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Talent at the top Executive education pays off

MOM REPORT How to recruit great female managers

SUCCESSION PLANNING Today’s best strategies

ENVIROJOBS Learning green, earning green

TOXIC WASTE Destructive behaviour ruins workplaces

SOCIAL MEDIA Employee participation drives results $7

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Join the 2500 working professionals who choose us each year › >\kk_\cXk\jkk_`eb`e^Xe[Y\jkgiXZk`Z\j fekfg`ZjjlZ_XjjkiXk\^p#c\X[\ij_`g# ÔeXeZ\#Xe[gifa\ZkdXeX^\d\ek › K\e[`]]\i\ek<o\Zlk`m\<[lZXk`fe :\ik`ÔZXk\jXmX`cXYc\ › <XieXe<o\Zlk`m\<[lZXk`fe:\ik`ÔZXk\ `eXjc`kkc\Xj-dfek_j › Efgi\i\hl`j`k\ji\hl`i\[


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CONTENTS Letter from the editorâ&#x20AC;&#x201D;6



The race for talentâ&#x20AC;&#x201D;8 Investing in managerial education to boost your bottom line

Successful successionâ&#x20AC;&#x201D;10

Talent at the top

Strategies for effective handovers

Executive education pays off

Watching the clockâ&#x20AC;&#x201D;14

MOM REPORT How to recruit great female managers

Better results in less time

SUCCESSION PLANNING Todayâ&#x20AC;&#x2122;s best strategies

ENVIROJOBS Learning green, earning green



Destructive behaviour ruins workplaces


Taming the social-media animalâ&#x20AC;&#x201D;16

Employee participation drives results $7

Sponsored by

Employee participation makes all the difference to your marketing

Green creditâ&#x20AC;&#x201D;22 Universities and colleges teach sustainability for todayâ&#x20AC;&#x2122;s job market


Caution: toxicâ&#x20AC;&#x201D;25 Destructive behaviour that will ruin your workplace â&#x20AC;&#x201C; and what you can do

When your staff gets sickâ&#x20AC;&#x201D;28 Health-enhancing management builds business productivity

Mothershipsâ&#x20AC;&#x201D;30 With parent-supportive practices, companies recruit career-focused women

What type of boss are you?â&#x20AC;&#x201D;32 How to wield effective authority


New-skills training directoryâ&#x20AC;&#x201D;33 Professional designationsâ&#x20AC;&#x201D;35 Online & distance learningâ&#x20AC;&#x201D;43 Biggest professional organizations in B.C.â&#x20AC;&#x201D;45 Biggest post-secondary institutions in B.C.â&#x20AC;&#x201D;46 Biggest sales & management training firms in B.C.â&#x20AC;&#x201D;47 Employment agency & recruiters directoryâ&#x20AC;&#x201D;48 MBA

University of British Columbiaâ&#x20AC;&#x201D;52 Simon Fraser Universityâ&#x20AC;&#x201D;53 University of Victoriaâ&#x20AC;&#x201D;54 Thompson Rivers Universityâ&#x20AC;&#x201D;55 Royal Roads Universityâ&#x20AC;&#x201D;56 Vancouver Island Universityâ&#x20AC;&#x201D;58 University of Northern British Columbiaâ&#x20AC;&#x201D;59 Trinity Western Universityâ&#x20AC;&#x201D;60 University Canada Westâ&#x20AC;&#x201D;61

Publisher: Paul Harris Editor-in-chief: Naomi Wittes Reichstein Design director: Randy Pearsall Proofreader: Baila Lazarus Contributors: Greg Banwell, Kevin Chalmers, Noa Glouberman, Brenda Jacobsen, Lisa Martin, Peter Mitham, Erica Pinsky, Monique Trottier, Corey Vanâ&#x20AC;&#x2122;t Haaff Production manager: Don Schuetze Production: Carole Readman Sales manager: Joan McGrogan Advertising sales: Lori Borden, Corinne Tkachuk Administrator: Katherine Butler Senior researcher: Anna Liczmanska Database research: Richard Chu Office manager: Dennis LeBlanc 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 604-688-1963, Copyright 2010, 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:

Cover illustration: Illustration Works



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New course for Right Course When we set about planning a new direction for Right Course, we asked ourselves, “What are the educational factors that make for a successful workplace?” Asking that question helped us see that we needed to shift our focus from employee training to overall productivity. While productivity certainly depends upon having well-trained, wellinformed staff, it hinges on much else besides. From recruiting and retaining the best talent, to cultivating a working climate that supports employees’ health and well-being, to setting a tone of trust and mutual respect, professional development clearly encompasses more than technical skills, important as those are. The new Right Course offers a wealth of information on areas that bear critically upon employees’ performance and thus on your bottom line. Employment expert Greg Banwell tells you about supporting your employees’ health: both what you can and what you must do. Lisa Martin, coach and author of Briefcase Moms, explores the benefits and workplace structures employers are introducing to recruit and retain top female talent. You’ve heard about toxic workplaces and the toll that managerial bullying takes on productivity, but have you ever wondered

whether you might have a toxic environment on your own hands? Go ahead: take our quick self-assessment. Then read the authoritative advice of Erica Pinsky, consultant and author of Road to Respect, Path to Profit. (While you’re at it, have a look at the companies that have won B.C.’s Psychologically Healthy Workplace Awards, included in this magazine.) Yet don’t think we’ve lost our commitment to covering key trends in executive education and leadership. Our lead story shows how B.C.’s employers are investing the education of topflight directors. To this we add Corey Van’t Haaff’s advice-packed coverage of what you need to know about succession-planning, whether selling your company or buying someone else’s. We also remain true to our tradition of covering stories on trends in B.C.’s labour force. With the Globe Foundation of Canada forecasting that B.C.’s green economy may contribute $27 billion in economic activity by 2020, our universities and colleges are developing new degrees and courses to equip managers and workers alike with the skills necessitated by the legal and moral requirements of environmental sustainability. You’ll find these described in Peter Mitham’s story about ecologically related work. And as ever, our pages offer a wealth of advice on today’s business practices. In this issue, we look at how B.C. companies are making online marketing work for them – and you’ll get expert tips from social-media marketing expert Monique Trottier. Welcome to our new scene.

BC’s best source for business news Stay ahead of the competition by ensuring you have access to this ‘business intelligence’ the moment it is available through a personal subscription to Business in Vancouver.

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BIV Magazines

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

Enhance your governance capabilities

Elevate your leadership contribution

Ensure governance practices contribute to organizational effectiveness

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the program examines the “behavioural” side of directorship—the human dynamics that influence a board and its decisions.

A university accredited education and certification program. The Chartered Director designation (C.Dir.) comes from McMaster University. A flexible residential and off-site learning experience. Our Chartered Director program is residential to encourage the learning that occurs among participants outside the classroom. Participants will appreciate the flexibility of choosing the modules in an order that suits their own schedule. A curriculum that goes beyond the “technical” side of directorship practices. Our five-module program covers the full range of formal rules and practices that directors need to know about in their role as stewards of corporations. As well,


A board simulation that brings the curriculum to life. Our board simulation, as well as a final exam, results in a higher level of personal accountability and a deeper experience.


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

Go to and download the 2011 program catalogue or call 1-866-372-1778.

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Executive training

Talent school Building measurable value into your top and bottom lines

“Competitive organizations know that a strategic mix of formal education with work assignments provides real-time and relevant value” – Michele Bicego, president, Vibe Strategies Inc. By Brenda Jacobsen oday, developing top talent is essential to managing perform­ance well. Executives and managers must weather economic storms, handle change, identify and develop talent and show effect­ive, responsive leadership amid market uncertainty. Organizations are developing new sets of competencies focused on adaptability and development of future skills. These companies are taking a more targeted, integrated approach by using talent-management programs to support business


8  RIGHT COURSE—2011  BIV Magazines

strategy and measure outcomes. A Towers Watson Global Talent Management and Rewards Survey asked 1,176 companies global­ly, including 155 from Canada, what their top talentmanagement priorities were. Of the Canadian companies, 63 per cent cited increasing investment in building internal pipelines of talent, while 62 per cent cited ensuring readiness of talent in critical roles. One-half named creating more movement, rotation and development opportunities for talent and developing a

next generation of leaders with new competencies and capabilities. “Leadership development continues to get a lot of attention in Canada,” observes Ofelia Isabel, Canadian leader for rewards, talent and communication consulting at Towers Watson. “As a new regulatory and economic era emerges from the wake of the financial crisis, strategic vision, change leadership, integrity and ethics are the attributes identified by survey participants as the keys to success for the next generation of leaders and organizations.” Photo: Dominic Schaefer Photography

Michele Bicego, president of Vancouver-based Vibe Strategies Inc., agrees that focusing on talent readiness and helping people succeed will yield longlasting benefits to bottom lines. “I work with executives who want to maximize their potential and know how important taking on new challenges is to increasing their effectiveness,” Bicego says. “They seek out experiential learning activities that are complex and focused on diversifying their abilities and experiences. Competitive organizations also know that a strategic mix of formal education with work assignments provides real-time and relevant value to their [businesses] while accelerating learning and development.” 4BWJOHUBMFOU HSPXJOHUBMFOU Westminster Savings develops talented, effective and engaged team players. Its performance-management system is designed to help identify and develop candidates with high potential. The company has introduced leadership development at all levels, from ongoing associate programs to career-enrichment workshops and committee involvement whereby employees gain practical skills in leadership and project management. “We have fully implemented a leadership-development program for existing and emerging leaders, along with other leadership-development initiatives, to build and align tools and models with the company’s culture and business initiatives,” says Joanna Whalley, manager of people engagement. “Our organization benefits from the varied knowledge base, expertise and ambassadorial [roles]” of “all participants.” Whalley says that some projects focus on functional and business leadership to provide tools for identifying opportunities and solutions for improving retention and engagement. Others foster strategic thinking to address current business initiatives. The result: a generation of critical thinkers who can devise creative ways to motivate and support suggestions from employees. Westminster Savings is also involved in 360-degree coaching and workshops on emotional intelligence and

resiliency. Benefits include “retention, greater productivity and better financial performance.” Keiko Nitta, sales trainer and coach, joined Westminster Savings with coaching experience. She was accepted into the company’s associate training programs. “I’m now working on a new relationship-building program, which is a major company initiative,” she says. “The projectmanagement experience has allowed me to work with all levels of employees and deepened my strategic focus. I have developed more problem-solving and critical-thinking skills and have enhanced my management and leadership skills.” Nitta says, “I didn’t know that I would be able to push myself this much. It’s something that I’ve never experienced but a great reminder of how we have the ability to tap ourselves and, when asked to deliver, realize that we are capable. My bar is so much higher.” -FBSOUPFBSO Educational institutions are also investing in executive development. Paul Harris, manager of organization and people development at British Columbia Institute of Technology, comments, “As an

educational institution, we need to stay responsive with our programs as companies intensify dedicated resources to training and development.” He says, “In house at BCIT, we have many available resources to further education. The philosophy that we follow is to focus more on just-in-time delivery versus just-in-case. We feel that encouraging people to engage in training when they really need it provides a higher return on investment.” BCIT’s leadership-development program includes training and experiential components spread over 18 months. It’s a developmental opportunity designed to deepen the leadership and managerial toolkits of participants, who are primarily persons eager for new challenges or responsibilities within their organizations or those who have been newly hired or promoted to positions of leadership. “We encourage developmental programs such as” the Chair Academy, “headquartered in Mesa, Arizona,” Harris says. “The academy offers our leaders opportunities to develop proficiency in selecting, integrating and applying social and behavioural-science and adult-education concepts to formulate and implement approaches to leadership problems and issues. The academy offers a significant benefit to BCIT, allowing our faculty and staff to take a systems approach to transformational leadership. The dedication to long-term change is invaluable to us.” Ą

