Right Course 2012

$7 Sponsored by

2012

Success with succession

Class actsToday’s best programs

Franchise facts What you must know

Getting coachedHow to find your match

Rightcourse 2012.indd 1 12/14/11 3:36:14 PM

www.therightcourse.ca

www.bivmagazines.ca

http://CGAjobs.org

twu.ca/mba7600 Glover Road,

Langley, BC, V2Y 1Y1 604 513 2035

MASTER of BUSINESS ADMINISTRATION

With specializations in managing the growing enterprise, non-profit

organizations, and international business, TWU’S MBA is designed for

businesspeople who want to ENGAGE THE WORLD.

“I chose TWU.”

“My TWU MBA gave me an

incredible opportunity to engage with

peers and professors from a value-

based position. That was something

I hadn ’ t experienced before.”

Paul Goodyear, FCMA, MBA

TWU MBA Graduate

CFO for The Salvation Army Canada and Bermuda

Former Chair of the Accounting Standards Board’s Not-For-Profit Organizations Advisory Committee


http://twu.ca/mba

Life and Career DirectionsIf your career is in transition, UBC Continuing Studies Life and Career Programs provide you

with the tools to assess your goals and take action in the right direction. Services and programs

at UBC Robson Square include:

Is Graduate School in your Future?

GMAT, GRE and LSAT

taught by knowledgeable instructors at UBC Robson Square

in downtown Vancouver. For more information, view

cstudies.ubc.ca/tpbiv or call 604.822.5042.

cstudies.ubc.ca/careerbiv604-822-8585


http://cstudies.ubc.ca/careerbiv

SPONSORED BY

Letter from the editor—6

EXECUTIVE TRAINING

Top gap—8 Where will B.C. find its future managers?

The rush to franchise—10 Should you? When should you? And how?

All in the family—14 The dos and don’ts of succession planning when your business partner is your relative

PROFESSIONAL DEVELOPMENT

School time—17 Boosting your credentials while staying on the job

Going coach—20 Finding the help you need when you need it

WELLNESS & PRODUCTIVITY

Train ‘em, retain ‘em—22 How to keep and motivate staff when turnover is high and morale low

Bonus pointers—25 Toward greater transparency and incentive in reward structures

Those dreaded performance reviews—26 Fear, begone! Take the employee-development approach

How does your staff feel today?—28 Think it’s none of your business? Think again

The working holiday: the worst idea of our times—29 Urge your staff to take off – for real

LISTS & DIRECTORIES

New-skills training directory—30

Professional designations—33

Online & distance learning—41

Biggest post-secondary institutions in B.C.—43

Biggest professional organizations in B.C.—44

Biggest sales & management training firms in B.C.—46

Employment agency & recruiters directory—47

MBA

University of British Columbia—51

Simon Fraser University—52

University of Victoria—53

Thompson Rivers University—54

University of Northern British Columbia—55

Royal Roads University—56

Vancouver Island University—58

University Canada West—60

Trinity Western University—62

CONTENTS

Publisher: Paul Harris

Managing publisher: Gail Clark

Editor-in-chief: Naomi Wittes Reichstein

Design director: Randy Pearsall

Proofreader: Baila Lazarus

Contributors: Greg Banwell, Curt Cherewayko,

Noa Glouberman, Ingrid de Jong Joffe,

Peter Mitham, Erica Pinsky, Andrew Tzembelicos,

Dennis Wolff, Kim Wooder

Production manager: Don Schuetze

Production: Carole Readman

Sales manager: Joan McGrogan

Advertising sales: Lori Borden, Corinne Tkachuk

Administrator: Katherine Butler

Sales assistant: Caroline Smith

Senior researcher: Anna Liczmanska

Lists research: Richard Chu

Controller: Marlita Hodgens

President, BIV Media LP: Paul Harris

Right Course is published by BIV Magazines,

a division of BIV Media LP

102 4th Avenue East, Vancouver, B.C. V5T 1G2

604-688-2398, fax 604-688-6058, www.biv.com

Copyright 2011, Right Course. All rights reserved. No

part of this book may be reproduced in any form or

incorporated into any information retrieval system

without permission of Right Course. The list of services

provided in this publication is not necessarily a

complete list of all such services available in British

Columbia. The publishers are not responsible in whole

or in part for any errors or omissions in this publication.

Publications Mail Agreement No: 40069240

Registration No: 8876. Return undeliverable Canadian

addresses to: Circulation Department

102 4th Avenue East, Vancouver, B.C. V5T 1G2

Email: [email protected]

Cover illustration: illustrationsource.com

PRODUCED BY


http://CGAjobs.org

www.bivmagazines.ca

www.therightcourse.ca

Follow Your Career PathTake the next step in your professional career path with UBC’s comprehensive range of programs

for executives, managers and organizations. Programs are offered in flexible part-time,

intensive and online learning formats to suit your schedule.

UBC Certificate in Project Management

UBC Certificate in Program Management

UBC Certificate in Business Analysis

Project Management Essentials

Certificate in Advanced Project Leadership

Our industry-recognized programs offer applied skills and a curriculum

aligned with PMI® and the IIBA®. Learn from practicing professionals

and have the opportunity to network with leaders and peers.

UBC is a Registered Education Provider of the Project Management Institute

and an Endorsed Education Provider of the International Institute of

Business Analysis.

PMI is a registered trademark of the Project Management Institute, Inc. IIBA is registered trademark of the International Institute of Business Analysis.

cstudies.ubc.ca/pathbiv


http://cstudies.ubc.ca/pathbiv

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 deci-

sions 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 learn-

ing? 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 hand-

outs 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 perform ance 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 medium-

sized 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

Leadership Coaching and Mentoring

THE WISDOM COLLECTIVE

The Wisdom Collective is a series of six confidential 3 hr meetings with

the power of a world-class executive coach and group mentoring from

like-minded leaders that will help you to achieve your goals faster than

on your own. Exclusively for those prepared to be challenged, inspired

and to take action. Different groups for different organisational levels,

starting January and March 2012.

604-327-4358

www.WisdomCollective.ca

Experience the power of coaching with the support and connection of a team

6 RIGHT COURSE—2012 BIV Magazines

LETTER FROM THE EDITOR


www.wisdomcollective.ca


http://becomeacma.com

Photo: Dominic Schaefer Photography

By Peter Mitham

Workers deserve their wages, but

what if wages went begging for

workers rather than vice versa?

With retirements rising, that’s the sce-

nario 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 scram-

bling 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

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 attri-

tion, even in strategic growth areas such as

the environmental sector. According to the

Vancouver-based Globe Foundation, envi-

ronmental companies will lose 44 per cent

of their existing workers to retirement over

the next 20 years, compounding employ-

ment needs in this rapidly expanding fi eld.

The scenario is familiar to industries

such as construction, which has long

recognized that it will face challenges if it

doesn’t attract younger workers. It’s now

experiencing competition for manager-

ial talent similar to what it saw for skilled

trades during the development boom of

the mid-2000s.

As employers face

rising retirements

in the next 20 years,

who will manage

the companies

left behind?

Generation gap

“The poaching that we saw amongst the

trades a few years ago we’re starting to see

… again amongst project managers and

general foremen, because they’re just not

out there,” says Dave Earle, director, human

resource services, with the Construction

Labour Relations Association of BC (CLR).

“It’s just the nature of the demographic shift

that we’re all going to go through.”

Earle expects up to 75 per cent of

supervisory and managerial staff 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 iden-

tifying future supervisors and foremen

among current apprentices and giving

them opportunities for advancement.

“If you don’t have a positive experience


EXECUTIVE TRAINING


the fi rst time out, then you’re not going

to continue,” Earle says, noting that trades-

training programs suff er 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 off ered in B.C.

since 1996 through the CLR, will make a

diff erence. 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 off ered 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 univer-

sity degree to come in and work on the

fl oor 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 fl oor experience is

essential in order for executives to under-

stand 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 super-

visors 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 certifi cate

in leadership program. BCIT off ers the

program to governments and businesses,

tailoring it to the needs of each organiza-

tion. Ten persons were signed up for the

initial off ering at Freybe in fall 2011, and

Doro expects a similar number of partici-

pants in 2012.

The certifi cate course rounds out a

training strategy that includes in-house

mentoring by older executives, and par-

ticipation in committees and projects in

diff erent areas of the company. BCIT’s pro-

gram provides a classroom component.

Similarly, Rio Tinto has an internal train-

ing 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 off erings by contractors and man-

ufacturers refl ect 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 develop-

ment programs,” he says. “It’s ongoing,

[and] it identifi es high-potential people.”

The province is aiming to reduce the

training period for assistant deputy ministers

from 14 years to eight, while a large private-

sector business such as Freybe, with 350 to

450 employees and approximately 25 peo-

ple in management, recognizes the need for

a comprehensive training program.

Cook says the challenge is more daunt-

ing for smaller companies, which typically

hear a lot about fi nancial 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 asso-

ciate 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 dev-

eloping 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 fi ll 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 mov-

ing out,” Doro says. “The current supervi-

sors are succession-planning into manage-

ment positions, and the managers are

succession-planning into more executive

positions. And that future leader is where

we’re fi nding a huge gap of potential.”

BIV Magazines RIGHT COURSE—2012 9


Franchising, frankly

By Kim Wooder

Brian Curin knows a lot about success-

ful franchising. He’s president of Flip

Flop Shops, a company with 115

stores in three countries.

Asked for advice for potential fran-

chisors, Curin says a great concept is a

good first step but warns not to count on

franchise fees and royalty cheques just

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 opportun-

ities 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.

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

Photo: Dominic Schaefer Photography10 RIGHT COURSE—2012 BIV Magazines

EXECUTIVE TRAINING


Rather, consider the pros and cons of

expansion through replication.

The first 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 it’s proven

that the business works and that there’s

public appetite for its products or services.

