$7 Sponsored by
2012
Success with succession
Class actsToday’s best programs
Franchise facts What you must know
Getting coachedHow to find your match
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Rightcourse 2012.indd 2 12/14/11 3:36:15 PM
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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
Rightcourse 2012.indd 4 12/14/11 3:36:17 PM
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Rightcourse 2012.indd 5 12/14/11 3:36:18 PM
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
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6 RIGHT COURSE—2012 BIV Magazines
LETTER FROM THE EDITOR
Rightcourse 2012.indd 6 12/14/11 3:36:22 PM
Rightcourse 2012.indd 7 12/14/11 3:36:23 PM
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
8 RIGHT COURSE—2012 BIV Magazines
EXECUTIVE TRAINING
Rightcourse 2012.indd 8 12/14/11 3:36:33 PM
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
Rightcourse 2012.indd 9 12/14/11 3:36:40 PM
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
Rightcourse 2012.indd 10 12/14/11 3:36:45 PM
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).
BIV Magazines RIGHT COURSE—2012 11
Rightcourse 2012.indd 11 12/14/11 3:36:50 PM
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.”
12 RIGHT COURSE—2012 BIV Magazines
EXECUTIVE TRAINING
Rightcourse 2012.indd 12 12/14/11 3:36:57 PM
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that directors need to know about in their
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the program examines the “behavioural”
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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
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Rightcourse 2012.indd 13 12/14/11 3:36:57 PM
Family ties, family buysThe fine line
between nepotism
and proper
succession planning
Photo: Dominic Schaefer Photography14 RIGHT COURSE—2012 BIV Magazines
EXECUTIVE TRAINING
Rightcourse 2012.indd 14 12/14/11 3:37:04 PM
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.
BIV Magazines RIGHT COURSE—2012 15
Rightcourse 2012.indd 15 12/14/11 3:37:05 PM
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.
16 RIGHT COURSE—2012 BIV Magazines
EXECUTIVE TRAINING
Rightcourse 2012.indd 16 12/14/11 3:37:08 PM
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
PROFESSIONAL DEVELOPMENT
Rightcourse 2012.indd 17 12/14/11 3:37:17 PM
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
PROFESSIONAL DEVELOPMENT
Rightcourse 2012.indd 18 12/14/11 3:37:24 PM
Rightcourse 2012.indd 19 12/14/11 3:37:25 PM
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
20 RIGHT COURSE—2012 BIV Magazines
PROFESSIONAL DEVELOPMENT
Rightcourse 2012.indd 20 12/14/11 3:37:26 PM
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
BIV Magazines RIGHT COURSE—2012 21
Rightcourse 2012.indd 21 12/14/11 3:37:33 PM
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
Photo: Dominic Schaefer Photography
Turn, turn, turnover
22 RIGHT COURSE—2012 BIV Magazines
WELLNESS & PRODUCTIVITY
Rightcourse 2012.indd 22 12/14/11 3:37:35 PM
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
Rightcourse 2012.indd 23 12/14/11 3:37:50 PM
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
24 RIGHT COURSE—2012 BIV Magazines
WELLNESS & PRODUCTIVITY
Rightcourse 2012.indd 24 12/14/11 3:37:54 PM
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.
BIV Magazines RIGHT COURSE—2012 25
Rightcourse 2012.indd 25 12/14/11 3:37:55 PM
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
26 RIGHT COURSE—2012 BIV Magazines
WELLNESS & PRODUCTIVITY
Rightcourse 2012.indd 26 12/14/11 3:38:02 PM
Photo: Dominic Schaefer Photography
“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.”
BIV Magazines RIGHT COURSE—2012 27
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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
28 RIGHT COURSE—2012 BIV Magazines
WELLNESS & PRODUCTIVITY
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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?