Island times The University of Victoria offers new pathways in business With the renaming of the University of Victoria’s faculty of business as the Peter B. Gustavson School of Business come new educational possibilities. Business PhD program: This four-year program aims to train the next generation of researchers and educators in international management and organization. Key features: a focus on international business, opportunities to study and research abroad and internships that improve connections between theory and practice. Master’s degree in global business: This one-year master’s offers classes on three campuses – UVic, National Sun Yat-Sen University in Taiwan and Johannes Kepler University, Austria. Key features: three three-month terms spent at each of the campuses, plus a global business project and an internship that may take place anywhere in the world. Students with undergraduate degrees in business administration, management or commerce are eligible to apply. Graduate certificate and diploma in entrepreneurship: A student may participate in this program on either a full-time or a part-time basis. A.R. Elangovan, associate dean of business, says this new program will help students “gain … better understanding of their own venture readiness and fit” and assist them in mastering the key skills they need for success. BIV Magazines

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From generation to regeneration

“Start planning early for succession … Involve all family members in the discussion and have a candid dialogue” – Noel Golden, partner, Borden Ladner Gervais LLP


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BIV Magazines

Photo: Dominic Schaefer Photography

12/18/10 9:29:53 AM

Getting buyers and sellers to shake hands in succession planning

By Corey Van’t Haaff ake no mistake: “success” isn’t the root word of “succession.” When divesting yourself of the business you founded and have nurtured all these years, you’re not guaranteed success, but planning and communication may help you get lucky. “I’m not sure there is ever a sure thing,” says Noel Golden, a partner at Borden Ladner Gervais LLP who focuses on succession and transition planning. “It’s the concept of ‘The harder I work, the luckier I get.’ You are unlikely to get something for nothing.” Both buying and selling have their own nuances. For family businesses, those nuances multiply. “With family businesses and intergenerational transfers, unfortunately when I get involved, it’s because some sort of crisis occurs, either the death of a patriarch [or] matriarch, or siblings are unable to get along in a business that has been left to them,” says Golden. Conflict often “arises from the blurring of the lines [among] family, business and ownership. But there are ways to resolve these conflicts.” For intergenerational succession to work well, Golden says the keys are communication and building consensus among principal stakeholders in advance. Without planning and open dialogue, it’s difficult to determine what’s in the best interests of the family and business, and the succession – and ultimately the business – are likelier to fail. “Start planning early for succession,” Golden advises. “You need to implement a governance structure. It doesn’t have to be formal, just a framework for communication, decision-making and accountability. Involve all family members in the discussion and have a candid dialogue.” He says founders should assess realistically the ability of their family members to run the business. “Relationship by blood” doesn’t mean that family members have the necessary skills.


4FMMJOHZPVSCVTJOFTT OPUJUTTPVM When you sell your business, it’s critical to identify which issues are big for you. There’s frequently an emotional attachment, and a seller may have a hard time realizing that a lifetime of sweat equity doesn’t always translate into value someone else wants to pay for. “Often,” says Golden, the seller doesn’t “believe that the business is only worth what a buyer will pay. It creates a disconnect and [an] impediment to getting the deal done.” It’s vital, Golden says, to prepare your company for sale. This entails developing a track record of increased revenue and sales, as well as a pipeline of customers, to help potential buyers understand the future opportunities. “You really need to plan in advance for selling a business,” he says. The seller must satisfy the buyer that the company will continue to perform without the old owner at the helm. “Ensure [that] there is a strong management team in place, not just one person [whom] the success of the business depends on. The person buying it wants to know that it will stand alone and be successful without the founder, who will make an exit. That’s usually the whole point of the selling process.” A buyer may want to tie the seller up so that the seller still has some skin in the game going forward, says Golden. This can produce a future financial upside for the seller and protection for the buyer, as the buyer makes the terms of the deal contingent BIV Magazines

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EXECUTIVE TRAINING to a family trust and you can utilize other on the company’s continued future individuals’ lower tax rate in a family trust.” performance. Various economic models Often, Elliott says, the biggest hurdle can help with this, such as making future when one buys a business is getting the payments based on revenue or growth deal done and agreeing to a price. Yet for from the business, or payments tied to sellers, the emotional factors loom largest. the future performance of the business. “Every deal is unique,” says Golden. Cissy Pau, principal consultant with Clear HR Consulting, says that for many founders, legacy is paramount. “They want the employees taken care of. They don’t want [their companies] to disintegrate on their departure. They need to develop systems and processes and training to extricate themselves. They need to delegate and let go of control while they’re still there.” She says founders need to prepare themselves mentally to trust in their selection of buyers. When the deal isn’t just about money, they can ensure that a comfortable culture lives on for the workers remaining. Sometimes the only option for remaining staff is severance. Pau once worked with a company whose founder, wanting to leave, considered selling. A couple of employees discussed buying but couldn’t come up with enough money: probably a blessing, believes Pau, since most of the other employees said they would leave rather than work for those two. “In that case, it was easier to pay severance and close,” she says. A closure can “It’s the non-financial issues that really occur when the business is going to be enter into succession planning,” he says. divided and sold or when the industry is Most founders are “hard-working people” in its sunset years. In the example cited, and their businesses are their lives, so that Pau says the owner’s reputation would “one of the hardest parts is getting them to still have been on the line even after his let go and believe someone else can do it. departure, so he chose to maintain a low That’s an important part of the plan.” profile and shut the doors. “The employees were fine. They felt appreciated and "DRVJTJUJWFNJOET understood the business decision.” The purchaser needs to obtain backThere are obvious financial benefits to selling a business. Beyond the selling price, ground information to understand the business and minimize the likelihood of some founders can take full advantage of nasty surprises. their capital gains exemptions, says Kent “The information uncovered in the due Elliott, CA with Berris Mangan Chartered diligence process helps the purchasAccountants. er decide whether to proceed with the Such a founder needs “to deal with transaction, and to verify the purchaser’s the structure of the transaction – maybe assumptions in determining what price to utilize a shareholder agreement or trust pay,” says Golden. This investigation can or will or family trust,” says Elliott. The include perusal of public records, registry founder must “create a proper plan. There searches, review of financial statements, site are other tax-deferral strategies relating visits, inspection of assets and real estate, to being paid over time so you take the and review of business contracts, charter income over time. Or, it can be transferred 12

documents and ownership arrangements. “Purchasers may also want to meet key management and employees, customers, suppliers and auditors. All these kinds of searches and investigations help [a buyer] develop a deeper understanding of the business,” says Golden. “The whole point is to uncover and address any issues in advance of completing a purchase such as ownership concerns, litigation claims, environmental issues or labour concerns.” Golden says the seller should require any prospective purchaser to sign a confidentiality agreement before allowing access to confidential information, especially information that gives the seller a competitive edge in the market. The reasons for buying a business are various. Some buyers may have themselves retired from their first careers and be financially comfortable but, feeling unfulfilled, seek to get back in the game, says Pino Bacinello, president and chief executive officer of Pacific Business Brokers Inc. Others may need to earn but have reached ages at which landing jobs is difficult. “I have to tell you, nothing is typical in this business,” says Bacinello. “There are different considerations. Assess your needs, personal interests, skills.” One common thing: buying an existing business means you don’t necessarily have to wait the usual five to seven years to profitability. “When you purchase a business, you purchase a track record,” says Bacinello. “It’s proven itself. It makes money. You purchase a stream of income, and unless it’s mismanaged, you stand a greater chance of success.” What isn’t growing is dying, Bacinello adds. He cautions buyers to assess closely what constitutes a reasonable return, what debt servicing they require, how much income they need, and what the actual growth opportunities are so they can continue to build the businesses they’re buying. And after buying, they need to develop their own succession plans. “There’s no such thing as forever,” says Bacinello. “The reality” is that everybody makes an exit, “either planned or unplanned – forced by a specific event like death, disability [or] divorce or [by] economic conditions. That exit is critical. If you don’t plan for a proper exit, that exit can be devastating.” Ą

RIGHT COURSE—2011 BIV Magazines

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L1 415






â&#x20AC;&#x153;Better managing employee well-being also helped me improve my bottom line.â&#x20AC;?      



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Time talk Better results, less effort

By Kevin Chalmers n today’s leaner environment, executives expect more productivity from their managers and employees. Add to this the heightened awareness of the need to balance work with family life, and you see the problem. Historically, time-management training has focused on the idea that greater effort means greater return. Yet from working across many different business sectors and

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organizational silos, I’ve found that while most people put in honest efforts, they often lose their discipline and ability to handle complexity when confronted with the mental and physical demands of their jobs and lives. Studies have shown that when focusing on one task at a time, we operate at efficiency of 85 to 90 per cent. When we also start thinking about what we have to do next, we drop to 65 to 70. The real

kicker: we drop to 20 to 25 when we add just one more item – for example, when we stop to ask ourselves what time we have to pick up the kids or when we get waylaid by an urgent call. Of course, most of us have more than three things going on at once, and we wonder why we lack energy and can’t seem to catch up. There’s an easier way, an approach that leverages traditional time-management principles while embracing a new practice.