Step two is determining whether the

concept can be replicated. If it’s driven by

location or personality, then exact copy-

ing is improbable or impossible.

If it can, then it’s time for step 3. This

comes with a stumble alert as it involves

money. Is there enough financial stability

for franchisees to be introduced to the

concept? The owner must account for

everything from training and oper ations

manuals to legal agreements and supply

chains in the money equation.

Curin says a lot of hard questions are

often overlooked and cause downfall:

“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

going to be? Would I be able to make

money at my business while paying fran-

chise fees, or am I cutting into my profits?”

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 advertis-

ing and marketing. If you build it but they

don’t know about it, they won’t come.

Business acumen requires a healthy

The tools you’ll need to franchise your businessBy Lauren d’Entremont

Legal documents: Disclosure documents

and attendant franchise documents

Franchise kit: Literature that tells why

yours is a great business in which to invest

Marketing plan: Where are you going

to expand? When and where will you

advertise/introduce your business?

Operating manuals to guide new

franchisees in your system

Training program to imprint the skills

and knowledge needed to operate

your concept

What is your ideal prospect profile?

Previous experience? Net worth? What

are your skills and responsibilities?

What’s the possible range of costs for

the above?

Financial resources for professional

services, marketing and other costs

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

Make sure your concept can be

duplicated.

Assemble a great support team,

including a consultant, an accountant

and a lawyer who all have expertise in

franchising.

You will need adequate financial

resources (anywhere from $50,000 to

$100,000) to cover upfront costs.

Remember that your financial institution

can help you establish cash management

procedures for collecting royalties,

advertising fees, inventory delivery, etc.

Familiarize yourself with regulatory

requirements if your franchise is based

in Alberta, Ontario, New Brunswick,

Manitoba or Prince Edward Island.

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).



Wake and makeExperts speak at Creative Mornings Vancouver

and CreativeMix

ABOVE:

LEFT:

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

Creative Mornings is a free monthly

breakfast lecture series started by

Tina Roth Eisenberg (www.swiss-

miss.com) in New York City. The Creative

Mornings Vancouver chapter, launched

in 2011, is organized by Mark Busse, part-

ner/design director of Industrial Brand.

Each event includes a 20-minute

lecture addressing a topic of profes-

sional interest to the creative commu-

nity, followed by a 20-minute group

discussion.

Sessions in 2011 have featured

speaker Stewart Butterfield, 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 Café, which has the

vision of bringing revitalization to the

Downtown Eastside.

You can also attend CreativeMix

– Vancouver’s Ideation Conference,

held annually in the fall, whose speakers

in 2011 included Jeff Harrison, creative

director of Rethink; TJ Galda, senior CG

supervisor of Electronic Arts Canada; and

Ben Kadel, founding partner of Emotus

Operandi. It’s geared toward the profes-

sional development of those working in

the business and arts of animation and

digital arts, advertising, marketing, pho-

tography, architecture, design, fashion,

film, television and more.

dose of self-awareness. Franchisors must

not only like people but be willing to

share their knowledge to benefit others.

Curin says that some people realize too

late that they aren’t cut out to do business

this way; they underestimate the time

involved in setting up and supporting

new owners. A “here-are-the-keys, I-hope-

you-can-drive” approach won’t benefit

either party. Turning off one’s cell phone

isn’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 effort 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 challen-

ging proposition. “Be prepared for the

good and the bad and the long haul,

because it is not an easy road. You can’t

go into it thinking you’re going to get

rich quickly. You can’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.”


EXECUTIVE TRAINING


Why Choose The Directors College Chartered Director Program for Your Professional Director Education?

1 A university accredited education and certification program. The

Chartered Director designation (C.Dir.)

comes from McMaster University.

2 A flexible residential and off-site learning experience. Our Chartered

Director program is residential to encourage

the learning that occurs among participants

outside the classroom. Participants will

appreciate the flexibility of choosing the

modules in an order that suits their

own schedule.

3 A curriculum that goes beyond the “technical” side of directorship practices. Our five-module program covers

the full range of formal rules and practices

that directors need to know about in their

role as stewards of corporations. As well,

the program examines the “behavioural”

side of directorship—the human dynamics

that influence a board and its decisions.

4 A board simulation that brings the curriculum to life. Our board simulation,

as well as a final exam, results in a higher

level of personal accountability and a

deeper experience.

5 A diverse faculty. Our faculty of professionals, corporate directors, and academics covers the full range of governance, accounting, law, regula-tions, and human dynamics. Modules are delivered through a combination of lectures, interactive working sessions, and case studies.

DELIVERING CANADA’S UNIVERSITY ACCREDITED CHARTERED DIRECTOR* DEVELOPMENT PROGRAM

Enhance your governance capabilities

Elevate your leadership contribution

Ensure governance practices contribute to organizational effectiveness

Go to thedirectorscollege.com and download the 2012 program catalogue or call 1-866-372-1778.


http://thedirectorscollege.com

Family ties, family buysThe fine line

between nepotism

and proper

succession planning

Photo: Dominic Schaefer Photography14 RIGHT COURSE—2012 BIV Magazines

EXECUTIVE TRAINING


By Curt Cherewayko

Before joining the family business,

David Haywood made sure to gain

experience elsewhere in wealth man-

agement and financial 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.

“I had the opportunity to decide wheth-

er I liked the industry prior to joining the

family business,” says the junior Haywood.

“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.”

David, who is group benefits analyst

at MHA, is still many years from taking the

reins, but he and his father are taking the

recommended approach to family succes-

sion 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.

“In order to do a proper succession plan

– to plan for continuity over generations –

you need to begin planning many years

ahead,” she says.

Fewer than 30 per cent of family-

owned companies survive to the next

generation, according to the BFC, which

says that families and family-owned busi-

nesses provide 60 per cent of Canada’s

GDP, create 70 per cent of new jobs and

generate annual revenues of $1.3 trillion

countrywide.

While one-third of family business lead-

ers will retire in the next five years, only 32

per cent have a succession plan.

More than 40 per cent of Canadian

family-business owners weren’t aware

of the impact of the capital-gains tax on

their companies, according to the 2010–11

Canadian supplement to the global

family-business survey conducted by

PricewaterhouseCoopers International Ltd.

The grooming at MHA includes hav-

ing David Haywood build solid relation-

ships with customers, fellow employees

and other brokers, to ensure that he’s

ad equately trained and educated for his

role when he takes over and not just per-

ceived as a beneficiary of nepotism.

Cunningham says that giving a young-

er family member the experience required

for a new, elevated role in a family busi-

ness is just one of the many angles to

cover in succession planning.

Family businesses have some advan-

tages over non-family businesses, she

notes. They can have a longer-term or

even generational view or strategy of

profit-making.

And if selling a business to another

family member, one doesn’t necessarily

need to assume any of the posturing typi-

cal of many business deals.

While a non-family business will often

approach succession planning less emo-

tionally, a family enterprise must prepare

for things like sibling rivalry and lingering

attachment to the company by the older

generation.

Interestingly, MHA isn‘t just any family

business: it focuses on helping other fam-

ily companies with wealth management

and succession planning.

The first step in succession planning,

according to Michael Haywood, is to iden-

tify the multiple roads that the company

may travel in the transition.

For example, while younger family

members may not express interest in tak-

ing over the business in the early years of

their careers, that can change quickly.

“You come up with the plan early so

that you have a lot of time to fix any of

those rough edges to make sure the plan

works,” says the senior Haywood.

The BFC works with up to 1,000 families

each year through its courses, workshops,

networking events and panel discussions.



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 busi-

nesses, such as lawyers, accountant, bro-

kers and board members. In so doing, it

acknowledged the important role that

outside advisers play in helping such busi-

nesses 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 stu-

dents 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.

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 best-

known 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 under-

stood the succession process, “we wouldn’t

have made some of the split-second deci-

sions we were forced to make.”

Pino Bacinello, president and founder of

Vancouver‘s Pacific Business Brokers Inc. and

Pacific Mergers & Acquisitions Inc., empha-

sizes the importance of dealing with the

“familial” aspect rather than just the techni-

cal 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.”

Mentor centreNew designation helps professionals channel expertise to family businesses

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 quali-

fied professionals who have the com-

bined 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 sec-

ond 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 disci-

plines with those of other profession-

als to provide collaborative, comple-

mentary advice to clients and build

their own professional networks to

attract new clients.

For further information, see

page 33.


EXECUTIVE TRAINING


Executive class

By Noa Glouberman

Whether you want to make the tran-

sition to greater seniority, transfer

to a new field or start your own

venture, going back to school to boost your

skills may be key. Yet if studying full time

isn’t an option, you can further your educa-

tion without sacrificing your career.

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.

“Executive MBA students continue to

work while they study,” states the pro-

gram’s brochure, explaining that students

apply their learning to

their work and focus

their projects on their

employers’ businesses.

The 19-month

EMBA is offered in five

terms, each with seven

in-class weekends

spread over 13 weeks.

Classes take place at

SFU’s Segal Graduate

School of Business in

downtown Vancouver,

with hotel accommo-

dation provided so that

students can “concentrate on their studies

before returning home and to work.”

Prefer a more virtual experience? Royal

Roads University in Victoria offers online

MBAs in executive and human-resources

management. Pédro Márquez, 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.

“They want to advance their careers

without taking two years off,” he explains

in a release. “As well, they are hard-working

professionals who, when they come to do

their degrees with us, are much more inter-

ested in practice than theory.”

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.

Earn while you learn

TOP:

ABOVE:

LEFT:

Photo (bottom right): Beedie School of Business, Simon Fraser University BIV Magazines RIGHT COURSE—2012 17



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 com-

pleted 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.”