BIV Magazines RIGHT COURSE—2012 29
Rightcourse 2012.indd 29 12/14/11 3:38:13 PM
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
College of the Rockies 2700 College Way PO Box 8500 Cranbrook BC V1C 5L7
250-489-2751 250-489-1790 www.cotr.bc.ca
Douglas College 700 Royal Ave PO Box 2503 Stn Main New Westminster BC V3L 5B2
604-527-5400 604-527-5696 www.douglascollege.ca
Priority Management – Vancouver 11160 Silversmith Pl Suite 110 Richmond BC V7A 5E4
604-303-5963 604-214-7773 www.prioritymanagement.com/pcg
University of Northern British Columbia 3333 University Way Prince George BC V2N 4Z9
250-960-5555 250-960-6330 www.unbc.ca
Management/Leadership training
Ariel Communications Team Performance Richmond BC
604-908-5106 www.arielcomms.org
Campeau Learning and Development Inc 1406 Magnolia Pl Coquitlam BC V3H 4S8
604-944-0642 604-944-0692 www.campeaulearning.com
Catalyst Training Services Inc 1200 73rd Ave W Suite 1100 Vancouver BC V6P 6G5
604-298-5505 604-940-8035 www.catalysttraining.ca
College of the Rockies 2700 College Way PO Box 8500 Cranbrook BC V1C 5L7
250-489-2751 250-489-1790 www.cotr.bc.ca
Corporate Explorer Training 332 East Esplanade North Vancouver BC V7L 1A4
604-924-4504 www.CorporateExplorerTraining.com
Creativity at Work 2181 38th Ave W Suite 804 Vancouver BC V6M 1R8
604-327-1565 www.creativityatwork.com
Dale Carnegie Training of BC 4710 Kingsway Suite 1028 Burnaby BC V5H 4N2
604-299-5115 604-299-5657 www.bc.dalecarnegie.com
Douglas College 700 Royal Ave PO Box 2503 Stn Main New Westminster BC V3L 5B2
604-527-5400 604-527-5696 www.douglascollege.ca
Hay Group Ltd 1140 Pender St W Suite 1390 Vancouver BC V6E 4G1
604-682-4269 604-682-4405 www.haygroup.com/ca
Insights Learning & Development Vancouver 17 Fawcett Rd Suite 339 Coquitlam BC V3K 6V2
604-522-4229 604-522-4230 www.insightsvancouver.com
JTE Management Inc 535 Howe St Suite 400 Vancouver BC V6C 2Z4
604-274-6610 www.jtemgt.com
Kison Inc 10551 Shellbridge Way Suite 35 Richmond BC V6X 2W9
604-284-5133 604-284-5132 www.kison.com
Kwantlen Polytechnic University 12666 72nd Ave Surrey BC V3W 2M8
604-599-2000 604-599-2086 www.kwantlen.ca
MDA Training Inc 302 Water St Suite 300 Vancouver BC V6B 1B6
778-588-7230 866-203-8715 www.mdatraining.com
Priority Management – Vancouver 11160 Silversmith Pl Suite 110 Richmond BC V7A 5E4
604-303-5963 604-214-7773 www.prioritymanagement.com/pcg
The Refinery Leadership Partners Inc 375 Water St Suite 385 Vancouver BC V6B 5C6
604-899-4192 604-899-4193 www.refineryleadership.com
Royal Roads University 2005 Sooke Rd, Victoria BC V9B 5Y2
250-391-2511 250-391-2500 www.royalroads.com
Thompson Rivers University 900 McGill Rd, Kamloops BC V2C 0C8
250-371-5812 www.tru.ca/cac
Trainwest Management & Consulting Inc | Sandler Training 4170 Still Creek Dr Suite 110, Burnaby BC V5C 6C6
604-291-1272 604-291-1279 www.trainwest.ca
UBC Sauder School of Business Executive Education 800 Robson St Suite 1900, Vancouver BC V6Z 3B7
604-822-8263 604-822-8496 www.sauder.ubc.ca/exec_ed
University of Northern British Columbia 3333 University Way, Prince George BC V2N 4Z9
250-960-5555 250-960-6330 www.unbc.ca
Sales/Marketing trainingCampeau Learning and Development Inc
1406 Magnolia Pl Coquitlam BC V3H 4S8 604-944-0642 604-944-0692 www.campeaulearning.com
College of the Rockies 2700 College Way PO Box 8500 Cranbrook BC V1C 5L7
250-489-2751 250-489-1790 www.cotr.bc.ca
Corporate Explorer Training 332 East Esplanade North Vancouver BC V7L 1A4
604-924-4504 www.CorporateExplorerTraining.com
Creativity at Work 2181 38th Ave W Suite 804 Vancouver BC V6M 1R8
604-327-1565 www.creativityatwork.com