RIGHT COURSE—2011 BIV Magazines

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I built this methodology to the standard that it must be easier to implement than what we already do. It applies to everyone, from a chief executive officer to a frontline supervisor. To start, you must create a series of “strategic pillars” in the form of six categories: operations, sales and marketing, human resources, planning, finance and administration, and personal. Each must occupy a certain percentage of your

weekly time. This may require shifting your thinking. In fact, your biggest hurdle may be overcoming your initial skepticism that it can be this easy. Here’s the break-down. Estimated hours are based on a 40-hour work week. Even if you don’t think this will apply to your 60-hour week, try it, and your perspective will change greatly. Operations should represent 40 per cent or 16 hours per week of your time. Most people I talk to question this percentage until we start defining what they consider operational in their roles and analyzing what they need to do to be highly effective. This varies with the job. For example, if you’re a human-resources executive, developing HR policy and implementing practices is operational. If you’re in accounting, IT or operations, developing relationships with stakeholders is really a sales and marketing function. In other types of jobs, spending time developing your people outside of specific day-to-day projects is HR. Sales and marketing should represent 15 per cent or six hours per week of your time. Without spending these hours building key relationships, you’ll never develop an environmental reality in which you can achieve your strategic goals. This applies to everyone outside the sales and marketing field itself. If you’re in sales and marketing, then building relationships with customers and suppliers would fall into operations. Developing greater intimacy with folks on whom your team depends, such as those in credit, procurement, IT and accounting, would be considered sales and marketing time. Human resources should represent 15 per cent or six hours per week of your time. HR encompasses anything you do to develop your people. For example, if you’re a sales manager spending time on sales training, this is HR for you, whereas managing your reps is operations, as this is your prime operational function. Planning should represent 10 per cent or four hours per week of your time. Determining how to merge your priorities into a given week is an excellent example of how to spend time “doing” rather than “wondering” what to do. We usually waste up to 40 per cent of our week rescheduling our momentto-moment tasks instead of relying

upon our planning to focus and adjust our priorities. Spread your planning out through the week, particularly at first, when you’re still practising it. As with the other categories, what you define as planning will depend on your job. If you’re vice-president of strategic planning, then time spent developing organizational strategy will fall into operations. Finance and administration should represent 10 per cent or four hours per week of your time. Organizing your email, sorting out your paperwork and managing your expense account will improve your efficiency and peace of mind. If your occupation requires budgeting, then that would fall into operations as it is a key function for you, but even the chief financial officer needs to spend some time doing his or her own expense account. Personal: Add 10 per cent or four hours per week just for yourself. This should come out of your working hours. Re-energizing and stepping back for perspective will add greatly to your capacity to take on the world one problem at a time. Keep in mind that lunching with a colleague to strengthen the relationship on which your group depends can be considered as sales and marketing time. This process isn’t about playing games to justify how you spend your time. It’s a way to generate successful outcomes while sustaining energy to change the world every week. The art of moving forward lies in focusing on those key actions that you need to take for achieving your desired results without wasting time on minutiæ. This methodology will help you look at your world from a strategic perspective. The net benefit: far greater achievement reached with much less effort. Ą Kevin Chalmers is president and chief executive officer of White Tiger Consulting (, which focuses on strategy, leadership and organizational performance. He’s author of the forthcoming An Executive’s Guide to the Art of Performance. Reach him at 604-616-4699, BIV Magazines

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All a-twitter Employee participation can mean success with social media

By Noa Glouberman oyce Poon’s decision to use social media to promote her business was a no-brainer. “I thought, ‘How can I reach people like me?’” says the founder of Noir Lash Lounge Inc., which specializes in synthetic eyelash extensions. “I don’t watch TV; I PVR and fast-forward through the commercials. I don’t listen to the radio; I download


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BIV Magazines

Photo: Dominic Schaefer Photography

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music to my iPod. I don’t follow or subscribe to traditional forms of media like my parents … so I don’t believe [that] marketing myself through those mediums would [help me] effectively reach my clients: young, professional, tech-savvy women like myself.” Instead, Poon relies on her main source of information, the Internet, to spread the word about her business. “Facebook, Twitter … I was already using these sites in my personal life, so

when it came to applying them professionally, it was natural.” Business has picked up: in two years, Noir’s company has grown from having one Lower Mainland location to having three. Now Poon faces a new challenge: passing the social-media torch on to her employees. “They’re the first to know if there’s an opening to fill, if a celebrity walks by one of our stores or if anything else blog-worthy happens,” she says. “I definitely need and want them involved, but it has to be in a way that stays true to the brand and culture.” To that end, Poon has created a “social-media manifesto”: a set of protocols based on lessons she’s learned on line. “It’s important that our voice as a company stays consistent, no matter who happens to be blogging or tweeting that day. Having guidelines will also help smooth the transition as I pass some of these duties over to my staff.” Steve Ray, manager of web strategy for Simon Fraser University, agrees that setting guidelines for social networking makes good business sense. Yet he also warns that making the rules too rigid can backfire. “They’re not so much rules as they are common sense,” he says of SFU’s own social-media guidelines. “They give an idea of the tone we’d like employees to use, but we encourage each individual’s personality to shine through along with the information [he or she is] conveying. We want whomever we’re connecting with to feel [that] they’re engaging with real people, not a corporate identity.” SFU has more than 3,200 friends on Facebook, nearly 2,600 Twitter followers and 273 videos on YouTube. The university encourages faculty, staff and students to share knowledge and connect with others on its behalf through various social-media channels. “One person, not even a team of people, could cover everything. There’s too much happening, and it wouldn’t feel authentic. Far better to have our staff and students – the real experts – posting. It makes us more personable, more approachable, more real. “We’re not looking for perfection in every YouTube video or blog post. We want honesty and creativity – social-media messaging that gives people an idea of who we really are and what we’re about.” Ling Chan, social-media manager for the Vancouver Opera, also uses social networking to “lift the curtain” between audience and organization. “I was working as the managing director’s assistant in 2008 when he expressed interest in starting a blog,” she recalls. “I was already doing those types of things on my own and was familiar with social-media platforms, so I offered to help.” Today Chan manages and moderates VO’s slate of socialmedia tools, including its blog and multiple Twitter, Facebook, Flickr and YouTube accounts. While many of her updates and posts come from colleagues wishing to promote their departments’ activities and events on line, Chan also reaches beyond the organization’s walls, relying on prominent, independent, local bloggers to help sing the opera’s praises. BIV Magazines

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18 RIGHT COURSEâ&#x20AC;&#x201D;2011

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â&#x20AC;&#x153;We held our first Blogger Night @ The Opera for Carmen in early 2009,â&#x20AC;? she says. â&#x20AC;&#x153;We invited bloggers who were opera newbies to come to opening night and blog about their experience before the show and during intermission. They even took a backstage tour and mingled with the cast, staff and guests. It was great exposure for us and a way of getting the next generation interested in opera.â&#x20AC;? The event proved so successful that it evolved into Opera Ninja, whereby guest tweeters provide live, real-time updates during VO dress rehearsals. â&#x20AC;&#x153;I give a lot of freedom to our Opera Ninjas in what they tweet because I trust them,â&#x20AC;? Chan says. â&#x20AC;&#x153;They are high-profile and active Twitter users. They know the etiquette, the advantages and the drawbacks of Twitter. They understand that they can have fun â&#x20AC;Ś but as theyâ&#x20AC;&#x2122;re also representing VO for the night, they have to be professional, too.â&#x20AC;? For its production of Nixon in China, the VO engaged as well in special guerilla marketing that used social media. In the â&#x20AC;&#x153;Whereâ&#x20AC;&#x2122;s

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Nixon?” contest, a staff member went about the city in a rubber Nixon mask, while the VO sent clues out via Twitter and Facebook as to this person’s whereabouts, along with a secret phrase that people would have to say to him if they found him. He would reply with another secret phrase, which they would tweet back to the VO, thereby becoming eligible for prizes. In keeping with the opera’s theme of China’s connections to Vancouver, the VO also organized the Chinatown History Hunt, sending out clues about certain Chinatown landmarks via Facebook and challenging entrants to identify and photograph them, again for prizes. Ą

Face (text)book

Where to learn social media ĄUBC Continuing Studies offers individual courses in social media, as well as an award of achievement on the topic ( ĄThe Writing and Publishing Program, Simon Fraser University, includes a course about self-publishing. It covers blogging, podcasts and YouTube ( SFU’s Public Relations Program includes a media relations and socialnetworking class ( pr/prp210.php). ĄThe Centre for Social Media in Business, British Columbia Institute of Technology, offers courses related to social networking and marketing ( ĄReachd offers Internet marketing courses and bootcamps in Vancouver and Victoria for “people who don’t have time for hype but just want results” ( and www. ĄJoin the Social Media Club’s Vancouver branch for information sessions, panel discussions and Geek Gourmet Dinners, where experts help “demystify the cloudy world of social media” over a meal ( ĄYouTube users offer a plethora of training tips, courses and programs on line – free and from the comfort of your office (search “social media” at

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Class (inter)actions Top tips for getting results from social media By Monique Trottier %FĂąOFZPVSHPBMT Ask how your organization will benefit from social-media marketing, how youâ&#x20AC;&#x2122;ll optimize it and how youâ&#x20AC;&#x2122;ll measure your return on investment. Social media should be a means of meeting strategic business objectives, not just a choice of tools. -JTUFO Before diving in, learn how your audience interacts in various socialmedia channels. Monitoring tools like Google Alerts and Twitter advance search can help you listen to conversations about your brand, your products, your industry or related topics. Understand your audience before choosing channels. %SBGUBTJNQMFTPDJBMNFEJBQPMJDZ Companies that use social media successfully often have simple online guidelines. Intel, an early adopter, has a few basic policies: team members must focus on their areas of expertise, use the first person and use basic disclaimers when necessary. Simplicity ensures appropriate levels of employee contribution and participation. 4UBSUDPOWFSTBUJPOT Social media are about conversations, not marketing-speak or corporate messaging. Relationship-building is central. Be authentic, personable and transparent.

Determine your available resources â&#x20AC;&#x201C; good writers, data, photos, video, presentation materials. Match your expertise to the information your audience seeks most. People listen when you offer valuable advice. ,OPXZPVSDVTUPNFST Being about one-to-one communication makes social networking a great way for companies to get to know customers. Vancouverâ&#x20AC;&#x2122;s Opus Hotel uses Facebook, Twitter, Flickr, YouTube and a blog to connect to its customers. The blog gives the hotel a personality and helps with search engine optimization. The hotel uses Facebook and Twitter to promote on-site activities and special offers and to publish testimonials. Using Flickr and YouTube, it posts photos and videos that can be used easily by fans and media promoting the hotel. Such online engagement gives Opus Hotel insight into how customers perceive its brand, and the hotel generates buzz by making content easy to share. 3FXBSEUSVFGBOT Vancouver-based yogurt chain Qoola uses Twitter as a customer-service tool and as a way of offering promotions to followers. During the 2009 hockey playoffs, Qoola tweeted that anyone who came into one of its locations and mentioned the final score of that nightâ&#x20AC;&#x2122;s hockey game would get a free yogurt â&#x20AC;&#x153;upsize.â&#x20AC;? Making fans feel special encourages them to share their experience by word of mouth.

)VNBOJ[FZPVSDPNQBOZ With social media, you can showcase your people. Online shoe store owes its wild success largely to its dedication to customer service and openness. Encouraging all its employees to be active on social networks, the company has a Twitter page that aggregates the tweets of its 198 employees, who are all on Twitter (including the chief executive officer). Employees tweet about what theyâ&#x20AC;&#x2122;re doing at work and interesting things they find on the web. Zappos has made personal connections with its customers, fostering loyalty.

"DLOPXMFEHFTDSFXVQT Negative press spreads quickly on line and never goes away. The best solution: acknowledge your mistakes by posting an online comment or response. Be honest and explain how youâ&#x20AC;&#x2122;ll fix the error. The benefits to the transparency and speed of your response: youâ&#x20AC;&#x2122;ll regain your customersâ&#x20AC;&#x2122; confidence, and your fans will repeat your message, quelling bad publicity.

&TUBCMJTIZPVSJEFOUJUZ Socialmedia marketing requires people, time, technology and good content.

