. â&#x20AC;&#x153;When I started the ďŹ rst residency, I questioned everything about myself; it felt like being deconstructed. Throughout the program, I set out to rebuild myself with my own values, not the values of my parents, my workplace or society. That gave me conďŹ dence as a leader knowing I could run my own business in line with my values. I could bring my authentic self to my work.â&#x20AC;? Faculty members at Royal Roads have academic credentials and real-world experience in management and industry. This 56 RIGHT COURSEâ&#x20AC;&#x201D;2012

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ensures that program content is relevant and timely and responds to the market. Royal Roads collaborates with industry experts to create an environment that mirrors the complexities of todayâ&#x20AC;&#x2122;s business realities. In the capstone organizational management project, students apply what theyâ&#x20AC;&#x2122;ve learned throughout the program to a complex, real-world situation. This project was â&#x20AC;&#x153;the best part of the program for me,â&#x20AC;? says Andrea Chisholm, 2009 graduate in management consulting. â&#x20AC;&#x153;It was an intense learning process, and the strategic business plan I developed

added value to the company I now work for.â&#x20AC;? Royal Roads oďŹ&#x20AC;ers MBA programs in human-resources management and executive management. Executive management oďŹ&#x20AC;ers one specialization in management consulting. The next MBA program starts January 2, 2012. Application deadline is November 25, 2011. For more information, contact an enrolment adviser at 877-778-6227, email learn.more@royalroads.ca or visit www. royalroads.ca. Source: Royal Roads University

BIV Magazines

12/14/11 3:39:29 PM

THE BIG PICTURE

Today’s leaders need scope and vision to survive and thrive in an ever-changing, increasingly global, management sphere. Our applied MBA draws on real-world experience of our faculty, advisors and colleagues. You’ll learn how to address complex challenges through strategy and leadership, solving domestic and global issues throughout your 18-month program. Our MBA is designed to advance experienced professionals in the workplace. Through online classes, virtual labs, and face-to-face residencies, it’s a program like no other. And it’s designed so you can continue to work – continue your career momentum – and further your education at the same time. Learn more about Royal Roads University’s MBA program, and our ﬂexible admissions. Visit us, at www.royalroads.ca or contact our Enrolment Advisors – 1-877-778-6227, or learn.more@royalroads.ca.

V I C TO R IA B C C ANADA

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MBA

VANCOUVER ISLAND UNIVERSITY

International flavour Offering MBA/master of science in international business (MScIB) dual degrees

ancouver Island University provides a strong international context and grounding in key business disciplines within its MBA/master of science in international business (MScIB) dual degree. The program features small class sizes and close student-professor interaction. A ďŹ nance option is available for students interested in the ďŹ nancial-services industry.

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%JWFSTJUZ The program itself is international, as it is oďŹ&#x20AC;ered in partnership with the University of Hertfordshire, United Kingdom. The student encounters issues relating to international business and, upon completing the program, earns both a Canadian and a British degree. The student body is moreover diverse in ethnicity and background. The MBA class of 2010â&#x20AC;&#x201C;11 featured students from 30 diďŹ&#x20AC;erent countries and a range of academic and work backgrounds. *OUFSOTIJQ An internship is integrated with an applied business project. The student works for a business and completes a project relating to this business. Internships may be completed in Canada or elsewhere. An international student may do a Canadian internship to obtain Canadian work experience, while a Canadian student may work overseas. Internships may be at large businesses, at small businesses, at non-proďŹ ts or on special projects. Recent examples of internships have been at Lafarge Canada, the Aklavik Community Economic Sustainable Development Plan and the Ghana Canada Partnership for Environmental Education. 5IF .#" QSPHSBN The program consists of four parts. For the student without a business degree, an eight-week foundation program introduces business disciplines and readies the student to take on the main program. The core program runs over two regular university terms, plus one seven-week term, for a total of 10 months of classroom 58 RIGHT COURSEâ&#x20AC;&#x201D;2012