Dale Carnegie Training of BC 4710 Kingsway Suite 1028 Burnaby BC V5H 4N2
604-299-5115 604-299-5657 www.bc.dalecarnegie.com
Douglas College 700 Royal Ave PO Box 2503 Stn Main New Westminster BC V3L 5B2
604-527-5400 604-527-5696 www.douglascollege.ca
Insights Learning & Development Vancouver 17 Fawcett Rd Suite 339 Coquitlam BC V3K 6V2
604-522-4229 604-522-4230 www.insightsvancouver.com
JTE Management Inc 535 Howe St Suite 400 Vancouver BC V6C 2Z4
604-274-6610 www.jtemgt.com
Kison Inc 10551 Shellbridge Way Suite 35, Richmond BC V6X 2W9
604-284-5133 604-284-5132 www.kison.com
Kwantlen Polytechnic University 12666 72nd Ave Surrey BC V3W 2M8
604-599-2000 604-599-2086 www.kwantlen.ca
Pauline O’Malley Enterprises Inc. 666 Burrard St Suite 500 Vancouver BC V6C 3P6
800-998- 4547 www.PaulineOMalley.com
Priority Management – Vancouver 11160 Silversmith Pl Suite 110 Richmond BC V7A 5E4
604-303-5963 604-214-7773 www.prioritymanagement.com/pcg
Thompson Rivers University 900 McGill Rd Kamloops BC V2C 0C8
250-371-5812 www.tru.ca/cac
Trainwest Management & Consulting Inc | Sandler Training 4170 Still Creek Dr Suite 110 Burnaby BC V5C 6C6
604-291-1272 604-291-1279 www.trainwest.ca
UBC Sauder School of Business Executive Education 800 Robson St Suite 1900, Vancouver BC V6Z 3B7
604-822-8263 604-822-8496 www.sauder.ubc.ca/exec_ed
University of Northern British Columbia 3333 University Way Prince George BC V2N 4Z9
250-960-5555 250-960-6330 www.unbc.ca
New-skills training directory
30 RIGHT COURSE—2012 BIV Magazines
Rightcourse 2012.indd 30 12/14/11 3:38:15 PM
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.
Rightcourse 2012.indd 31 12/14/11 3:38:15 PM
Rightcourse 2012.indd 32 12/14/11 3:38:16 PM
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
BIV Magazines RIGHT COURSE—2012 33
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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)
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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,
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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)
Administering association: Project Management Institute (www.pmi.org)
PMI-SP (Project Management Institute scheduling professional)
Description: Recognizes demonstrated knowledge and advanced expertise in specialized area of developing and
maintaining project 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
members, US $670 (+ HST) for non-members, US $129 (+ HST) membership fee, US $119 (+ HST) renewal fee (see website for local chapter information and membership fees)
Administering association: Project Management Institute (www.pmi.org)
PMI-RMP (Project Management Institute risk management professional)
Description: Recognizes demonstrated knowledge and expertise in specialized area of assessing and identifying project risks while mitigating threats and capitalizing on opportunities.
Requirements: For candidate with high-school diploma or global equivalent, 4,500 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
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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
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members, US $670 (+ HST) for non-members, US $129 (+ HST) membership fee, US $119 (+ HST) renewal fee (see website for local chapter information and membership fees)
Administering association: Project Management Institute (www.pmi.org)
PgMP (Program management professional)Description: Recognizes demonstrated experience, skill and
performance in oversight of multiple, related projects aligned with an organizational strategy.