'SPNPOMJOFUPPĂ°JOF What happens on line doesnâ&#x20AC;&#x2122;t have to stay on line. Tie online promotions to offline activ-

ities. Integrating your marketing efforts across channels amplifies fansâ&#x20AC;&#x2122; experience and provides richer opportunities for photos, video, blog posts, publicity and word of mouth. .POJUPSBOEPQUJNJ[F For ROI, your social-media efforts must either earn or save you money. Determine which actions leading to sales have a financial impact on your business, and decide which baseline metrics youâ&#x20AC;&#x2122;ll use for comparison. Monitor for patterns that correlate your social-media interactions to such metrics as: Ä&#x201E;sales revenue; Ä&#x201E;number of transactions; Ä&#x201E;number of customers; Ä&#x201E;per-order expenditure; or Ä&#x201E;in-store traffic. If sales or savings arenâ&#x20AC;&#x2122;t your main goals, then monitor: Ä&#x201E;awareness: numbers of fans or followers, mentions or incoming links; Ä&#x201E;non-financial conversions: numbers of downloads, newsletter sign-ups or forwards to friends; Ä&#x201E;relationships: numbers of interactions or types and quality of initiations; or Ä&#x201E;engagement: presence of unique visitors, repeat visits or durations of time on site. Plan so you can measure, and measure so you can improve. The web isnâ&#x20AC;&#x2122;t static, so your campaigns must evolve and improve constantly to meet your business objectives and your audienceâ&#x20AC;&#x2122;s needs. Monique Trottier is president of Boxcar Marketing Inc., which offers services in social-media marketing, consulting and content development, search-engine optimization, pay-per-click and web design. Contact her at 604-732-6467, monique@ BIV Magazines

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Eco-ed Teaching green for the job market of the future

By Peter Mitham t universities and colleges around British Columbia, course offerings reflect an awareness of the need to train a generation of decision-makers who will be responsible for effecting change. Globe Foundation of Canada estimates that B.C.’s green economy could represent $27 billion in economic activity by 2020 and employ approximately 225,000 persons in production and management of clean and alternative energy, green building, environmental protection, carbon finance and investment and greenknowledge professions. Opportunities are already evident as employers seek wellrounded graduates able to think broadly: a critical skill in a field where interdependent relationships take centre stage.


7BODPVWFSWBOHVBSE People with over-specialized skills can be difficult to fit into projects, says David Marmorek, president of Essa Technologies Ltd. in Vancouver, an environmentalconsulting firm. He favours graduates of Simon Fraser University’s School for Resource and Environmental Management (REM), who he feels have the interdisciplinary training needed to be adaptable. “The students come essentially preadapted to hit the ground running on 22 RIGHT COURSE—2011

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BIV Magazines

the kinds of projects that we do, because of the training that they get,” he says, noting that the company has contracts in Canada, the United States and Asia. “If we have people with multiple skills, we can fit them into a lot more projects.” Training in systems analysis, systems modelling and decision analysis helps employees grapple with scenarios that have high levels of uncertainty and always trade-offs. Marmorek has been happy enough with SFU’s program to hire 10 graduates in recent years. Felice Griffiths was seeking broader decision-making capabilities when she enrolled in the program in 2008. A graduate of the University of Victoria with a bachelor’s degree in biology, she knew after three years working as a wildlife policy analyst with the B.C. Ministry of Environment that she needed to develop the basic training she had received as an undergraduate. “My work here really sort of opened my eyes to working in legislation and policytype work,” she says. “I was looking for a program that would combine my interest in wildlife and the environment but also give me a good education in policy-type stuff.” A post-graduate biology program was one option, a master’s degree in public administration another. REM at SFU

combined both. Griffiths was able to study law, policy development and conflict resolution as well as taking courses in quantitative analysis. She returned to her job in August 2010, keen to apply her training. “I’ll be able to think about things differently and have a broader knowledge that’s going to help me tackle the issues that we deal with here,” she says. “I had a stronger grasp of the science part from my undergrad, but this has brought me up on the other side of it as well, with stakeholder engagement and conflict resolution.” Randall Peterman, an REM professor and director of SFU’s Cooperative Resource Management Institute, says many students come to the school with Photo: Dominic Schaefer Photography

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“If we have [people] with multiple skills, we can fit them into a lot more projects” – David Marmorek, president, Essa Technologies Ltd. five to 10 years of work experience. The interdisciplinary approach reflects the broader context they seek for their work. Many students work in government, while as many work in firms like Essa. A small number go into academia. In addition to master’s and PhD programs, REM offers a graduate diploma in quantitative methods in fisheries management that lets employees upgrade skills to reflect new methods in that area. While SFU attempted a program that blended REM and business courses, the offering with its onerous workload saw little uptake. SFU is now planning to offer students who want to mix business and environmental training the opportunity

to minor in either field. John Pierce, dean of the faculty of environment, says these new minors could be available by fall 2012. %PXOJOUIFWBMMFZ Options exist likewise at other post-secondary institutions around the province. From September 2011, the Centre of Excellence in Sustainable Building Technologies and Renewable Energy Conservation at Okanagan College will offer a construction management program that will provide engineering technologists with teaching in sustainable construction and environmental technologies. A cross-Canadian partnership with three other schools will give Okanagan

students access to courses and resources shared with Lethbridge College in Alberta, Ontario’s Durham College and Nova Scotia Community College. 0OUIF3PBETBHBJO Online programming is familiar territory for Royal Roads University in Victoria. Since its founding in 1995, RRU has made a name for itself in distance learning. It’s preparing to launch Canada’s only online master’s degree in environmental practice. “This is very specifically aimed at managers of environmental people,” says Tony Boydell, director of the School of Environment and Sustainability, RRU. Boydell says the program is tailored so BIV Magazines

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that students can complete it while they work, typically over two to three years. Course-based rather than thesis-based, the degree is offered in conjunction with the University of Denver because RRU doesn’t offer courses in resource conservation. Courses in environmental protection and sustainability are also part of the program, which is due to start in January 2011 with a first-year target of 25 students. The program has evolved from the older certificate in environmental practice that RRU has offered since 2006 in conjunction with ECO Canada, a national organization based in Calgary that focuses on employment issues in the environmental sector

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(Boydell is one of its directors). The certificate program focuses on technicians seeking professional certification in the environmental field. It is offered by 25 post-secondary schools across the country, including the major universities in B.C. and British Columbia Institute of Technology. Participating students are enrolled at colleges across the province. Ken Bannister, a recent graduate of RRU’s master of arts program in environment and management, says the school’s online programs allow a steady interplay between learning and work. A section leader in environmental services in the environmental monitoring and regulation group of the Energy Resources Conservation Board in Calgary, he says the combination of brief residencies with online coursework helped him integrate his learning into daily practice. His thesis topic – cumulative effects assessment applied to regional scenarios – deepened the connection. He expects the benefits to continue manifesting themselves in the months and years ahead. Boydell says that effective integration will be important as a younger generation moves into the industry. While most students bring significant work experience to the programs, he says younger employees are moving into managerial positions because of retirements. Says Boydell, “We have so many people retiring in the environmental industry from the middle-management level that there is a huge gap in terms of being able to fill those positions adequately. It’s not the entry level that’s the problem; it’s the middle management that’s the problem. What [students] are looking for is not so much the skills, but perspectives.” Ą

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Funded through the CanadaBritish Columbia Labour Market Development Agreement

From colleges, colleagues New ministry links jobs and education The realignment of British Columbia’s cabinet in October 2010 underscored the importance of educational institutions as engines of economic growth by including B.C.’s 11 public colleges in the newly created Ministry of Regional Economic and Skills Development. Under Ida Chong, the ministry will be responsible for key areas of economic and regional development, including labour-market development and industry training. Thenpremier Gordon Campbell stated that the change would add “new momentum to [B.C.’s] excellent college system to assist with regional job creation.”

BIV Magazines

12/18/10 9:31:37 AM


From toxic to terrific

Transforming the culture of your workplace

By Erica Pinsky o one sets out to create a toxic environment. Yet when a workplace culture evolves on its own with little attention given to relationships and employees aren’t held accountable for rudeness or disrespect, the mood at any organization can turn poisonous. The results: loss of productivity, low morale, increased absenteeism and high turnover. Don’t miss the signs. Is your workplace in danger? Take this quiz and see.


%PZPVBHSFFPSEJTBHSFFXJUI UIFGPMMPXJOHTUBUFNFOUT 1. “Sure, we tell some off colour-jokes, but everyone laughs, so I know there’s no problem. We need to have some fun at work” (agree/disagree). 2. “The best way to improve people’s performance is to point out mistakes“ (agree/disagree). 3. “I know we don’t have much conflict Illustration: Randall Pearsall

_Rightcourse 2011_00.1.indd 25

because I never hear about it“ (agree/ disagree). 4. “I keep conversations with staff members short and to the point. I tell them what they need to know and make sure they do what they’re supposed to“ (agree/ disagree). 5. “Every workplace has gossip. Everyone loves to gossip, and it can spice up the workplace. Besides, you really can’t stop it” (agree/disagree). 6. “Everyone has bad days sometimes. When I have one, I shouldn’t have to pretend otherwise” (agree/disagree). 7. “People whine and complain. Some people are just negative, it’s best just to tune it out” (agree/disagree). 8. “Around here, profits (or results) are most important. It doesn’t matter so much how you get them” (agree/disagree). If you agreed with three or fewer of these statements, toxicity probably hasn’t become a problem at your organization,

but you can still make some improvements. If you agreed with four or more, conditions are ripe for your workplace to become toxic. (FUUJOHJUSJHIU ĄUse appropriate humor: The fact that everyone’s laughing doesn’t necessarily mean people find a joke funny. Out of pressure to fit in, most of us sometimes laugh at disrespectful talk. Jokes or remarks with racist or sexist overtones can expose businesses to costly and damaging human-rights complaints. People work best when they’re comfortable. Create fun that’s respectful to everyone. Make sure people feel empowered and safe to speak up when they witness offensive behaviour. ĄRecognize achievement: All too often, we point out people’s mistakes but forget to pat them on the back for doing well. If BIV Magazines


12/18/10 9:31:42 AM


Prize places Awards recognize psychologically healthy environments The BC Psychologically Healthy Workplace Collaborative, a committee of the British Columbia Psychological Association, oversees the biennial Psychologically Healthy Workplace Awards in B.C. Public and private, for-profit and not-for-profit organizations are included. The awards were initially developed by the American Psychological Association in 1999. In 2004, B.C. became Canada’s first province to offer them. Now offered by 52 states and provinces, they recognize employers for outstanding practices relating to employee involvement, work-life balance, employee recognition, employee growth and development, and health and safety. Some of the winners go on to compete for international recognition in Washington, D.C. In 2009, the B.C. winners were: Sponsor applicant: (tie between two winners) Vancouver Airport Authority (YVR) Westminster Savings Credit Union Small for-profit: Back in Motion Rehab Inc. Small not-for-profit: Tourism Whistler Large for-profit: EDS Advanced Solutions Large not-for-profit: Brookhaven Care Centre To apply for entry in the 2011 awards, visit starting in spring 2011.