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BIV Magazines

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training. This provides the student with a strong foundation in key business disciplines with an international and strategic focus. Students obtain skills necessary for success as managers. They then each choose an elective course that will help prepare them for their chosen business ďŹ elds. The program concludes with an integrated internship and applied business project supported by three full-time coordinators dedicated to ensuring that the student obtains a quality placement. A new ďŹ nance option allows the student to substitute two additional ďŹ nance courses instead of completing the project. $PTUT BQQMJDBUJPO EFBEMJOFT Tuition (Canadian students): for foundation program (non-business graduates), $2,425 plus student fees and textbooks; for MBA/ MScIB, $18,500 (which includes internship placement) plus student fees and textbooks. Tuition (international students): for

foundation program (non-business graduates), $4,850 plus student fees and textbooks; for MBA/MScIB, $29,500 (which includes internship placement) plus student fees and textbooks. Deadline for September start: February 28. Deadline for January start: April 30. Entry is competitive, and preference is given to applicants with work experience. Source: Vancouver Island University Photos: Vancouver Island University

12/14/11 3:39:38 PM

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MBA

UNIVERSITY CANADA WEST

From flexibility to success Earn your MBA without leaving your career

ith the global economy still recovering, business professionals continue to look for opportunities to get a leg up on the competition. For some, investing in higher learning will be key to success. An MBA can help them rise higher in the ranks and, in turn, earn more money. Yet leaving a job in this economic climate is not usually an option. One Canadian university now makes it easier for working professionals to earn graduate degrees in business without leaving their careers. In addition to its campus-based classes, University Canada West, based in British Columbia, offers online programs tailored to the needs of busy professionals. The online option features a web-based format that is flexible and easy to use. Professors instruct the classes through online lecture notes, discussion forums, web readings, assignments and other resources. “University Canada West is at the forefront of education for working learners,” says Verna Magee-Shepherd, president and vice-chancellor, University Canada West. “Our innovations in higher learning are making a real difference for many students who may otherwise not have had a chance to pursue a post-graduate degree.” Students enrolled in online programs receive the same personalized experience that campus-based students do. Online class discussions and chat rooms encourage interaction, and private messages and email are available so that students can contact professors. Online learners can schedule these communications around work or family commitments. Established in 2004 as a fully accredited Canadian university, University Canada West offers an exciting new approach for obtaining university degrees. Accelerated programs based on market-driven curricula and a flexible model of delivery let students pursue education that suits their needs. Master’s degree programs show the university’s commitment to academic

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achievement and success beyond the classroom. Graduates go on to become leaders in various ﬁelds internationally. The university accommodates the need for ﬂexibility through various methods. A student with a bachelor of commerce or bachelor of business administration can earn an MBA in as little as one year, thanks to an intensive 12-month program. The university accepts course credits from other B.C. and Canadian universities as well as from some courses and programs from community colleges. Credit may also be available for courses and programs taken internationally. The university

may grant credit for training taken outside the academic environment, via its prior learning assessment. Any training taken through an employer is eligible for review under this assessment, as long as it relates to the student’s program. The university also oﬀers a number of undergraduate and post-graduate degrees, including a bachelor of commerce and a bachelor of arts in media and communications. Programs are available on the Vancouver and Victoria campuses as well as on line. Ą Source: University Canada West

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SUCCESS IS WITHIN REACH with a degree from University Canada West

Higher education thatâ&#x20AC;&#x2122;s accessible, affordable, and available 24/7. If you dream big, thereâ&#x20AC;&#x2122;s no better opportunity than a degree from University Canada West. With our concentrated academic \HDU VWXGHQWV DUH DEOH WR Ă&#x20AC; QLVK WKHLU GHJUHH LQ DV OLWWOH DV WZR \HDUV Online, on-campus, part-time or full-time â&#x20AC;&#x201C; delivery options are DV Ă H[LEOH DV \RX QHHG WKHP WR EH 7KH SRVVLELOLWLHV DUH HQGOHVV Â˛ both bachelorâ&#x20AC;&#x2122;s and MBA programs available. Visit our website for more details:

focus.ucan.ca

or call:1

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800.456.5810

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MBA

TRINITY WESTERN UNIVERSITY

Customized learning experience Personal approach supports MBA students’ professional development

he MBA program of the Trinity Western University School of Business is designed around small classes for dynamic interaction between faculty and students. Students may choose among three specializations. Knowing that working professionals have busy schedules, the School of Business works with students to design programs that meet their development needs. Students gain the skills to become organizational leaders and agents of positive change in the world. Professors believe that proﬁt is critically important for the success of organizations, but only when made and managed with integrity. They challenge students to question not only how they do business but why.