For less intense training, the same busi-

ness schools provide executive education

and courses. UBC offers more than 100

two to six-day open-enrolment seminars

that cover strategic decision-making, proj-

ect 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 leader-

ship program that facilitates “the trans-

formation of successful managers into

exceptional leaders.” Delivered over eight

months, with two residential sessions in

Whistler, it emphasizes leadership and

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 indus-

try 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 learn-

ing with face-to-face sessions, allowing

managers to build on their existing skills

and apply new strategies in the workplace

without neglecting their professional

duties. In addition, CALM director Zoe

MacLeod says the centre’s executive-

development 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 cus-

tomizes management-training solutions

for organizations. Developed in collabora-

tion with individual participants’ employ-

ers, program options range from “one-day

strategic-planning workshops to executive

retreats” to “the design and management

of comprehensive corporate universities.”

Roads scholarsCertificate signals evolution of values-based leadership in business

In fall 2011, Royal Roads University launched a new graduate

certificate in values-based leadership. It addresses an opportu-

nity 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 Values-

Based Leadership and the Centre for Applied Leadership and

Management (CALM). “We believe that this certificate will pro-

vide 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

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 leader-

ship. Cultural transformation begins with the personal trans-

formation 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.

he

o

ity

bia

Photo: Royal Roads18 RIGHT COURSE—2012 BIV Magazines




http://beedie.sfu.ca/segal

By Andrew Tzembelicos

Not 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 organiza-

tion and helping that executive deal with

the organizational challenges” the person

faces, including leadership.

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 chal-

lenging 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 results-

driven and supportive but firm. Roney

moves her clients forward “gently” while

understanding organization-

al challenges: “It’s our job – we

get paid – not to be somebody’s friend

[but] someone who con tinues 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 some-

one 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 pro-

ficiency 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 role-

playing 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 organiza-

tion has to understand this is not a Band-

Aid. This is a process, and it could take six

months to a year. You’re not going to see

change overnight.”

Finding the right

fit for your

company

takes time

and effort – but it’s

the results that count

Coach’s corner




For Ringstad, an ineffective coach “is

someone who acts as a crutch, won’t

help an executive grow or meet the

challenges required to succeed or

doesn’t share a connection with his or

her client.”

For Caron, it’s someone who “will occa-

sionally let go of the best interests of the

client.” This can happen when “the coach

is simply not the right fit for the client in

one or more key areas.”

Roney, meanwhile, considers someone

an ineffective coach who lacks experience,

Photo: Welton Demetrio, epCreative360

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 effort. Yet

it can make all the difference in getting

results.

DAP prepares university graduates with limited or no training in accounting for entry into a professional accounting designation (CMA, CGA, CA, or CPA in the US).

Accelerate your future with the Diploma in Accounting Program (DAP) at the University of British Columbia.What are you proudest of in

the work you do?

What do you want to beknown for?

Specializing in proud & productive workplaces

Humanityatwork.ca 604.569.9980

COACHING WORKSHOPS TEAM FACILITATION



http://humanityatwork.ca

www.sauder.ubc.ca/dap

By Ingrid de Jong Joffe

Turnover 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.

“High turnover in the restaurant and hotel industry is due to the

[preponderance of] entry-level jobs, seasonality and advance-

ment. 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

Keeping your staff motivated and productive amid frequent change

“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




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 gather-

ings 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.”

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

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 devel-

opment programs

to attract and retain

people. We’ll move

people to different

locations to keep

them fresh and

help them advance

into senior positions

or more permanent roles.”

Like Bellstar, Sequoia has developed

programs to retain employees. “We offer

reward programs for our strong perform-

ers,” says Gates. “We’ve partnered with

vendors in the food and beverage and

trade services as well as in the entertain-

ment industry and offer their services.”

Open communication keep operations

running smoothly with pre-shift meetings,

staff meetings and semi-formal perform-

ance reviews. “When support is consistent,

then employee morale is not a problem.

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.”

For long-term retention, Sequoia helps

employees achieve industry certifications

that assist them in advancing through the

organization. “Developing a larger career

arch that moves employees to more

secure positions is key to maintaining posi-

tive employee morale.”

Retail too experiences high turnover, and

employers must be creative to keep talent.

“We’re fortunate to buck the trend of

high turnover in key positions,” says Chris

Ongkiko, sales director for MINI Yaletown.

“Our company offers a unique work envi-

ronment and very competitive compensa-

tion plans.”

Photos: (top left) MINI Yaletown; (top right) Bellstar Resorts & Hotels BIV Magazines RIGHT COURSE—2012 23


Photo: Union Photographers

MINI Yaletown experiences most turn-

over in entry-level roles through which

staff 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 “of relatively low priority in

their lives.”

MINI hosts frequent events to develop

its brand and build loyalty with its staff

by establishing partnerships with various

vendors. It offers extensive training in class

and on the road to interested employees.

MINI finds that internal rewards are

effect ive for retaining employees. “Aside

from the strength of the compensation

plan, there is a bonus system to motivate

employees monthly, quarterly and annu-

ally. Other perks are abundant, including a

company vehicle (MINI of course), which is

probably the most coveted.”

Turnover isn’t always negative. When

staff members advance to higher posi-

tions or leave for different opportunities,

new openings come available for other

employees. Given the right processes, a

satisfied employee can be a long-term

one.

THE UNIVERSITY OF BRITISH COLUMBIA

For more information, call 604.266.0900 or download a program brochure at: www.smeivancouver.org




www.smeivancouver.org

The bonus question

By Dennis Wolff

Bonuses easily qualify as among the

most hotly debated forms of pay-

ment. The sophisticated schemes

and hefty sums of the 1990s and early

2000s still elicit strong emotions as we

recall those bailed-out Wall Street execu-

tives 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 com-

pany-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 employ-

ment contracts. Therefore they can be

distributed at the employer’s discretion,

communicated as thanks to employees

for achieving certain goals. Such vague-

ness 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 busi-

ness 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 inten-

tion to align individual performance with

what’s best for the company.

It’s relatively easy to set up key perfor-

mance 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 employ-

ee contributes to the success of the busi-

ness 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 buy-

in, develop these goals collaboratively

with each employee and review them

together regularly. If bonuses are based on

perform ance, people must be confident in

their ability to attain their goals.

Incentives become notoriously more

complicated than they appear to the peo-

ple who first set them up, so put the struc-

ture in writing. Be as specific and unam-

biguous as possible. People will focus their

actions on areas on which they’ll be mea-

sured. 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 under-

stands how his or her own contribution

affects the organization’s success.

Lastly, it doesn’t always have to be

about money. Most Fortune 500 compa-

nies also support innovation and creativity

through recognition. Positive reinforce-

ment and active engagement are key indi-

cators 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 meas-

urement and recognition. An environment

in which employees are passionate about

doing their best every day results in higher

profitability, which, in turn, allows for bet-

ter bonuses.

Dennis Wolff is a

recruiter with Future-

step, a Korn/Ferry com-

pany. Futurestep is a

leading global provid-

er of recruitment solu-

tions, focused on help-

ing clients discover, deliver and measure the

talent that makes the greatest impact. Con-

tact him at [email protected],

604-609-5151.

How to boost performance and recruitment while ensuring transparency

Bonus dos and

don’ts

Do ensure that any performance tar-

gets for earning a bonus are within the

individual’s area of control or influence.

Do 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).

Do aim for transparency. Track perfor-

mance consistently. Give your employ-

ees full access to their comparisons to

the benchmarks.

Don’t be cheap. If the bonus isn’t

worth the extra effort in the employee’s

eyes, you’re defeating its purpose.

Don’t make it too complicated. Use

easy-to-understand formulas for bonus

payments, and you’ll avoid frustration

and conflict.

Don’t wait until the next perform-

ance review to discuss shortcom-

ings. Discuss performance issues

immediately.



Performing miracles

Turn dreaded reviews into employee-development tools

By Noa Glouberman

Do 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 develop-

ment 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 – quar-

terly, 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 achieve-

ment 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,

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 profes-

sional 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] comput-

er 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 devel-

opmental 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 discuss-

ing performance down to the style and setting in which the dia-

logue 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 com-

munication 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





“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-the-

spot performance review.”

Reviews of younger workers, who are

accustomed to real-time personal and

professional interaction through comput-

ers and smartphones, may be more effec-

tive 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-manage-

ment 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 man-

agers 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 promo-

tional video on the company’s website.

While different generations may

require varying approaches to per-

formance 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 devel-

opment 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.”



The tricky topic of mental health

By Greg Banwell

Mental 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 manage-

ment and environment cause suffering.

Psychological distress hurts perform-

ance, safety and morale. It raises costs in

lost productivity and in disability claims,

prim ar ily for depression and anxiety disor-

ders. Approximately 50 per cent of disabili-

ty claims relate to mental health. For those

with moderate to high distress who stay at

work, “presentee-ism” (being present but

unproductive) is widespread.

Prevention, early recognition and treat-

ment provide the highest payoff for

employee health and for organizations.

This becomes more obvious when we

view mental health as a continuum of psy-

chological well-being, from full health or

transient difficulties to growing problems

to disorders defined by disabling neuro-

logical, cognitive or behavioural deficits.

Draft the principles that communicate

your commitment to mental health and

the expected outcomes. Not much hap-

pens until leadership “comes out.”

Clarify your organization’s expectations

for behaviour from managers and employ-

ees 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 man-

agement and the workplace.

Through mental-health education and

support, organizations can reduce stigma

and increase vigilance and helpfulness.

Education: 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 dis-

orders and psychosis.

Recognition and response: Under-

standing when an employee may be in

distress is key to early intervention. The

MHFA course covers recognition and

mental-health crisis response.

Prevention: 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 capac-

ity to resolve issues. See www.guarding-

mindsatwork.ca.

Management forum: Supervisers and

managers are the most important people

for ensuring mental health in the work-

place. Often the unintentional sources of

stress or harm, they should hold forums

for training, situation reviews and discus-

sions about mental health and prevention.