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they only hear about what they’re doing wrong, pretty soon they’ll stop wanting to do anything. Public criticism, sarcasm and joking about mistakes will improve neither your employees’ performance nor your relationship with them. Such powerbased “feedback” is associated with bullying and will turn your environment toxic. Instead, talk to employees about their performance consistently and respectfully so that they’ll want to improve and don’t feel diminished or inadequate.

leader who yells, screams, throws things or announces, “I’m in a bad mood, and everyone just better stay out of my way” sends employees the message that rudeness and intimidation are okay. We’re all obligated to apply emotional discipline and manage our emotions at work. If you’re susceptible, anger-management strategies such as breathing or positive self-talk can help. When you’re angry, focus on something positive to keep your mood from infecting your workplace.

ĄSolve conflicts proactively: The vast majority of employees keep quiet about problems. Why? They worry that things will get worse if they speak up, they don’t know to whom to talk, or they don’t think they can change anything. Moreover, harassment and bullying produce fear-based workplaces where putting up and shutting up become the norm. Don’t wait for your employees to approach you. Ask questions about how things are going at work. Early intervention is the best way to resolve conflicts.

ĄCut out the whining: Negativity spreads like wildfire, creating unrest, conflict and apathy. Co-workers will start missing work just to get away from it. Make sure employees understand that whining and complaining benefit no one. The best approach, both for you and for them, is to take action, speak up and do something about workplace problems and concerns. If you have employees who are consistently negative, sit down with them individually, give examples of their behaviour and let them know how it affects you and others. If there’s a workrelated reason for the behaviour, try to resolve that underlying issue.

ĄFoster partnerships: One of the greatest causes of toxicity is the stress workers undergo when they lack control over their work. Bosses who use power for control harm employees, teams and the bottom line. Respectful leaders empower teams with information and dialogue, rather than stifling communication. Treat your employees as partners rather than as subordinates. Make inquiries, listen to the answers and use that information to develop your relationships with employees. ĄStop gossip: Any malicious, insulting, maligning or unsubstantiated rumour about a co-worker or the organization is a form of workplace gossip. And gossip alone can create a toxic workplace. Indeed, it’s a type of workplace bullying. The best way to counter it is to talk about it. Speak to employees about the harm and destruction it causes the workplace. Introduce practical strategies for dealing with it. For example, tell an employee that what he or she is doing is gossiping and that you don’t want to participate. Refuse to pass the rumours on, and walk away. ĄManage anger: Albert Schweitzer said, “Example is not the main thing in influencing others. It is the only thing.” A

ĄValue everyone: Every organization has to be concerned with the bottom line, but if you teach employees to get results at any cost, no matter whom they need to step on or discredit, you’ll create a culture in which cut-throat competition and mistrust predominate. Ensure that every employee feels valued and motivated to do the best possible job. Sit down with your team, set realistic goals and support employees to help them succeed. Hold everyone accountable for contributing. Then celebrate success together. Ą Erica Pinsky., M.Sc, CHRP, is a speaker, author and consultant who works with organizations to build respectful, inclusive workplaces that attract and retain quality employees. She’s passionate about promoting cultures where employees feel engaged, comfortable and focused in environments free of discrimination, bullying and destructive conflict. She is the author of Road to Respect, Path to Profit.

BIV Magazines

12/18/10 9:31:49 AM


ÂąĂ&#x201E;ÂşĂ&#x20AC;½Ă&#x2030;½°¯´¿ š²°½´žšV¿Ă&#x2030;°½¿´¹´°¯Ă&#x2030;½°¯´¿ ÂąĂ&#x201E;ÂşĂ&#x20AC;½Ă&#x2030;½°¯´¿ š²°½´žšV¿Ă&#x2030;°½¿´¹´°¯Ă&#x2030;½°¯´¿ ½º¹°žž´ºš¡/Ă&#x2030;Ă&#x2030;0 ½º¹°žž´ºš¡/Ă&#x2030;Ă&#x2030;0¿³°Ă&#x201E;ž³ºĂ&#x20AC;¡¯­°& ³°Ă&#x201E;ž³ºĂ&#x20AC;¡¯­°&

The Credit Institute of Canada has been providing professional credit ability resources, education and certification for Credit Professionals since 1928. Take advantage of our full and half-day seminars as well as networking opportunities at our social functions. There is no better way to raise the professional standard in a workplace than to have certified and designated key employees working for your company. Contact the Credit Institute of Canada â&#x20AC;&#x201C; BC Chapter for information on the features and benefits of CIC memberships, educational programs, and designations.

_Rightcourse 2011_00.1.indd 27 604.576.7611

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When trouble comes Managing the relationship between health and productivity

By Greg Banwell ot long ago, a group benefits plan represented the extent of an employer’s involvement in employee health. Today there are stronger business, legal and moral reasons to do more. At any time, some of your employees will be in poor health. Whether you see it or not, it affects your success. Preventing and addressing health problems will be key to your business outcomes. Health is a foundation for achievement.


8IBUZPVDBOEP Prevent injuries: You must be familiar with the legislated requirements for occupational safety. As the regulator, WorkSafe BC handles education, investigations and fines, as well as adjudicating injury-

compensation claims and access to treatment. You are responsible for safety and for reporting injuries. Falling bricks, workplace violence and tripping over file boxes all fall into this realm. ĄSet up a safety structure: Form a safety committee. Investigate requirements. Define the roles and procedures necessary for meeting safety obligations. ĄProvide safety training: Train your staff to prevent physical harm even if your workplace lacks forklifts and cement dust. Consider communicable illness, the potential for violence and even the precarious position of the coffee urn. ĄCarry out safety audits: After establishing safety requirements, ensure their implementation. An audit can simply be a series of observations made by a safety officer on a worksite in accordance with a standardized checklist. Manage workloads: Today more people experience long work hours, greater complexity and heightened time pressure. Prolonged, such stressors give rise to poor

judgment, low energy, frequent illness and even despair. Higher absenteeism and turnover often result. If you can’t afford more hires, go back and re-apply the basics. What’s off track and contributing to stress may surprise you. ĄRe-focus jobs on core competencies: Take administration off the shoulders of employees who aren’t cut out for it. Remove customer relations from those whose strengths are operational. ĄEncourage flexibility: Job-sharing and four-day jobs can reduce stress. Offer them and you’ll find willing takers. ĄEnsure cross-referencing: Hold short, structured meetings in which employees share information, so that only one wheel gets invented. Ensure clarity and fair distribution of roles. Involve employees: By looking for ideas and engaging your team in problemsolving and planning, you give it a sense of control. Jobs that are highly demanding while lacking influence lay the groundwork for poor health. ĄDefine and prioritize work issues: Hold structured, recorded information-gathering sessions (not “bitching” sessions!). Focus on defining immediate problems. Be sure to follow up with the results.

28 RIGHT COURSE—2011 BIV Magazines

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Support employees: Everyone copes better in a supportive environment, such as one with easily accessible health ser vices. Depression has an excellent prognosis when identified and treated early and is less likely to raise its head in environments of trust and respect. ĄProvide an employee and family assistance program (EFAP): One of the lowest-cost health benefits, an EFAP provides access to services that address depression, substance abuse, difficulties with relationships and child-rearing, legal and financial problems and more. ĄCreate a peer-support network: For this type of informal network, you find and train employees already known for discreet, supportive behaviour. Peer support can ease tension, promote constructive resolutions and encourage employees’ self-referral for heath programs. ĄPromote health: Build health skills. Consider hosting noon-hour seminars on building resilience or life-work balance or one-day workshops on conflict Illustration: Randall Pearsall

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ĄForm regular planning groups: Such groups should have horizontal and vertical integration. They should focus on recommending specific, much-needed projects to management. Mix participation up over time to ensure broad exposure. ĄKeep staff informed: Tell your staff in advance about anything that may affect jobs. For example, at a supervisory level, hold weekly briefings about upcoming decisions or events. Ask for employees’ concerns and get them thinking about solutions.

resolution. Some employers run clinics for diabetic workers or hold fitness events. Others provide online resources for health assessment and management. Establish healthy management: Rid your work culture of any destructive habits such as threatening, demeaning or rude behaviour. ĄDefine and correct practices: Define respectful behaviour for your workplace. Be very specific about expectations and hold people accountable. Model respectful behaviour from the top, or it’ll have few adopters. ĄDefine the future climate: In discussion with your employees, bring forward the positives of the present and create new expectations for the future. Speak with small groups independently, then have everyone come together to report on and integrate findings. Accommodate: As an employer, you have a “duty to accommodate” disabled employees whether they’re on the job or returning from disability leave. This means you’re expected to accept some “hardship” in arranging necessary changes to an employee’s work conditions. This may include a graduated return to work, reduced hours or a change in job duties. While not required to accommodate to a level that creates

“undue hardship” for your organization, you must be prepared to show that you’ve struck a justifiable balance. For example: ĄDevelop options: With the full intent to accommodate and in consultation with others who may be affected, create a set of accommodation options. ĄDetermine costs: Investigate whether the costs of an option will place the operation or the employment of others at risk. ĄAssess safety: Will an option create unsafe working conditions? ĄAssess workplace health: Will an option undermine the supportive climate of your workplace? ĄConsult: If no option seems workable, speak with an employment expert. Work environments figure strongly in people’s lives. They can produce either wellbeing or poor health. Health-supportive practices in the workplace contribute to well-being, achievement and productivity. You’re in fact in the health business.

Greg Banwell, PhD, R.Psych., is senior adviser, Human Solutions. Contact him at gbanwell@ BIV Magazines


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Family value Progressive practices help companies recruit career-focused mothers

By Lisa Martin hen senior executives find, develop and keep great talent, their organizations excel. A key segment of the top talent: career-oriented mothers. Wondering what these professionals sought in employers, ConnectMoms, MomcafĂŠ and Lisa Martin International conducted a nationwide survey to determine what women, and particularly mothers, identified as the hallmarks of an ideal organizational culture. The surveyâ&#x20AC;&#x2122;s results were clear: Canadian professional women wanted employers that offered flexibility, supportive leadership and progressive programs. In response to this demand, we created the annual Progressive Employers of Canada List. With this list, we hoped to encourage organizations to consider innovative ways of offering value to employees. We also wanted to share this information with savvy, educated professionals nationwide and to enhance dialogue among these groups and ultimately see more supportive workplaces. The 2009 and 2010 lists acknowledge



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more than 40 organizations for their practices. What selective criteria did we use? Whereas many other employer lists emerge from nominations made by closed executive judicial committees, we held open nominations. Our approach is also unique in that the criteria were developed by working moms themselves, across Canada. 8IBUNPNTBSFTBZJOH According to career-oriented mothers, organizations need to offer a range of the following services or benefits to be considered supportive of working parents: Ä&#x201E;personal/life-balance coaching; Ä&#x201E;access to emergency and on-site childcare; Ä&#x201E;information and access to daycare facilities; Ä&#x201E;flex-time, job co-operatives/job-sharing, part-time or contract positions; Ä&#x201E;maternity and paternity resources; Ä&#x201E;lactation rooms; Ä&#x201E;concierge services; and Ä&#x201E;health benefits.