Requirements: For candidate with high-school diploma or global equivalent, four years’ project-management experience, seven years’ program-management experience. For candidate with bachelor’s degree or global equivalent, four years’ project-management experience, four years’ program-management experience. For all candidates: passing of panel review on application, four-hour, 170-question multiple-choice exam, multi-rater assessment.
Ongoing requirements: 60 PDUs, to be earned in three-year cycle
Costs: US $1,500 (+ HST) for Project Management Institute members, US $1,800 (+ HST) for non-members, US $129 (+ HST) membership fee, US $119 (+ HST) renewal fee (see website for local chapter information and membership fees)
Administering association: Project Management Institute (www.pmi.org)
New! PMI-ACP (PMI agile certified practitioner)Description: This new certification recognizes
professionalism in agile practices of project management.Requirements: Secondary degree (high-school diploma or
global equivalent) or higher, 2,000 hours’ general project management, 1,500 hours’ agile project-management experience and 21 hours’ education accrued in agile project-management topics. Three-hour, 120-question exam. Holders of PMP and/or PgMP credentials are already verified to have exceeded the experience requirements.
Ongoing requirements: 30 PDUs/3 CEUs every three years in agile project management
Costs: US $435 (+ HST) for Project Management Institute members, US $495 (+ HST) for non-members, US $129 (+ HST) membership fee, US $119 (+ HST) renewal fee (see website for local chapter information and membership fees)
Administering association: Project Management Institute (www.pmi.org)
Real-estate 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;
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business strategy; financial management; introductory economics; marketing: an introduction; organizational behaviour; and risk assessment) and three in advanced logistics (integrated logistics, plus two from among logistics decision-modelling, transportation economics and transportation law). Exemptions and accelerated executive track available for qualifying candidates.
Ongoing requirements: To maintain designation, professionals earn certification maintenance units (50 CMUs over a two-year cycle) by attending or presenting at seminars and workshops, teaching or attending formal courses, reading to stay current, writing on business or industry-related topics, participating in CITT activities, etc.
Costs: Vary with courses required (exemptions based on previous learning available) as well as method of study (distance education available through CITT, classroom learning available through institutions such as BCIT)
Ongoing requirements: Designee agrees annually to uphold CITT code of ethics, participates in CITT certification maintenance program and pays annual membership dues.
Cost: 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
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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.
40 RIGHT COURSE—2012 BIV Magazines
PROFESSIONAL DESIGNATIONS
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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
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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
42 RIGHT COURSE—2012 BIV Magazines
ONLINE & DISTANCE LEARNING
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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
BIV Magazines RIGHT COURSE—2012 43
LISTS
Rightcourse 2012.indd 43 12/14/11 3:38:25 PM
Biggest professional organizations 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 #1126
Bridge the GAP between Theory and Practice!
Join the CBA today.
44 RIGHT COURSE—2012 BIV Magazines
LISTS
Rightcourse 2012.indd 44 12/14/11 3:38:27 PM
Rightcourse 2012.indd 45 12/14/11 3:38:27 PM
Biggest sales & management training firms 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 #1143
For more information please
contact Katherine Butler
604-688-2398
46 RIGHT COURSE—2012 BIV Magazines
LISTS
Rightcourse 2012.indd 46 12/14/11 3:38:30 PM
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
BIV Magazines RIGHT COURSE—2012 47
AGENCIES & RECUITERS
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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
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Only companies that responded to requests for information are listed
Nasco Staffing Solutions p: 604-683-2512 f: 604-683-2512 e: [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
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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
50 RIGHT COURSE—2012 BIV Magazines
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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.
BIV Magazines RIGHT COURSE—2012 51
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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
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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.
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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
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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:
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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
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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,
THE BIG PICTURE
V I C TO R IA BC C ANADA
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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
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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
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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.
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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
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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.
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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