Employee family assistance programs

(EFAPs): Make confidential self-referral

prominent in the workplace. This involves

an employee and family assistance pro-

gram (EFAP). Some EFAPs include infor-

mation and courses on mental-health

maintenance and problem resolution.

Depression-screening clinics are also com-

ing available through health facilities and

health consultants.

Peer 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 involv-

ing im mediate and confidential support,

needs identification and referral.

Workplace health measurement:

Many organizations use confidential

employee surveys to monitor psychologi-

cal 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.

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 diffi-

cult. Successful accommodations prepare

other employees in advance with knowl-

edge of the aims of the accommoda-

tion, 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.

Courts and tribunals have become much

less tolerant of work situations that threat-

en psychological safety. For organizations,

beyond a moral commitment to employ-

ee welfare, this means a growing legal

obligation and positive financial impact in

having employees at work and healthy.

Greg Banwell, PhD, R.

Psych., is senior adviser,

Human Solutions. Con-

tact him at gbanwell@

humansolutions.ca.

Ignore at your peril




Worcation

By Erica Pinsky

Over 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 tak-

ing a working holiday.

Not long ago, a “working holiday”

would have been considered an oxymo-

ron. The raison d’être of a vacation was tra-

ditionally to get away from work: to take a

break, to rest, to rejuvenate.

Before PDAs and 24/7 worldwide con-

nectivity, getting away from it all was pret-

ty easy. These days it’s near-impossible.

Superficially, this development seems

great for business. While still paying employ-

ees 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, dem-

onstrating 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 employ-

ers don’t) employees will watch, wait and

then follow whatever everyone else does.

If peers answer emails at 11 p.m. and dur-

ing 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 treat-

ment, 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 pro-

ductivity 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 overt-

ly, through implied pressure or through

increasing workloads.

What to do?

Ask yourself: What unspoken assump-

tions might your employees have about

the requirement to be available on call?

Not sure? Ask them.

Be proactive: Have conversations

about the ways in which technology has

changed workplace realities and relation-

ships between leaders and employees.

Get everyone’s input and ideas for how to

manage these issues.

Clarify expectations: Focus not on

how much time employees spend at work

but on setting realistic targets for out-

comes, regardless of where or when work

gets done. Use a respectful approach that

applies individual solutions as opposed to

rigid organizational policies.

Mirror 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 bot-

tom line will all prosper.

Erica Pinsky M.Sc, CHRP,

is a respectful

workplace-solutions

expert. Contact her at

604-266-1267, Erica@

ericapinskyinc.ca,

www.ericapinskyinc.

When employees don’t take time off during holidays,

what’s the bottom-line cost to your business?



HR trainingBC 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

IT trainingAlandale Training Corp

6580 Bouchard Crt Richmond BC V7C 5H4

604-839-8777 604-274-8779 www.alandaletraining.com


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




250-960-5555 250-960-6330 www.unbc.ca

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


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



Dale Carnegie Training of BC 4710 Kingsway Suite 1028 Burnaby BC V5H 4N2

604-299-5115 604-299-5657 www.bc.dalecarnegie.com



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



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


University of Northern British Columbia 3333 University Way, Prince George BC V2N 4Z9

250-960-5555 250-960-6330 www.unbc.ca

Sales/Marketing trainingCampeau Learning and Development Inc

1406 Magnolia Pl Coquitlam BC V3H 4S8 604-944-0642 604-944-0692 www.campeaulearning.com


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



Dale Carnegie Training of BC 4710 Kingsway Suite 1028 Burnaby BC V5H 4N2

604-299-5115 604-299-5657 www.bc.dalecarnegie.com



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



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



250-960-5555 250-960-6330 www.unbc.ca

New-skills training directory



FOUNDING OUR FUTURE BC HRMA CONFERENCE & TRADESHOW 2012

BCHRMA .ORG/CONF2012 Registration opens December 2011

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.

April 25-27, 2012Vancouver Convention CentrePreconference events Wednesday, April 25 Conference events April 26 & 27

Early Bird rate available until February 29, 2012.

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

DR. DAVID ROCK What Neuroscience means for HR.

LINDA NA ZARETH The Twist: Finding Your Path in the Post-Everything Economy.

JEREMY GUTSCHE Ways to Spark Innovation During Times of Change.


http://bchrma.org/conf2012


www.asttbc.org

Professional designations

AccountingCGA (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: VariesAdministering 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 post-secondary 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: VariesAdministering 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 counsellingCCDP (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)

EditingCPE (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)

EntertainmentETCP (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-planningCMP (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 coachingACC (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: VariesAdministering organization: International Coach Federation

(www.coachfederation.org)

Credentials that boost your qualifications – and what it takes to earn them



Family enterprise advisingNew! 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 membershipAdministering organization: Institute of Family Enterprise

Advisors (www.ifea.ca)

Finance and insuranceCAIB (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.

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 financial-accounting 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 late-registration 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 applied-professional 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 designCGD (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 four-year 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 inspectionLicensed home inspectorDescription: 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)


PROFESSIONAL DESIGNATIONS


Human resourcesCHRP (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 multiple-choice 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 multiple-choice 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 multiple-choice 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 businessCITP (Certified international trade professional)Requirements: Minimum one year’s professional international-

trade 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: VariesAdministering organization: Forum for International Trade

Training (www.fitt.ca)

LawB.C. practising lawyerDescription: 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 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, 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: VariesAdministering 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

PayrollPCP (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 multi-jurisdictional 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 payroll-compliance legislation, payroll fundamentals 1,



introduction to accounting, and payroll fundamentals 2. Application for certification.

Requirements for CPM: Two years’ experience responsibility for an organization’s payroll function, which includes being accountable to management for the accuracy of employees’ 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 CPA’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 managementPMP (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 years’ project-management experience and 35 hours’ project-management education. For candidate with bachelor’s degree or global equivalent, three years’ project-management experience and 35 hours’ 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 hours’ project-management experience or 23 hours’ 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)


PMI-SP (Project Management Institute scheduling professional)

Description: Recognizes demonstrated knowledge and advanced expertise in specialized area of developing and

maintaining project schedulesRequirements: For candidate with high-school diploma

or global equivalent, 5,000 hours’ project-scheduling experience and 40 hours’ project-scheduling education. For candidate with bachelor’s degree or global equivalent, 3,500 hours’ project-scheduling experience and 30 hours’ project-scheduling education. For all candidates: 3.5-hour, 170-question multiple-choice exam.

Ongoing requirements: 60 PDUs to be earned in three-year cycleCosts: US $520 (+ HST) for Project Management Institute



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 hours’ project risk-management experience and 40 hours’ project risk-management education. For candidate with bachelor’s degree or global equivalent, 3,000 hours’ project risk-management experience and 30 hours’ 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 cycleCosts: 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 certification program for project practitioners of all education and skill levels.

The Canadian West Coast Chapter PMI regularly offers Certification Preparation Courses by skilled PMP-certified 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.

For more information on courses please email: [email protected]

Follow us: @CWCC_PMI

Group: Canadian West Coast Chapter PMI

www.pmi.bc.ca




www.pmi.bc.ca

www.aicanada.ca/career

P R O C U R E M E N T, O P E R A T I O N S A N D L O G I S T I C S

An SCMP offers innovative leadership and strategic thinking for a changing global marketplace.

Imagine a career where...

You connect people to goods and servicesacross the planet.

Your decisions are a critical link to an employer's competitive advantage.

You’re rewarded beyond just a great salary.

Interested?Become a Supply Chain Management Professional. With supplychains reaching around the world, SCMPs play a key role in thesuccess of enterprises everywhere. They earn more and help makethings happen.

Over the next few years, thousands of supply chain managementrecruits will be needed for new or vacant jobs. Interested? Enrolin the Strategic Supply Chain Management Leadership Program today.

Become an SCMP and imagine the possibilities.

For more information, please visit bcipmac.ca

TM


http://bcimpac.ca



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)


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)


Real-estate appraisalAACI (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

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 real-estate 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 marketingCSP (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 self-study 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 managementAPICS 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 instructor-led 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 multiple-choice 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 supply-chain 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;




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: VariesAdministering organization: Canadian Institute of Traffic and

Transportation (www.citt.ca)

SCMP (Supply chain management professional)Description: SCMP is the mark of strategic leadership in supply-

chain 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 full-time 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 supply-

chain 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)

TechnologyAScT (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



http://apics-vancouver.org/membership

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.

Costs: $225 (+ HST) application fee, $292 (+ HST) annual duesAdministering 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: $250–275 (+ HST) application fee, $245–$360 (+ HST) annual membership fee

Administering organization: Canada’s Association of Information Technology Professionals (www.cips.ca)

TourismCTC (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 hours’ 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 years’ related industry experience (minimum three years’ applicable travel trade experience and two years’ 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 developmentCTDP (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 today’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 years’ full-time work experience in field; for CTP, two years’ 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)

PAYROLL COMPLIANCE PRACTITIONER (PCP)

CERTIFIED PAYROLL MANAGER (CPM)

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




www.payroll.ca/go/?getcertified

Earning credentials from home

1 University Drive, Athabasca, AB T9S 3A3Contact: Contact through websitePhone: 800-988-9041Areas of study: Accounting, administration, arts and sciences,

communications, economics, English, finance, human-resources 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: VaryCost: $752–1,702 for three-to-nine–credit courseWeb: www.athabascau.ca

Part-time Studies3700 Willingdon Avenue, Burnaby, B.C. V5G 3H2Contact: Student information and enrolment servicesPhone: 604-434-1610Areas of study: Financial management, business communications,

business law, business administration, management studies, human-resources management, business systems, computing, media communications, geographic-information systems, health management, specialty nursing, occupational health and safety, venture development

Prerequisites: VaryCosts: $400–500 for three-credit course in academic studies,

computing and business. Costs vary for trades, technology and health sciences.