$PSF QSPHSBN TWU’s MBA is delivered in either a 12 to 13-month full-time format or a convenient 22-month blended format. Those who wish to focus on the global market can pursue the international business specialization, which involves 12 to 13 months of full-time study, including a two-week study trip overseas. The 22-month option accommodates busy working professionals with online courses throughout the year and face-to-face classroom experiences in four short summer residencies. The MBA program oﬀers three specializations: international business, management of the growing enterprise, and non-proﬁt and charitable-organization management. In all TWU MBA courses, what students learn in each activity they can apply the next day in their professions. They integrate their personal and professional goals into assignments. 4QFDJBMJ[BUJPOT The international specialization is delivered in a 12 to 13-month full-time format designed to convey the managerial skills and cultural intelligence that business leaders need for navigating the international market with a global perspective. Students enrol from around the world, 62

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entrepreneurs passionate about making a positive difference. Students work through case studies concerning venture capital, create business models and learn how to navigate legal challenges. The non-profit and charitable organization management specialization prepares students to lead mission-driven organizations. They learn about formation and structure of non-profits and charities, management and leadership of nonprofits, legal issues for charities, financial management of non-profits, and grants, fundraising and non-profit marketing. Corporate social responsibility and consideration for environmental sustainability are active parts of business planning. 4UVEFOUT CFDPNF JOOPWBUJWF BOE FOUSFQSFOFVSJBM

helping to create a stimulating environment. Courses address comparative international management, global economic competitiveness, international business law and cross-cultural leadership. In a twoweek trip, the student meets with company executives in an influential region of the world. The 22-month option offers two specializations designed for those seeking to influence their environments though innovative thinking and social responsibility. The growing enterprise specialization helps students become creative, confident social

$PTUT BQQMJDBUJPO EFBEMJOFT The 22-month MBA with specializations in managing the growing enterprise or non-proﬁt and charitable organization management costs $34,650 for students starting in August 2011. The application deadline is April 30, 2012, for the August 2012 start. Scholarships are available. The 12 to 13-month full-time MBA program with an international business specialization costs $35,900 (plus travel for international study) for students starting in 2011. The international business specialization has a rolling entry throughout the year, allowing students to begin in any month. Source: Trinity Western University

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Announcement lcome Kabam is pleased to we A, to the role of Derek Sidebottom, MB his new role, he will Chief People Ofﬁcer. In racts top international create a culture that att iting, emerging social creative talent to the exc nt space. interactive entertainme

The MBA you can take anywhere. And vice versa. Luxembourg. Beijing. San Francisco. We’re connecting the brightest minds in business from major cities around the world. And little known towns too. Thanks to our flexible online format, our MBA students can collaborate and exchange global perspectives from anywhere, at anytime. So don’t let a demanding business travel schedule hold you back from pursuing an MBA. You can take the AU MBA wherever you want. And it will return the favour. The AU online Executive MBA. www.mba.athabascau.ca

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Company APICS Appraisal Institute of Canada ASTTBC Athabasca University BC HRMA BC Institute of Purchasing Management Canadian Bar Association Canadian Payroll Association CGA CMA Conference Board Humanity at Work Insurance Institute of BC PMI Royal Roads University SFU Beedie SChool of Business The Wisdom Collective Trinity Western University UBC Continuing Studies UBC Sauder Diploma in Accounting UBC Sauder SMEI University Canada West Vancouver Island University

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URL http://apics-vancouver.org/membership www.aicanada.ca/career www.asttbc.org www.mba.athabascau.ca http://bchrma.org/conf2012 http://bcimpac.ca www.cba.org/bc www.payroll.ca/go/?getcertified http://CGAjobs.org http://becomeacma.com http://thedirectorscollege.com http://humanityatwork.ca www.insuranceinstitute.ca www.pmi.bc.ca www.royalroads.ca http://beedie.sfu.ca/segal www.wisdomcollective.ca http://twu.ca/mba http://cstudies.ubc.ca/pathbiv www.sauder.ubc.ca/dap www.smeivancouver.org http://focus.ucan.ca http://viu.ca/mba2012