How does an organization create a culture that helps it attract and retain female talent? 1FSTPOBMMJGFCBMBODFDPBDIJOH Ä&#x201E;Counselling: This provides support, motivation and resources for employees seeking lifestyle changes. Ä&#x201E;EFAP: The employer offers an employee family assistance program (EFAP) with 24-hour access. (For more on EFAPs, see page 31.) Ä&#x201E;Learning: An in-house educational â&#x20AC;&#x153;universityâ&#x20AC;? provides learning opportunities to develop staff in their current jobs and prepare them for advancement. Ä&#x201E;â&#x20AC;&#x153;Lunch and learnâ&#x20AC;? sessions: Employeeled sessions give colleagues a chance to share skills. Ä&#x201E;Briefcase Moms: This coaching program brings mothers together to address the practical and emotional challenges in being a working parent. &NFSHFODZBOEPOTJUFDIJMEDBSF Ä&#x201E;Backup childcare benefit: This eases the stress and financial loss caused by emergencies with regular childcare providers. Illustration: Randall Pearsall

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Ä&#x201E;Backup family care benefit: This applies when regular care arrangements are disrupted or emergency care is required for family members such as parents or grandparents who donâ&#x20AC;&#x2122;t qualify for the backup childcare benefit. Ä&#x201E;Daycare: Access to a daycare located in many cities nationally providing fulltime, part-time or emergency backup childcare. Ä&#x201E;Childcare on site: This allows moms to breastfeed and spend breaks with children throughout the workday. Ä&#x201E;Ability to bring children: Part-time employees may bring their children to work on school professional-development days if they donâ&#x20AC;&#x2122;t have other options. Offices can stock toys, books and art supplies and supply child-size sofas. 'MFYUJNF KPCDPPQFSBUJWFT KPCTIBSJOH QBSUUJNFPS DPOUSBDUQPTJUJPOT Ä&#x201E;The mommy shift: This shift (9 a.m. to 2 p.m, Monday to Friday) targets mothers who want to work while their kids are at school. Moms may also take school professional-development days and summers off to spend time with the kids. Ä&#x201E;Flexible schedules: A full range of options allows working at home, compressed work weeks and the ability to adjust start and stop times by up to two hours before or after normal start times (â&#x20AC;&#x153;individual work scheduleâ&#x20AC;?). .BUFSOJUZBOEQBUFSOJUZSFTPVSDFT Ä&#x201E;Maternity leave top-up: This option tops maternity leave pay up to 100 per cent for up to 17 weeks, depending on length of service. Ä&#x201E;Adoption assistance: This benefit provides consultation and referral, as well as reimbursement for adoption expenses up to $2,500 per child. Ä&#x201E;Handbook for expectant and new parents: An employer can develop a handbook providing employees with tools and resources to manage their leaves, including planning and preparation, making the transition between work and home, being on leave and returning to work. It can be supplemented with an online â&#x20AC;&#x153;parents who workâ&#x20AC;? resource that gives access to external information on pregnancy, child development, childcare, health and safety, products and services,

and governmental resources. Ä&#x201E;Managersâ&#x20AC;&#x2122; handbook: An employer can develop a step-by-step guide with tools and resources that outlines the managerâ&#x20AC;&#x2122;s role at various stages of the employeeâ&#x20AC;&#x2122;s leave. Ä&#x201E;â&#x20AC;&#x153;Welcome babyâ&#x20AC;? gift box: An employer can provide employees with a box containing helpful resources and information about maternity and parental leave programs and partnerships, as well as a small gift for the baby and a personal letter from the company president. Ä&#x201E;Family community group: Such a group, offered or referred through the employer, can help people achieve personal and professional goals by providing useful family information and a support network of colleagues. Similarly, a new momsâ&#x20AC;&#x2122; group can be a forum for discussion of many topics associated with parenthood, including the transitions between work and maternity leave. -BDUBUJPOSPPNT Employers can designate wellness or quiet rooms or allow reservation of offices or meeting rooms for lactation, religious observance, etc. $PODJFSHFTFSWJDFT Ä&#x201E;In-house â&#x20AC;&#x153;healthwiseâ&#x20AC;? consultant: Paid by the organization, the consultant advises on personal wellness (exercise, diet, nutrition, EFAP, etc.). The organization can also employ an in-house financial consultant to counsel on personal financial wealth (mortgages, RSPs, savings, etc.) and in-house career consultant who advises employees on their futures, paid educational leave and job-shadowing. Ä&#x201E;Celebrations: The organization provides lunch for all employees every Friday and cake or dessert the first Friday of each month to celebrate employeesâ&#x20AC;&#x2122; birthdays. Ä&#x201E;Extras: For work-life balance, managers and professionals can receive personal services available from outside suppliers to handle a range of tasks, such as dropping off library books and booking airfare and accommodations. For information on organizations offering such options, visit Want to nominate a company? Nominations for the 2011 Progressive Employers of Canada List open on January 30, 2011. Ä&#x201E;

Lisa Martin of Lisa Martin International helps organizations maximize their talent. She is provider of the Briefcase Moms coaching program, author of the book Briefcase Moms and co-author, with Alan Weiss, of the forthcoming Talent for Life. See

2010 Progressive Employers of Canada List Alberta Women Entrepreneurs BC Childrenâ&#x20AC;&#x2122;s Hospital Foundation* BC Hydro* Bugalug Coast Capital Savings* Dell Canada* Desnoyers-Schuler Inc. Ernst & Young Canada* Flight Centre Canada* HabaĂąero Consulting Group* IBM Canada Ltd.* Kraft Canada Inc.* Kwantlen Polytechnic University* Mabelâ&#x20AC;&#x2122;s Labels Inc. McNeill Nakamoto Recruitment Group Inc.* Mennonite Central Committee British Columbia* Nannies on Call* Novartis Pharmaceuticals Canada Inc.* Nurse Next Door Home Healthcare Services* Please Mum* PricewaterhouseCoopers Canada* SavvyMom Media, Inc.* Steadyhand Investment Funds Inc.** TD Bank Financial Group* Telus* Inc.* WestCoast Families magazine* *This employer is located in whole or in part in British Columbia. Note: Inclusions have not been vetted for accuracy, as this was the responsibility of nominators.

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The director’s seat When management lacks authority, what happens?

By Corey Van’t Haaff asey Stengel, manager of the New York Yankees in the 1950s, said, “The key to being a good manager is keeping the people who hate me away from those who are still undecided.” You’ve met them: managers who are hated by employees and who create problems for the executives to whom they report. They make the workplace intolerable by failing to exert effective authority. “These people are afraid. Fear manifests differently in different people,” says Cynthia Roney, certified coach and chief executive officer of Executive Passage, Vancouver. “When afraid,” some “become unbelievably controlling outwardly and aren’t approachable, or they become too nice and want to be everybody’s friend.” Most bad managers fall into any of three categories: those who are too nice, those who are controlling and those who are manipulative.

These managers are chameleon-like, says Roney, “because they change their behaviour, but at the end of the day, what appears is a pattern where others can’t trust them. [Employees] can’t always put their finger on it, but something isn’t right. These people are the most difficult to track down, as they are slippery. They are out for themselves. Any leader has to develop trust.” When a leader “can’t be trusted, the organization can’t function as it should.” If a manager is a snake, there’s not much hope. Snakes won’t allow themselves to be confronted. They are poisonous, and the best remedy is to rid your organization of them.


5PPOJDF These managers can’t make decisions. They seem like great bosses at first because they’re pleasant, but nothing gets done. Employees get frustrated and stop bringing problems to their bosses. Many managers “are promoted from within and struggle to move from [being] colleague to [being] manager,” says Roney. They’re often allowed to stay in management because they’re not trouble-makers, but they can create havoc in organizations. If you employ such managers, Roney’s advice is to challenge them and see how they respond. Are they actually carrying out what they’re being told to do? Roney says these managers are fixable because they want to please, so they’re often receptive to coaching and mentoring: “They need support and self-confidence and self-awareness.” 32 RIGHT COURSE—2011

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BIV Magazines

$POUSPMMJOH Managers who over-compensate for their own fears by intimidating others give employees a walking-on-eggshells feeling. “These managers can totally change the culture of the organization. They totally undermine and destroy the other good work in an organization,” says Roney. Controllers can learn to improve their behaviour, because their actions are rooted in fear, she says. To identify controlling managers, the chief executive officer should check with people at all levels in the organization and ask how things are going. Because the executive office may be buffered from problems, a casual walkabout can offer the CEO a glimpse into day-to-day managerial issues. Coaching controlling managers isn’t easy, but Roney says that “sometimes you can break through.” .BOJQVMBUJWF So-called snakes are the trickiest to identify, but over time, they manipulate every situation for their own gain.

There are consequences for an organization with bad managers, says Gayle Hadfield of Hadfield HR, Vancouver. “Good managers have the ability to communicate respectfully. They care about their employees. On the behavioural side, they need to be aware of their own style.” When managerial credibility is lost, says Hadfield, employees spend a lot of time discussing the problem, and productivity drops. Good workers may leave, and since there are no consequences for poor performance, there’s no motivation for others to try harder. In this situation, Hadfield says, “The bar [goes] down.” Employees “lose their spark and motivation.” There are wider consequences, too. Employees are often ambassadors for their companies and are quick to talk about bad managers and poor treatment. “They’re on Facebook; they’re connected. The company’s reputation can be affected,” Hadfield says. Any fix, she says, must come from the top: “If executives hold managers accountable, there is a greater likelihood of change.” Ą Illustration: Randall Pearsall

12/18/10 9:32:16 AM

New-skills training directory

HR training BC Human Resources Management Association 1111 Hastings St W Suite 1101, Vancouver, BC V6E 2J3 604-684-7228 604-684-3225 Campeau Learning and Development Inc 1406 Magnolia Pl, Coquitlam, BC V3H 4S8 604-944-0642 604-944-0692 College of the Rockies 2700 College Way , PO Box 8500, Cranbrook, BC V1C 5L7 250-489-2751 250-489-1790 Creativity at Work 2181 38th Ave W Suite 804, Vancouver, BC V6M 1R8 604-327-1565 Hay Group Ltd 1140 Pender St W Suite 1390, Vancouver, BC V6E 4G1 604-682-4269 604-682-4405 Kison Inc 10551 Shellbridge Way Suite 35, Richmond, BC V6X 2W9 604-284-5133 604-284-5132 Mindworks Consulting Ltd 808 Calverhall St, North Vancouver, BC V7L 1X9 604-789-7457 Priority Management – Vancouver 11160 Silversmith Pl Suite 4, Richmond, BC V7A 5E4 604-303-5963 604-214-7773 Trainwest Management & Consulting Inc | Sandler Training 4170 Still Creek Dr Suite 110, Burnaby, BC V5C 6C6 604-291-1272 604-291-1279 UBC Sauder School of Business Executive Education 800 Robson St Suite 1900, Vancouver, BC V6Z 3B7 604-822-8400 604-822-8496 University of Northern British Columbia 3333 University Way, Prince George, BC V2N 4Z9 250-960-5555 250-960-6330 Vancouver School Board – Continuing Education 1580 Broadway W, Vancouver, BC V6J 5K8 604-713-4500 604-713-4530