Web: www.bcit.ca/pts

Description: Business and development live and on-demand webinars from across North America

Cost: US $99 per webinarWeb: BusinessExpertWebinars.com

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, $325–738 for 10-week full courses

Web: www.creditinstitute.org

Distance and Online EducationHalifax, NS B3H 3J5Contact: [email protected]: 902-494-1622Areas of study: Nursing (BSc and master); social work (bach and

master); MSc (occupational therapy – 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: VaryCost: VariesWeb: distanceeducation.dal.ca

1399 Johnston Street, Vancouver, B.C. V6H 3R9Contact: Ehren Seeland, coordinator of student recruitment,

student services, [email protected]: 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 low-residency program. Tuition fees are for 2011–12 and subject to change. Students may opt out of the health plan. Visit www.emilycarrstudentsunion.ca for details.

Web: www.ecuad.ca

6100 University Avenue, suite 3100, Halifax, NS B3H 3J5Contact: Deborah McColl, admissions and registration

co-ordinatorPhone: 902-494-6391Areas of study: MBA (financial services); MBA (natural resources);

MPA (management); master of information managementPrerequisites: VaryCost: VariesWeb: mbafs.management.dal.ca

2700 College Way, Cranbrook, B.C. V1C 5L7Contact: Apply on line at www.cotr.bc.ca/registration or call

student services at local 3243 for education advising.Phone: 877-489-2687Areas 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/

1250 Guy Street, suite 700, Montreal, QC H3H 2T4Contact: Customer servicePhone: 888-361-4949 or 514-848-8770Areas of study: Arts and science, business, fine arts, international

trade, managementPrerequisites: VaryCost: Varies (credit-course costs are same as Concordia tuition fees)Web: www.econcordia.ca

Description: Live and on-demand webinars availableCost: Varies (membership discount)Web: www.hrpa.ca

Dalhousie University (www. itunesu.dal.ca)McMaster University (library.mcmaster.ca/itunesu)Description: Public lectures from some of McMaster University’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 Queen’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 UBC’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 UBC’s attractions such as the Museum of Anthropology and the Chan Centre for the Performing Arts.

12666 72nd Avenue, Surrey, B.C. V3W 2M8Contact: David W. Atkinson, president and vice-chancellorPhone: 604-599-2100Areas 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: VaryCost: VariesWeb: www.kwantlen.ca

100 West 49th Avenue, Vancouver, B.C. V5Y 2Z6Contact: 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: 604-323-5511Areas of study: Nutrition and food service management

(two-week residency), project management, recreation management (bachelor’s degree may require a residency), photography, computer studies and information systems, library and information technology

Cost: VariesWeb: www.langara.bc.ca

Occupational Health SciencesPurvis Hall, 1020 Pine Avenue, Montreal, QC H3A 1A2Contact: Kelly Murphy/Suzanne LarivierePhone: 514-398-6989/514-398-8851Areas of study: Sc appliedPrerequisites: Baccalaureate, CPGA of 3.0 in last two years of

full-time studiesCost: Approximately $20,000 Web: www.mcgill.ca/occh/distance

Distance Education and Learning TechnologiesED1033, St. John’s, NL A1B 3X8Contact: Mark Collins, education marketing co-ordinatorPhone: 866-435-1396Areas 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: VaryCost: $255 course fee (+ $102 technology fee) for three-credit course

Distance Education1000 KLO Road, Kelowna, B.C. V1Y 4X8Contact: [email protected]: 888-638-0058Areas of study: Accounting, business, finance, managementPrerequisites: VaryCost: VariesWeb: www.okanagan.bc.ca/distance

Willett House, 38 Crowell Drive, Acadia University, Wolfville, NSContact: Shawna Singleton, coordinator of undergraduate

programs, [email protected]: 902-585-1434


ONLINE & DISTANCE LEARNING


Areas of study: Accounting, education, economics, management, marketing, various arts and science

Prerequisites: VaryCosts: $799–1,598 (three to six credit hours) for undergraduates,

$869–1,738 (three to six credit hours) for graduate studentsWeb: www.openacadia.ca

68 University Avenue, F100, Mackintosh-Corry Hall, Kingston, ON K7L 3N6

Contact: Bev KingPhone: 613-533-2470Areas 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

National executive MBA programGoodes Hall, Queen’s University, 143 Union Street, Kingston,

ON K7L 3N6Contact: [email protected]: 888-393-2622 or 613-533-6811Area 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

2005 Sooke Road, Victoria, B.C. V9B 5Y2Contact: Admission queriesPhone: 877-778-6227Areas 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/tuitionWeb: www.royalroads.ca

G. Raymond Chang School of Continuing Education350 Victoria Street, Toronto, ON M5B 2K3Contact: [email protected]: 416-979-5035Areas 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: VaryCost: VariesWeb: www.ryerson.ca/ce

Graduate diploma in business administrationSegal Graduate Programs, Beedie School of Business500 Granville Street, Vancouver, B.C. V6C 1W6Contact: Suzanne NhanPhone: 778-782-5256Areas 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

1300 West Mall Centre, 8888 University Drive, Burnaby, B.C. V5A 1S6

Phone: 778-782-3524Areas 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 SFUCost: VariesWeb: www.sfu.ca/code

Open LearningBC Centre for Open Learning, 4th floor, Box 3100, 900 McGill

Road, Kamloops, B.C. V2C 5N3Contact: Student services, [email protected]: 800-663-9711Areas 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: VaryCost: VariesWeb: www.truopen.ca

200 – 1111 Melville Street, Vancouver, B.C. V6E 3V6Phone: 604-915-9607Areas 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: $21,600–34,390Web: www.ucan.ca

Centre for Teaching, Learning and Technology1961 East Mall, Vancouver, B.C. V6T 1Z4Contact: Enrolment services Phone: 604-822-9836Areas 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: VariesWeb: www.ctlt.ubc.ca/distance-learningUniversity of VictoriaDivision of Continuing StudiesPO Box 3030 Stn CSC, Victoria, B.C. V8W 3N6Phone: 250-472-4747Areas 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

Main campus: Education Tower 202, 2500 University Drive NW, Calgary, AB T2N 1N4

Downtown campus: room 229, 906 8 Ave SW, Calgary, AB T2P 1H9Phone: 403-220-2866Contact: [email protected] 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: NoneCost: $549 (average fee for non-degree credit course)Web: www.conted.ucalgary.ca

Centre for Open Learning and Educational Support160 Johnston Hall, Guelph, ON N1G 2W1Phone: 519-767-5000Contact: Learner services, [email protected] of study: Arts, business, environment, equine, food science,

horticulture, hospitality, human-resource management, information management, MA (leadership), MBA

Prerequisites: VaryCost: VariesWeb: www.coles.uoguelph.ca

School of Continuing Studies 158 St George Street, Toronto, ON M5S 2V8Contact: [email protected]: 416-978-2400Areas 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: NoneCost: $575 per courseWeb: www.learn.utoronto.ca

Professional development (non-credit courses)200 University Avenue West, Waterloo, ON N2L 3G1 Contact: [email protected]: 519-888-4002Areas of study: Accounting, business analysis, communication,

human resources, leadership and management, productivity, project management, sales and marketing, writing

Prerequisites: VaryCost: VariesWeb: www.extendedlearning.uwaterloo.caCentre for Extended Learning200 University Avenue West, Waterloo, ON N2L 3G1Contact: Information and student servicesPhone: 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: VariesWeb: www.extendedlearning.uwaterloo.ca


ONLINE & DISTANCE LEARNING


Biggest post-secondary institutions in B.C.

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

Source: Business in Vancouver, issue #1148

For more information please

contact Katherine Butler

604-688-2398

[email protected]


LISTS


www.bivmagazines.ca

Biggest professional organizations in B.C.



Bridge the GAP between Theory and Practice!

Join the CBA today.


LISTS


www.cba.org/bc


www.insuranceinstitute.ca

Biggest sales & management training firms in B.C.



For more information please

contact Katherine Butler

604-688-2398

[email protected]


LISTS


www.bivmagazines.ca

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

1984 Enterprises Inc p: 604-736-8142 f: 604-736-8119 e: [email protected] w: www.1984inc.com Industries served: Mining

31337 Recruiters p: 888-604-3426 f: 888-604-3426 e: [email protected] 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: [email protected] w: www.aerotekcanada.ca Industries served: All industries

Ajilon Finance & Professional Staffing p: 604-669-9096 f: 604-669-9196 e: [email protected] w: www.ajilon.com Industries served: Finance, accounting, administrative and professional staffing

All Tech VanJobs.com p: 604-739-1711 f: 604-555-1212 e: [email protected] w: www.vanjobs.ca Industries served: Wireless/data communications, electronics hardware and software, research and development, alternative energy, IT project and staff management and support personnel, sales executives

Alliance Recruitment Brokers Inc p: 604-601-2010 f: 604-683-8125 e: [email protected] 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, finance, marketing, human resources, customer service

Altitude Recruiting p: 604-662-7773 e: [email protected] w: www.altituderecruiting.com Industries served: Financial, entertainment, gaming, software

Andersen Ryce Staffing Inc p: 604-719-1992 e: [email protected] w: www.andersenryce.com Industries served: High tech

Angus One Professional Recruitment and Templine Ltd p: 604-682-8367 f: 604-682-4664 e: [email protected] w: www.angusone.com Industries served: Flexible staffing for all sectors, all industries in Greater Vancouver and Calgary

Annex Consulting Group Inc p: 604-443-5036 f: 604-443-5037 e: [email protected] w: www.annexgroup.com Industries served: IT consulting and recruitment services across all industries with 97 customer satisfaction rating

AppleOne Employment Services p: 604-638 -8051 f: 604-638-0144 e: [email protected] w: www.appleone.ca Industries served: All sectors, all industries

AppleOne/Accounting Advantage p: 604-638-8051 f: 604-638-0144 e: [email protected] w: www.appleone.com Industries served: Accounting and finance 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: [email protected] 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: [email protected] 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: [email protected] w: www.best-personnel.ca Industries served: All industries, primarily in construction, warehouse, restoration, office, and safety

BeyondTech Solutions Inc p: 604-433-0617 f: 604-433-0677 e: [email protected] 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: [email protected] w: www.blackshire.com Industries served: Information technology

Cadman Consulting Group Inc p: 604-689-4345 f: 604-676-2458 e: [email protected] w: www.cadman.ca Industries served: All industries requiring IT related services

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

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

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

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

CareerPlan Personnel Institute p: 604-669-3535 f: 604-689-8622 e: [email protected] w: www.careerplancan.com Industries served: All sectors

Caridin Consultants Ltd p: 604-688-7272 f: 604-688-3999 e: [email protected] w: www.caridinconsultants.com Industries served: All sectors in the Lower Mainland

Cobell Recruitment p: 778-847-9713 f: 778-847.9713 e: [email protected] w: www.cobellrecruitment.com Industries served: Mining, oil, gas, marketing, communications, public relations, software, IT, industrial, human resources, engineering, media, finance

Corporate Recruiters Ltd p: 604-687-5993 f: 604-687-2427 e: [email protected] 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: [email protected] w: www.thecounselnetwork.com Industries served: Law firms, corporations

CrossLink Consulting p: 604-689-0155 f: 866-819-6506 e: [email protected] w: www.crosslink.ca Industries served: Computer, finance

CTEW Executive Personnel Services p: 604-682-3218 e: [email protected] w: www.ctewgroup.com Industries served: All industry sectors

David Aplin Recruiting p: 604-648-2799 f: 604-648-2787 e: [email protected] w: www.aplin.com Industries served: Accounting, finance, sales, marketing, IT, engineering, office personnel, industrial, supply chain, HR and legal

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

Davies Park Executive Search p: 604-688-8422 f: 604-688-8427 e: [email protected] w: www.daviespark.ca Industries served: All industries – generalist practice

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

Design Group Staffing Inc p: 604-683-6400 f: 604-669-3540 e: [email protected] 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: [email protected] 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: [email protected] w: www.drakeintl.com Industries served: All sectors

Dulay Burke Financial Recruitment p: 604-692-2572 f: 604-692-2574 e: [email protected] w: www.dulayburke.com Industries served: All sectors


AGENCIES & RECUITERS

Rightcourse 2012.indd 47 12/15/11 11:55:46 AM

www.asttbc.org

Eagle Professional Resources Inc p: 604-899-1130 f: 604-899-1150 e: [email protected] 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: [email protected] 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: [email protected] 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: [email protected] w: www.executivewaiter.com Industries served: Hospitality

Expert Recruiters p: 604-689-3600 f: 604-689-7541 e: [email protected] w: www.expertrecruiters.com Industries served: Real estate, construction, health care, government, finance, accounting, marketing, engineering, technology, legal, non-profit, communications, mining and resources

Find A Sales Pro p: 604-484-0928 f: 604-484-0932 e: [email protected] w: www.findasalespro.com Industries served: Manufacturing and service sectors

Fusion Recruitment Group p: 604-678-5627 f: 604-669-6047 e: [email protected] w: www.fusion-recruitment.com Industries served: All sectors

Futurestep p: 604-609-5140 f: 604-684-1884 e: [email protected] w: www.futurestep.com Industries served: All

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

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

Galvanize Consulting and Communications Ltd p: 604-697-6622 f: 604-687-5094 e: [email protected] w: www.galvanize.ca

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

GO Recruitment p: 604-871-4166 f: 604-871-4168 e: [email protected] w: www.gorecruitment.com Industries served: Small to medium-sized 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: [email protected] 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: [email protected] 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: [email protected] 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: [email protected] 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: [email protected] w: www.hollowayschulz.ca Industries served: We serve a variety of fields and industries

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

Ian Martin Ltd p: 604-637-1400 f: 604-685-1425 e: [email protected] w: www.ianmartin.com Industries served: Engineering and technical

Ignite Your Search p: 604-787-1006 f: 866-314-5436 e: [email protected] w: www.igniteyoursearch.ca Industries served: All industries

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

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

IS2 Staffing Services Inc p: 604-940-8880 f: 604-940-8873 e: [email protected] w: www.is2.ca Industries served: Manufacturing, distribution, logistics, industrial services

IT MindFinders Search Consultants Inc p: 604-925-8324 e: [email protected] 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: [email protected] w: www.jrossrecruiters.com Industries served: Retail and hospitality

Jacobsen Secretarial Services p: 604-930-9386 f: 604-930-9387 e: [email protected] w: www.jacobsensecretarial.com Industries served: Legal support staff, general secretarial, managment, accounting, administration, sales

James Seidel & Associates Inc p: 250-215-5539 e: [email protected] 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: [email protected] 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: [email protected] w: www.jobwavebc.com Industries served: Various industries

Kelly Services (Canada) Ltd p: 604-669-1236 f: 604-669-1270 e: [email protected] w: www.kellyservices.com Industries served: Various

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

Korn/Ferry International Vancouver p: 604-684-1834 f: 604-684-1884 e: [email protected] w: www.kornferry.com Industries served: All sectors

Labour Ready p: 604-874-5567 f: 604-874-0092 e: [email protected] w: www.labourready.com Industries served: All sectors

Legal Freelance Centre p: 604-689-5476 f: 604-689-5171 e: [email protected] w: www.legalfreelancecentre.com Industries served: Legal

Lock Search Group p: 604-669-8806 f: 604-669-5385 e: [email protected] w: www.locksearchgroup.com Industries served: Marketing, HR, medical, dental, industrial, logistics, B2B, IT, retail, finance, tourism, hospitality, CPG

Manpower p: 604-682-1651 f: 604-669-5397 e: [email protected] w: www.manpower.ca Industries served: Business services, finance, insurance, logistics, ware-housing, 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: [email protected] 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: [email protected] 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: [email protected] w: www.mercerbradley.com Industries served: Accounting and finance

Miles Employment Group p: 604-694-2500 f: 604-694-2511 e: [email protected] w: www.miles.ca Industries served: Large- and medium-sized organizations in both the public and private sector industries in B.C.

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

Modis Canada Inc. p: 604-689-8717 f: 604-629-1182 e: [email protected] w: www.modis.com Industries served: Information technology

Mountaincrest Personnel Inc p: 604-421-3807 f: 604-421-3808 e: [email protected] w: www.mountaincrestpersonnel.ca Industries served: Engineering, high tech, manufacturing, trade personnel, IT

Moxon Personnel Ltd p: 604-688-5100 f: 604-738-7134 e: [email protected] w: www.moxonpersonnel.com Industries served: Accounting

Munday Recruiting and Consulting p: 604-681-5424 f: 866-405-1632 e: [email protected] 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




Only companies that responded to requests for information are listed

Nasco Staffing Solutions p: 604-683-2512 f: 604-683-2512 e: [email protected] 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: [email protected] w: www.nsdt.bc.ca Industries served: Dental offices in B.C.

Oceans Apart Management p: 604-630-1365 e: [email protected] w: www.oceansapartmgt.com Industries served: All industries

Odgers Berndtson p: 604-685-0261 f: 604-684-7988 e: [email protected] w: www.odgersberndtson.ca Industries served: All industries

Olidan Search Partners Inc p: 604-683-1705 f: 604-687-1327 e: [email protected] 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: [email protected] w: www.opendoorgroup.org Industries served: Customer service, retail, office (clerical/admin), warehousing, production, hospitality, volunteer

P3 Resources Ltd p: 604-681-6641 f: 604-630-8844 e: [email protected] 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: [email protected] w: www.pmcmarine.com Industries served: Hospitality, transportation and medical

Pan-Pacific Personnel Inc p: 604-801-7407 f: 604-676-2530 e: [email protected] w: www.panpacificpersonnel.com Industries served: Japanese business

Paquette Personnel p: 604-688-7266 f: 604-669-5385 e: [email protected] w: www.paquettepersonnel.com Industries served: All industries

Paragon Personnel Ltd p: 604-298-6633 f: 604-298-6655 e: [email protected] 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: [email protected] w: www.peoplefirstsolutions.com Industries served: All sectors

Pinton Forrest & Madden p: 604-689-9970 f: 604-689-9943 e: [email protected] w: www.pfmsearch.com Industries served: Generalist covering the private, public and not-for-profit sectors

Premium Staffing Solutions p: 604-602-9193 f: 604-734-8999 e: [email protected] 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: [email protected] w: www.proactivepersonnel.ca Industries served: Warehousing, construction, light industrial, office/clerical, management/marketing

Procom Consultants Group Ltd p: 604-684-1660 f: 604-688-3944 e: [email protected] w: www.procom.ca Industries served: IT contract staffing, IT permanent placement, contract administration, accounting and finance

Randstad p: 604-408-2772 f: 604-408-2792 e: [email protected] w: www.randstad.ca Industries served: Professional accounting and finance division administrative support, accounting support, customer care and inside sales

Randstad Engineering p: 604-915-9333 f: 604-915-9339 e: [email protected] 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: [email protected] w: www.randstadtechnologies.ca Industries served: Information technology

Robert Half International p: 604-685-4253 f: 604-687-7533 e: [email protected] w: www.rhi.com Industries served: Specializing in accounting, finance, administration and IT across all industries.

Robert Half International (Burnaby-Richmond) p: 604-638-0409 f: 604-639-3533 e: [email protected] w: www.roberthalf.com Industries served: Specializing in accounting, finance, IT and administration across all industries.

Robert Half International (Fraser Valley) p: 604-581-6636 f: 604-581-4225 e: [email protected] w: www.roberthalf.com Industries served: Specializing in accounting, finance, technology and administration across all industries.