IT training Academy of Learning 1221 Lonsdale Ave Suite 300, North Vancouver, BC V7M 2H5 604-987-4277 604-987-4213 Alandale Training Corp 6580 Bouchard Crt, Richmond, BC V7C 5H4 604-839-8777 604-274-8779

College of the Rockies 2700 College Way , PO Box 8500, Cranbrook, BC V1C 5L7 250-489-2751 250-489-1790 Douglas College 700 Royal Ave, PO Box 2503 Stn Main, New Westminster, BC V3L 5B2 604-527-5400 604-527-5696 Northern Lights College 11401 8th St, Dawson Creek, BC V1G 4G2 250-782-5251 250-782-5233 Priority Management – Vancouver 11160 Silversmith Pl Suite 4, Richmond, BC V7A 5E4 604-303-5963 604-214-7773 University of Northern British Columbia 3333 University Way, Prince George, BC V2N 4Z9 250-960-5555 250-960-6330 Vancouver School Board – Continuing Education 1580 Broadway W, Vancouver, BC V6J 5K8 604-713-4500 604-713-4530

Management/ leadership training Academy of Learning 1221 Lonsdale Ave Suite 300, North Vancouver, BC V7M 2H5 604-987-4277 604-987-4213 Ariel Communications 23180 Willett Ave, Richmond, BC V6V 1G1 604-908-5106 Campeau Learning and Development Inc 1406 Magnolia Pl, Coquitlam, BC V3H 4S8 604-944-0642 604-944-0692 College of the Rockies 2700 College Way , PO Box 8500, Cranbrook, BC V1C 5L7 250-489-2751 250-489-1790 Creativity at Work 2181 38th Ave W Suite 804, Vancouver, BC V6M 1R8 604-327-1565 Douglas College 700 Royal Ave, PO Box 2503 Stn Main, New Westminster, BC V3L 5B2 604-527-5400 604-527-5696 Hay Group Ltd 1140 Pender St W Suite 1390, Vancouver, BC V6E 4G1 604-682-4269 604-682-4405 JTE Management Inc 535 Howe St Suite 400, Vancouver, BC V6C 2Z4 604-274-6610

Kison Inc 10551 Shellbridge Way Suite 35, Richmond, BC V6X 2W9 604-284-5133 604-284-5132 Kwantlen Polytechnic University 12666 72nd Ave, Surrey, BC V3W 2M8 604-599-2000 604-599-2086 MDA Training Ltd 302 Water St Suite 300, Vancouver, BC V6B 1B6 778-588-7230 866-203-8715 Mindworks Consulting Ltd 808 Calverhall St, North Vancouver, BC V7L 1X9 604-789-7457 Northern Lights College 11401 8th St, Dawson Creek, BC V1G 4G2 250-782-5251 250-782-5233 Pallas Leadership 1910 3rd Ave E, Vancouver, BC V5N 1H5 604-875-8768 Positive Presentations Plus Inc DBA Elaine Allison Consulting Group 41132 2529 Shaughnessy St, Port Coquitlam, BC V3C 5Z9 604-723-7774 Priority Management – Vancouver 11160 Silversmith Pl Suite 4, Richmond, BC V7A 5E4 604-303-5963 604-214-7773 Royal Roads University 2005 Sooke Rd, Victoria, BC V9B 5Y2 250-391-2511 250-391-2500 Trainwest Management & Consulting Inc | Sandler Training 4170 Still Creek Dr Suite 110, Burnaby, BC V5C 6C6 604-291-1272 604-291-1279 Thompson Rivers University 900 McGill Rd, PO Box 3010, Kamloops, BC V2C 5N3 250-828-5000 250-828-5086 UBC Sauder School of Business Executive Education 800 Robson St Suite 1900, Vancouver, BC V6Z 3B7 604-822-8400 604-822-8496 University of Northern British Columbia 3333 University Way, Prince George, BC V2N 4Z9 250-960-5555 250-960-6330 Vancouver School Board – Continuing Education 1580 Broadway W, Vancouver, BC V6J 5K8 604-713-4500 604-713-4530

Sales/marketing training Academy of Learning 1221 Lonsdale Ave Suite 300, North Vancouver, BC V7M 2H5 604-987-4277 604-987-4213

Campeau Learning and Development Inc 1406 Magnolia Pl, Coquitlam, BC V3H 4S8 604-944-0642 604-944-0692 College of the Rockies 2700 College Way , PO Box 8500, Cranbrook, BC V1C 5L7 250-489-2751 250-489-1790 Creativity at Work 2181 38th Ave W Suite 804, Vancouver, BC V6M 1R8 604-327-1565 Douglas College 700 Royal Ave, PO Box 2503 Stn Main, New Westminster, BC V3L 5B2 604-527-5400 604-527-5696 JTE Management Inc 535 Howe St Suite 400, Vancouver, BC V6C 2Z4 604-274-6610 Kison Inc 10551 Shellbridge Way Suite 35, Richmond, BC V6X 2W9 604-284-5133 604-284-5132 Kwantlen Polytechnic University 12666 72nd Ave, Surrey, BC V3W 2M8 604-599-2000 604-599-2086 Mindworks Consulting Ltd 808 Calverhall St, North Vancouver, BC V7L 1X9 604-789-7457 Northern Lights College 11401 8th St, Dawson Creek, BC V1G 4G2 250-782-5251 250-782-5233 Positive Presentations Plus Inc DBA Elaine Allison Consulting Group 41132 2529 Shaughnessy St, Port Coquitlam, BC V3C 5Z9 604-723-7774 Priority Management – Vancouver 11160 Silversmith Pl Suite 4, Richmond, BC V7A 5E4 604-303-5963 604-214-7773 Trainwest Management & Consulting Inc | Sandler Training 4170 Still Creek Dr Suite 110, Burnaby, BC V5C 6C6 604-291-1272 604-291-1279 UBC Sauder School of Business Executive Education 800 Robson St Suite 1900, Vancouver, BC V6Z 3B7 604-822-8400 604-822-8496 University of Northern British Columbia 3333 University Way, Prince George, BC V2N 4Z9 250-960-5555 250-960-6330 Vancouver School Board – Continuing Education 1580 Broadway W, Vancouver, BC V6J 5K8 604-713-4500 604-713-4530 Ą

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Professional designations

Accounting CGA (Certified general accountant) Requirements: Bachelor’s degree in any field. Completion of CGA education program (combination of 19 academic course and exam requirements, plus two business cases). Up to 15 courses and exams may be completed via transfer credit or through Certified General Accountants Association; the final four courses and exams, the professional applications and competence evaluations, must be completed through CGA. Degrees not required for entering programs; they may be earned concurrently with CGA studies. Adherence to strict code of ethical principles and rules of conduct required. Candidates need approximately 36 months’ accounting and/ or financial management work experience. Cost: Varies Administering organization: Certified General Accountants Association of British Columbia ( 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: Varies Administering organization: Certified Management Accountants Society of BC ( 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, with mentorship by CA and development of required depth and breadth; depth in assurance and minimum chargeable hours required for practising ( Completion and passing of six CA School of Business modules. Passing of national uniform evaluation. Cost: Visit Fee_Schedule.pdf. Administering organization: Institute of Chartered Accountants of British Columbia (

Career counselling CCDP (Certified career development practitioner) Description: A CCDP knows career development, has skills and expertise in assessment and referral and has interpersonal competence in career-development industry. A CCDP has skills and expertise in at least three of the following: 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. Cost: $224 application fee, $168 renewal fee after five years Administering organization: Career Development Association of BC ( Editing CPE (Certified professional editor) Description: Successful candidates can become CPEs or earn separate certifications in proofreading, copy editing, structural editing or stylistic editing. Requirements: Passing of required tests (four tests for CPE designation). No formal requirements for taking them, but Editors’ Association of Canada recommends five years’ prior editing experience. Cost: For one test, $350 (member), $450 (non-member). For two tests, $650 (member), $850 (non-member). (Exam fees are subject to HST.) Administering organization: Editors’ Association of Canada ( Entertainment ETCP (Entertainment technician certification program) Description: Focuses on disciplines affecting health and safety of crews, performers and audiences. Certification available for rigger–arena, rigger–theatre and entertainment electrician. Requirements: Points determine eligibility for writing exam. Cost: US $600 for exams. Member of an ETCP Council organization (AMPTP, The Broadway League, CITT, ESTA, IATSE, IAAM, InfoComm International, TEA and USITT) gets US $100 discount. Administering organization: Entertainment Services & Technology Association ( Event-planning CMP (Certified meeting professional) Description: Helps persons employed in meeting management pursue continuing education, increase involvement with

industry and gain industry-wide recognition. Requirements: Three years’ work experience in the industry; a degree in meeting, event, exhibition or hospitality/ tourism management and two years’ work experience; three years’ full-time instruction experience in a meeting/ hospitality university program. Completion of 25 hours’ continuing education or completion of approved internship/ apprenticeship in the industry. Written exam. Cost: US $225 CMP application submission fee, US $450 exam registration fee Administering organization: Convention Industry Council (www. CSEP (Certified special events professional) Description: Awarded by the International Special Events Society, the only international umbrella organization representing professionals in all disciplines of the special-events industry. Requirements: To qualify for CSEP exam, candidates demonstrate broad range of experience in special events, including minimum three years’ employment in specialevents industry; current, full-time employment in specialevents industry; and 35 professional industry points (see points itemization list at Cost: US $50 for Candidate Exam Instruction Manual, US $150 CSEP application submission fee, US $400 CSEP exam registration fee, US $200 recertification (after five years), CDN $455 annual membership fee (administered by Canadian head office, Administering organization: International Special Events Society ( DMCP (Destination management certified professional) Requirements: Minimum three years’ destination management or bachelor’s degree in hospitality-related major from accredited university; current employment in hospitality industry; responsibility and accountability for successful completion of destination management programs. Written exam. Cost: US $25 enrolment fee (US $50 non-members), US $125 application fee (US $200 non-members), US $300 testing fee (US $400 non-members) Administering organization: Association of Destination Management Executives ( Executive coaching ACC (Associate certified coach), PCC (Professional certified coach), MCC (Master certified coach) Description: The International Coach Federation establishes and administers minimum standards for credentialing professional coaches and coach-training agencies. A coach credentialed by 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. become-credentialed/. Cost: Varies Administering organization: International Coach Federation ( BIV Magazines