Rossi & Associates Executive Search Inc p: 604-683-3755 e: [email protected] w: www.rossipeople.com Industries served: We service all industries that sell to business

Sales Talent Agency p: 604-506-1777 e: [email protected] w: www.salestalentagency.com Industries served: Focus on B2B sales professionals from all industries

SearchWest Inc p: 604-684-4237 f: 604-684-4240 e: [email protected] w: www.searchwest.ca Industries served: Sales, marketing and operations, mid to senior level professionals

Sigma Search Group Inc p: 604-468-1121 f: 604-801-5911 e: [email protected] w: www.sigmasearchgroup.com Industries served: Recruitment search firm specializing in the technology sector

Smart, Savvy + Associates p: 604-639-5446 f: 604-608-3132 e: [email protected] 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: [email protected] w: www.spherion.ca Industries served: Logistics, admin, senior management

Staff Systems Inc p: 604-688-8282 f: 604-669-9088 e: [email protected] w: www.staffsystems.ca Industries served: General

Summit Search Group BC Inc p: 604-684-2784 f: 604-684-3784 e: [email protected] w: www.summitsearchgroup.com Industries served: Sales, marketing, insurance, industrial, consumer packaged goods, HR, finance, IT, high tech, telecom, alcohol beverage, operations

Swim Recruiting p: 604-689-7946 f: 604-689-7950 e: [email protected] 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: [email protected] 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: [email protected] w: www.tcarecruitment.com Industries served: Supply staffing to both public and private companies in a broad range of industries including shipping, engineering, environmental, pharmaceutical, insurance, law, finance and mining

TEKsystems p: 604-232-2570 f: 604-244-7092 e: [email protected] w: www.teksystems.ca Industries served: All industries

The 500 Staffing Inc p: 250-412-0841 f: 250-412-0857 e: [email protected] w: www.the500.com Industries served: Administrative, insurance, legal, technical, accounting, finance, engineering, technical

The 500 Staffing Inc p: 604-685-1400 f: 604-685-1425 e: [email protected] w: www.the500.com Industries served: Administrative, insurance, legal, technical, accounting and finance

The Personnel Department p: 604-685-3530 f: 604-689-5981 e: [email protected] w: www.goodstaff.com Industries served: All sectors

The Placement Group p: 604-689-7717 f: 604-683-6440 e: [email protected] w: www.pgstaff.com Industries served: Multi sector, multi-level

The Right Fit Staffing Solutions Inc p: 604-582-5627 f: 866-514-3074 e: [email protected] w: www.rightfitstaffing.ca Industries served: All sectors



www.asttbc.org

Only companies that responded to requests for information are listed

Titan Recruitment Solutions p: 604-687-6785 f: 604-687-6786 e: [email protected] 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: [email protected] w: www.tkrecruiting.com Industries served: Information technology

TM8 Recruitment p: 778-858-2799 e: [email protected] 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: [email protected] w: www.toombsinc.com Industries served: All industries

Top Guns For Hire p: 604-689-8367 f: 604-689-0639 e: [email protected] 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: [email protected] 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: [email protected] w: www.tpsystems.com Industries served: IT staffing for all industries

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

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

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

VanJobs p: 604-739-1711 e: [email protected] 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

Vantage Resourcing p: 604-739-3159 f: 604-739-3159 e: [email protected] w: www.vantageresourcing.com Industries served: Accounting, finance and human resources

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

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

WCG Services p: 250-389-0699 f: 250-389-0696 e: [email protected] w: www.WCGServices.com Industries served: Small to medium size businesses

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

Whistler’s Personnel Solutions p: 604-932-4832 f: 604-932-4622 e: [email protected] 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: [email protected] 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: [email protected] 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: [email protected] 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: [email protected] w: www.zsa.ca Industries served: Law firms and companies

Supplied by Athabasca University

MBA

ATHABASCA UNIVERSITY

Caroline Nevin




www.mba.athabascau.ca

Photo: Mark Mushet

MBA

Cost for the 16-month full-time MBA pro-

gram: $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.

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, phar-

macy, 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.

Sauder’s one-year master of management

– early career master provides a strong

foundation in business and manage-

ment. It is ideal for fourth-year students

and recent university graduates from

non-business programs, candidates with

limited work experience and people seek-

ing quick advancement into entry-level

management. Cost: $25,778.

Source: University of British Columbia

The Robert H. Lee Graduate School at

the University of British Columbia’s

Sauder School of Business off 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 engage-

ment with the business community, gov-

ernment and public-interest groups, Sauder

aff ects business thinking across borders

and around the world. Its MBAs are people

whose experience spans the globe.

In August 2012, Sauder launches a re-

imagined 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

fi nance to human resources and market-

ing. This expansive picture shows students

how functions work together.

Sauder’s re-imagined MBA program off ers

four integrated career tracks: consult-

ing and strategic management; fi nance;

product/service management; and busi-

ness innovation. These new tracks allow

students to pursue career-focused cur-

ricula while showing how specifi 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.

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 state-

of-the-art lecture theatres and classrooms

equipped with leading-edge teaching

technologies and videoconferencing

UNIVERSITY OF BRITISH COLUMBIA

MBA re-imaginedUnique integrated program with a global perspective

equipment, breakout rooms, social space

and a learning commons.

Located within walking distance of Sauder,

the new MBA House is a collegial environ-

ment equipped with a café, library and

common room for study sessions, work-

shops, presentations and receptions.

Sauder’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 intern-

ships and industry projects, one of which

is required for graduation.

Before classes start, the student completes

a web-based self-assessment that clarifi es

his or her career direction. Once studies

are underway, one-on-one career coach-

ing and skills training help students sharp-

en skills in resumé-writing, presentations,

interviewing and networking.

Sauder off ers MBA students exciting

opportunities to participate in a world-

class international exchange program.

This extensive program has agreements

with 35 leading business schools in 24

countries.



MBA

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 busi-

ness administration and prepares them

to become engaged and contributing

members of organizations. The program

emphasizes the development of communi-

cation and critical thinking, self-awareness,

creativity and the entrepreneurial spirit and

an understanding of the social responsi-

bilities 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 back-

grounds 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

The executive MBA at the Beedie School of

Business brings professors with world-class

academic credentials and industry experi-

ence together with a cohort of experienced

senior managers from diverse industries to

address the most current issues and inno-

vative practices in management. Students

develop a broad range of strategic-level

skills and core capabilities. As the only face-

to-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 compo-

nent, 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

SIMON FRASER UNIVERSITY

Launching careers and new venturesInnovative graduate business options

develops skills and core capabilities in stra-

tegic 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

The management of technology MBA is an

MBA tailored to scientists and engineers

that educates emerging leaders in the busi-

ness of technology and innovation. The

program’s definition of technology is broad,

from mobile applications to nanotechnol-

ogy 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 addi-

tional responsibilities. Alumni from the pro-

gram have had several technologies com-

mercialized, either through startup ventures

or through role as BCIC Commercialization

Scholars. MOT MBA professors are selected

for direct experience and/or research in

technology management and technology

commercialization. The program is part-

time, Monday and Wednesday evenings,

for 24 months. Tuition: $32,300. Application

deadline: April 1, 2012, for September start.

Beedie.sfu.ca/mot

The master of financial risk management

(MFRM) program meets the growing

demand for skilled financial-risk–manage-

ment 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 grad-

uates with an MFRM degree. As added value,

students gain practical experience manag-

ing 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

The graduate diploma in business admin-

istration is an online program designed for

people with non-business undergraduate

degrees who recognize that better ground-

ing in business fundamentals will improve

their career prospects. It is also a stepping-

stone 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

Source: Beedie School of Business



The program offers all the features of the

daytime program but is spread out over a

longer period.

The total cost of the MBA program (includ-

ing 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 pro-

gram. Application deadline: March 31, 2012.

In addition to the current MBA+JD double

degree offered in conjunction with the

faculty of law, students may now pursue

double degrees in two other programs.

An agreement with the faculty of engi-

neering 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

A number of elements prompt the

descriptor “boutique” for the

University of Victoria’s Gustavson

School of Business MBA program. The pro-

gram offers unique specializations in entre-

preneurship, 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.

The Gustavson School of Business offers

three unique specializations giving the

student the knowledge to start, grow or

internationalize a business. With the entre-

preneurship specialization, the student

develops expertise in launching a new busi-

ness. Classes focus on new value creation,

traditional elements of building a business

plan and sessions on creativity and trend-

spotting. In service management, students

learn to professionalize businesses and build

loyal customer bases. This specialization

prepares them to assume leadership in ser-

vice excellence by addressing service busi-

nesses 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 firms,

beginning with issues relevant to exporters,

proceeding through those important to

international firms and moving on to con-

cerns relating to multinationals.

Three unique features of the Gustavson

MBA are the integrative management exer-

cises (IMEs), the executive mentor program

and co-operative education. The IMEs con-

sist of two consulting projects in which all

students work in teams for a local company,

taking a week to do intensive research and

offer 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

UNIVERSITY OF VICTORIA

Choice and excellenceSpecialization and small class size in a boutique MBA

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 field

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 offers it to graduate

students as well. MBA students can try out

new careers or new employers, get valu-

able work experience and develop new

perspectives about business in this interac-

tive educational experience.

The Gustavson MBA daytime class is

designed to be completed in just 17

months. The Gustavson MBA meets the

needs of working professionals by offer-

ing 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.



MBA

In Kamloops, Thompson Rivers University

delivers an intensive MBA through a high-

ly 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 difficult decisions promptly while tem-

pering them with a high degree of social

responsibility. TRU’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 “followership” to work effec-

tively with others in teams.

Courses are taught with a strong internation-

al focus. The TRU MBA is an excellent choice

for international students. Everyone can

expect to collaborate and network with stu-

dents from around the world, forming real

international connections. International stu-

dents make up nearly 20 per cent of TRU’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.

TRU emphasizes the application of tech-

nology in business organizations. To devel-

op students’ 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 com-

petitions enhance classroom experiences.

The program is housed in TRU’s

International Building. This facility has

large tiered lecture theatres that offer full

audiovisual support for the case approach,

THOMPSON RIVERS UNIVERSITY

Best of all worldsThe TRU school of business and economics MBA program

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 cours-

es as part of their undergraduate degrees,

if they take the minor in management.

Core courses expose students to advance

management topics in key business areas

not studied at the undergraduate level:

financial reporting and analysis

management communications

international business

operations management

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

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 stu-

dents safe, modern and affordable

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 fields, along with a modern aquatic

centre featuring an Olympic-sized pool.

Graduates of the TRU bachelor of busi-

ness administration, TRU open learning

bachelor of commerce and TRU bachelor

of tourism management or equivalent



With 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 broad-

based foundation in the fundamentals of

business.

The program is designed to accom-

modate working professionals, with

completion (start to finish) in 21 months.

UNBC offers one weekend session per

month and smaller classes that guaran-

tee 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.

After one week of team-building when

the program begins in August, the stu-

dent attends the Prince George campus

for one weekend session of classes each

month from September to April, fol-

lowed by another week-long session of

classes in May that focuses on contem-

porary 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.

The UNBC executive MBA addresses

issues of global relevance within the con-

text 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.

UNIVERSITY OF NORTHERN BRITISH COLUMBIA

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

The 2011 tuition for the MBA program

is $32,473 not inclusive of student fees,

textbooks, accommodation or transporta-

tion during the academic year. Please visit

www.unbc.ca/mba/.

Source: University of Northern British

Columbia

ABOVE:

LEFT:

RIGHT:



added value to the company I now work for.”

Royal Roads offers MBA programs

in human-resources management and

executive management. Executive man-

agement offers one specialization in man-

agement 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

[email protected] or visit www.

royalroads.ca.

Source: Royal Roads University

You want to further your business edu-

cation, continue to work and have a life.

Royal Roads University has specifically

designed its MBA program for experi-

enced professionals who want to take their

careers to the next level. The 18-month

program balances the convenience of

online distance learning with short, dynam-

ic on-campus residencies so that students

can continue to work while they study: a

valuable asset in today’s challenging eco-

nomy. The program particularly suits those

who want to become accountable and

responsible managers with greater insight

into their organizations, work more effec-

tively with others and develop the skills to

execute strategies for success.

“Our MBA program aims to help stu-

dents develop business acumen, sharpen

leadership skills and gain a stronger

understanding of the profound relation-

ships between management, society and

the environment,” says Pedro Márquez,

dean, faculty of management. “That’s the

driving force behind our MBA program.”

At the core of the program is the rec-

ognition that advanced business skills

mean a greater capacity to collaborate

and communicate with others as well

as a stronger sense of responsibility and

sustainability.

“My intention going into the MBA pro-

gram was to get a better understanding

of who I was and how I was going to

be in the world,” says Jivi Khehra, 2008

MBA graduate. “When I started the first

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 confidence as a

leader knowing I could run my own busi-

ness in line with my values. I could bring

my authentic self to my work.”

Faculty members at Royal Roads have

academic credentials and real-world experi-

ence in management and industry. This

ROYAL ROADS UNIVERSITY

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

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 com-

plexities of today’s business realities.

In the capstone organizational man-

agement project, students apply what

they’ve learned throughout the program

to a complex, real-world situation. This

project was “the best part of the program

for me,” says Andrea Chisholm, 2009 grad-

uate in management consulting.

“It was an intense learning process, and

the strategic business plan I developed

MBA



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 fl exible admissions. Visit us, at www.royalroads.ca

or contact our Enrolment Advisors – 1-877-778-6227,

or [email protected].

THE BIG PICTURE

V I C TO R IA BC C ANADA


www.royalroads.ca

Photos: Vancouver Island University

MBA

Vancouver Island University provides

a strong international context and

grounding in key business disciplines

within its MBA/master of science in inter-

national business (MScIB) dual degree. The

program features small class sizes and close

student-professor interaction. A finance

option is available for students interested in

the financial-services industry.

The program itself is international, as it is

offered in partnership with the University

of Hertfordshire, United Kingdom. The

student encounters issues relating to

international business and, upon complet-

ing the program, earns both a Canadian

and a British degree. The student body is

moreover diverse in ethnicity and back-

ground. The MBA class of 2010–11 featured

students from 30 different countries and a

range of academic and work backgrounds.

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 com-

pleted in Canada or elsewhere. An interna-

tional student may do a Canadian intern-

ship to obtain Canadian work experience,

while a Canadian student may work over-

seas. Internships may be at large businesses,

at small businesses, at non-profits or on

special projects. Recent examples of intern-

ships have been at Lafarge Canada, the

Aklavik Community Economic Sustainable

Development Plan and the Ghana Canada

Partnership for Environmental Education.

The program consists of four parts. For

the student without a business degree,

an eight-week foundation program intro-

duces 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

foundation program (non-business

graduates), $4,850 plus student fees and

textbooks; for MBA/MScIB, $29,500 (which

includes internship placement) plus stu-

dent 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

VANCOUVER ISLAND UNIVERSITY

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

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 fields.

The program concludes with an inte-

grated internship and applied business

project supported by three full-time co-

ordinators dedicated to ensuring that the

student obtains a quality placement. A

new finance option allows the student to

substitute two additional finance courses

instead of completing the project.

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

LEFT:

BELOW:




http://viu.ca/mba2012

MBA

UNIVERSITY CANADA WEST

From flexibility to success

With the global economy still

recovering, business professionals

continue to look for opportuni-

ties 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 fore-

front 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 stu-

dents who may otherwise not have had a

chance to pursue a post-graduate degree.”

Students enrolled in online programs

receive the same personalized experi-

ence 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 cur-

ricula 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

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 pro-

grams from community colleges. Credit

may also be available for courses and pro-

grams 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 com-

merce and a bachelor of arts in media and

communications. Programs are available

on the Vancouver and Victoria campuses

as well as on line.

Source: University Canada West

Earn your MBA without leaving your career



V i s i t o u r w e b s i t e f o r m o r e d e t a i l s : focus.ucan.ca o r c a l l : 1 800.456.5810

SUCCESS IS WITHIN REACH with a degree fromUniversity Canada West

Higher education that’s accessible, affordable, and available 24/7.

If you dream big, there’s no better opportunity than a degree from University Canada West. With our concentrated academic

Online, on-campus, part-time or full-time – delivery options are

both bachelor’s and MBA programs available.


http://focus.ucan.ca

MBA

The MBA program of the Trinity Western

University School of Business is designed

around small classes for dynamic interac-

tion 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.

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 special-

ization, which involves 12 to 13 months

of full-time study, including a two-week

study trip overseas. The 22-month option

accommodates busy working profession-

als with online courses throughout the

year and face-to-face classroom experi-

ences in four short summer residencies.

The MBA program offers three spe-

cializations: international business, man-

agement 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 profes-

sional goals into assignments.

The international specialization is deliv-

ered 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 interna-

tional market with a global perspective.

Students enrol from around the world,

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 orga-

nization management specialization

prepares students to lead mission-driven

organizations. They learn about formation

and structure of non-profits and charities,

management and leadership of non-

profits, legal issues for charities, financial

management of non-profits, and grants,

fundraising and non-profit marketing.

Corporate social responsibility and consid-

eration for environmental sustainability are

active parts of business planning.

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 specializa-

tion has a rolling entry throughout the year,

allowing students to begin in any month.

Source: Trinity Western University

TRINITY WESTERN UNIVERSITY

Customized learning experiencePersonal approach supports MBA students’ professional development

helping to create a stimulating environ-

ment. Courses address comparative inter-

national management, global economic

competitiveness, international business

law and cross-cultural leadership. In a two-

week trip, the student meets with com-

pany executives in an influential region of

the world.

The 22-month option offers two spe-

cializations designed for those seeking

to influence their environments though

innovative thinking and social responsibility.

The growing enterprise specialization helps

students become creative, confident social



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

AnnouncementKabam is pleased to welcome

Derek Sidebottom, MBA, to the role of

Chief People Officer. In his new role, he will

create a culture that attracts top international

creative talent to the exciting, emerging social

interactive entertainment space.


www.mba.athabascau.ca


http://CGAjobs.org

Company Page URLAPICS 39 http://apics-vancouver.org/membershipAppraisal Institute of Canada 36 www.aicanada.ca/careerASTTBC 32, 47, 49 www.asttbc.orgAthabasca University 50, 63 www.mba.athabascau.caBC HRMA 31 http://bchrma.org/conf2012BC Institute of Purchasing Management 37 http://bcimpac.caCanadian Bar Association 44 www.cba.org/bcCanadian Payroll Association 40 www.payroll.ca/go/?getcertifiedCGA 64 http://CGAjobs.orgCMA 7 http://becomeacma.comConference Board 13 http://thedirectorscollege.comHumanity at Work 21 http://humanityatwork.caInsurance Institute of BC 45 www.insuranceinstitute.caPMI 36 www.pmi.bc.caRoyal Roads University 57 www.royalroads.caSFU Beedie SChool of Business 19 http://beedie.sfu.ca/segalThe Wisdom Collective 6 www.wisdomcollective.caTrinity Western University 2 http://twu.ca/mbaUBC Continuing Studies 3, 5 http://cstudies.ubc.ca/pathbivUBC Sauder Diploma in Accounting 21 www.sauder.ubc.ca/dapUBC Sauder SMEI 24 www.smeivancouver.orgUniversity Canada West 61 http://focus.ucan.caVancouver Island University 59 http://viu.ca/mba2012

Documents

Right Course 2012