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PROFESSIONAL DESIGNATIONS Finance and insurance CAIB (Canadian accredited insurance broker) Description: The Insurance Brokers Association of Canada offers CAIB program through provincial member associations. Designed for property and casualty insurance brokers, CAIB provides formal, fundamental insurance knowledge to develop competence and enhance career opportunities. Program comprises four courses covering personal and commercial lines of insurance plus brokerage-management skills. Each course culminates in national exam. Courses also prepare individuals 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. Cost: Per course, $495–595 (including text materials and exam fees) for self-study options, $645–795 (including web access, text materials and exam fees) for online options, $795–995 (including instruction, text materials and exam fees) for classroom options Administering organization: Insurance Brokers Association of British Columbia ( CBAP (Certified business analysis professional) and CCBA (Certification of competency in business analysis) Description of CBAP: Holding this designation proves demonstrated knowledge of the 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 businessanalysis 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’ experience in business analysis in at least four of the six areas; high-school education; 21 hours’ professional development in last four years; two references from career managers, clients or CBAP recipients; and passing of final exam. 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, minimum high-school education or equivalent; and two references from career managers, clients or CBAP recipients. Cost of CBAP: US $125 (+ HST) application fee, US $325 (+ HST) exam fee for IIBA members or US $450 (+ HST) for non-members Cost of CCBA: US $125 (+ HST) application fee, US $325 (+ HST) exam fee for IIBA members or US $450 (+ HST) for non-members Administering organization: International Institute of Business Analysis ( CCP (Certified credit professional) Description: The CCP designation is recognized in today’s global marketplace as a symbol of excellence in credit management. Program is delivered on line. The credit basics program (also offered on line) can be used as a stepping-stone to this certification. Requirements: Completion of required courses in financialaccounting fundamentals, credit management, micro/ macroeconomics, business law, corporate-finance fundamentals, business communications, managing information systems and advanced credit management. Transfer credits applicable. Ongoing requirements: Continued membership and

participation in a continuing professional-development program Cost: $365 (+ HST) basic tuition; $685–750 (+ HST) per course. Fees include textbooks, lesson materials, educational software and sessional exam fees. Administering organization: Credit Institute of Canada (www. CFP (Certified financial planner) Requirements: Completion of FPSC-approved core curriculum program; agreement to abide by the CFP code of ethics and maintain registration in the registered candidate program; passing of the FPE1; at least one year of full-time (or equivalent) financial-planning work experience; completion of an FPSC-approved capstone course; passing of the FPE2, at least two additional years’ full-time (or equivalent) financial-planning work experience (total financial planning work experience must be at least three years). Meeting of other administrative requirements such as payment of fees, attestation as to professional fitness and agreement to abide by all ongoing maintenance requirements. Candidates who qualify under the 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 the FPEs. Ongoing requirements: Annual renewal of licence by 30 hours’ continuing education and continued agreement to abide by CFP Code of Ethics. Cost: Varies with educational institutions and programs. $450–700 for exams (there are early, regular and lateregistration fees) (subject to change); $345 (+ HST) annual licensee fee for 2010–11 (subject to change). Continuing education fees vary. Administrating organization: Financial Planners Standards Council ( 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. The industry’s most distinguished credential sends a clear message of leadership. Requirements for CIP: Ten courses taken in class, online or distance learning, five being mandatory, three appliedprofessional and two elective (chosen from more than 40 available courses). Requirements for FCIP: New requirements are a 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 workbased capstone project. Five years’ relevant work experience by completion of the program. Note: Starting January 1, 2012, entry to the original track FCIP closes for students without university degrees. A student who has completed the requirements of the CIP program and does not hold a university degree may enrol in the original track if his or her first course begins prior to this date. Cost for CIP: Approximately $545–640 (+ HST) per course (including tuition, exam fees and text materials) 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. Graphic design CGD (Certified graphic designer) Description: A new designation for professional members of Society of Graphic Designers of Canada Requirements: Acceptance into GDC membership requires a confidential portfolio review of applicant’s work by the standards officers of the local GDC chapter. Certificationstandards review covers educational background, years of experience, case studies and endorsement by other CGDs. Applicant must have a combined minimum of seven years’ education and professional experience. Membership requires adherence to the GDC code of eethics and the GDC sustainability principles. Costs: $323.75 annual dues (B.C. Mainland), $302 annual dues (Vancouver Island) Administering organization: Society of Graphic Designers of Canada ( Home inspection CMHI (Certified master home inspector) and associate Description: B.C. is Canada’s first province to require licenses for home inspectors. Inspectors or students are encouraged to contact approved home-inspector course providers. Requirements: Passing grade of 80 per cent on all test modules from the Canadian National Association of Certified Home Inspectors (CanNACHI) entrance examination, to be completed within 12 months of application. Successful completion of 50 hours’ mentorship by approved training provider. Adherence to CanNACHI standards of practice. Successful completion of test-inspection review by a qualified CanNACHI designated member within one year of application. Adherence to CanNACHI’s code of ethics. Applicant must send copies of four separate home-inspection reports for verification. Applicant must send for verification and approval copies of all formal home-inspection training diplomas or certificates relevant to the homeinspection industry. Proof of errors-and-omissions coverage and proof of general comprehensive liability insurance coverage. Applicant for CMHI designation must meet all associate requirements and submit for verification notarized list of 250 fee-paid inspections. Cost: Varies with selected program provider. $100 for new licence and renewal, $250 for credential assessment. Administering organization: Canadian National Association of Certified Home Inspectors ( Human resources CHRP (Certified human resources professional) Requirements: Bachelor’s degree and successful completion of national knowledge exam and national professional practice assessment. Both cover expertise in seven core humanresources areas. Membership in BC Human Resources Management Association required for writing exams. Note: Effective January 1, 2011, those who have passed the national knowledge exam (NKE) will require a minimum of a bachelor’s degree from an accredited college or university to register for the national professional practice assessment (NPPA) and qualify for the CHRP designation. Recertification required every three years (with 100 points for professionaldevelopment activities and experience from various categories). Cost: $250 (+ HST) NKE, $500 (+ HST) NPPA Administering organization: BC Human Resources Management Association (

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PROFESSIONAL DESIGNATIONS PHR (Professional in human resources), SPHR (Senior professional in human resources), GPHR (Global professional in human resources) PHR exam eligibility (as of May/June 2011 testing period): One year’s demonstrated professional HR experience with a 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 (as of May/June 2011 testing period): Four years’ demonstrated professional HR experience with master’s degree or higher, five years’ demonstrated professional HR experience with bachelor’s or seven years’ demonstrated professional HR experience with less than a bachelor’s Requirement for SPHR: Four-hour, 225-question multiplechoice exam GPHR exam eligibility: Two years’ demonstrated global professional HR experience with a master’s degree or higher, three years’ demonstrated professional HR experience (with two of the three being global HR experience) with a bachelor’s or four years’ demonstrated professional HR experience (with two of the four being global HR experience) with less than a bachelor’s. Requirement for GPHR: Three-hour, 165-question multiplechoice exam Certification exams occur twice a year (see website for dates and deadlines). Cost: 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 (


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International business CITP (Certified international trade professional) Requirements: Minimum one year professional internationaltrade experience. Completion of FITTskills program. 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. Cost: Varies Administering organization: Forum for International Trade Training ( Law B.C. practising lawyer Description: Membership in Law Society of British Columbia required for eligibility to practise law, with limited exceptions; for example, eligible lawyers from other Canadian provinces may practise in B.C. temporarily. Requirements: To become lawyer for first time, candidate completes Law Society’s admission program, which includes nine months’ articles in law firm or other legal workplace, 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. Cost: $2,800 (+ HST) to apply to become lawyer in B.C. for first time, $1,260 (+ HST) membership transfer from another

Canadian jurisdiction. $1,729 (+ HST) annual membership fee, pro-rated based on first call to bar. Administering organization: Law Society of British Columbia ( Management CIM (Certified in management), P.Mgr. (Professional manager), F.CIM (Chartered manager) Requirements for CIM: Completion (minimum grade of 60 per cent) of eight-subject study program in effective management: six mandatory and two option courses. The following courses are offered through universities and colleges affiliated with the Canadian Institute of Management or through distance education: introduction to management, which develops a basic understanding of the principles of management with emphasis on the practical application of business theory and concepts; managerial communications, examining communication theory and written and verbal communication skills; Canadian business law, providing overview of business law and basic legal terminology with emphasis on contract law and types and uses of contracts; managerial accounting, focusing on basic concepts and procedures of financial accounting for both internal and external reporting; managerial finance, providing understanding of financial function as it relates to business objectives, capital management and capital budgeting in short and long term; and strategic policy analysis, providing general management perspective in decision-making and analysis of general management problems. Courses on either organizational behaviour or human-resource management also taken. Option courses offered by local branch to meet local and regional needs. 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

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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 with municipal, governmental, charitable or private corporation or personal business. Requirements for F.CIM: Completion of advanced program beyond CIM program, through additional 12 advanced courses. Candidate who has already earned advanced-level, master’s or PhD degree in business or related area may apply for F.CIM on basis of academic standing. Cost: Varies Administering organization: Canadian Institute of Management ( 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). Cost: $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 ( through affiliate institutes MBA (Master of business administration) Requirements: Vary with degree-granting institution. General guidelines include four-year undergraduate degree with minimum B+ average, two years’ work experience, GMAT score above 550 and proficiency in English. Cost: Varies with institution Payroll PCP (Payroll compliance practitioner), CPM (Certified payroll manager) Description of PCP: Provides compliance knowledge required for implementing payroll policies and processes for annual payroll cycle, monitoring and executing 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 decisionmaking, supervision, resource management and integration of payroll perspective into organizational policy and strategy. Requirements for PCP: Four courses including payrollcompliance legislation, payroll fundamentals 1, introduction to accounting, and payroll fundamentals 2. Application for certification. Requirements for CPM: five courses including payrollmanagement processes, organizational behaviour management, managerial accounting, compensation and benefits management, and payroll-management practices.

Application for certification. Ongoing requirements: Membership in Canadian Payroll Association. Continuing professional-education credits earned annually (14 hours for PCP, 21 hours for CMP). Cost: $500 (+ HST) for online courses available through CPA. Classroom courses vary with institution.$165 (+ HST) annual membership Administering association: Canadian Payroll Association (www. Project management PMP (Project management professional) Description: Recognizes demonstrated knowledge and skill in leading and directing project teams and delivering results within schedule, budget and resources. Requirements: For candidate with high-school diploma or global equivalent, five 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: fourhour, 200-question multiple-choice exam. Cost: 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. CAPM (Certified associated in project management) Description: Recognizes demonstrated 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

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PROFESSIONAL DESIGNATIONS global equivalent, 1,500 hoursâ&#x20AC;&#x2122; project-management experience or 23 hoursâ&#x20AC;&#x2122; project-management education. Three-hour, 150-question multiple-choice exam. Cost: 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-SP (Project Management Institute scheduling professional) Description: Recognizes demonstrated knowledge and advanced expertise in specialized area of developing and maintaining project schedules. Requirements: For candidate with high-school diploma or global equivalent, 5,000 hoursâ&#x20AC;&#x2122; project risk-management experience and 40 hoursâ&#x20AC;&#x2122; project risk-management education. For candidate with bachelorâ&#x20AC;&#x2122;s degree or global equivalent, 3,500 hoursâ&#x20AC;&#x2122; project risk-management experience and 30 hoursâ&#x20AC;&#x2122; project risk-management education. For all candidates: 3.5-hour, 170-question multiple-choice exam. Cost: 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-RMP (Project Management Institute risk management professional) Description: Recognizes demonstrated knowledge and expertise in specialized area of assessing and identifying project risks while mitigating threats and capitalizing on opportunities.

Requirements: For candidate with high-school diploma or global equivalent, 4,500 hoursâ&#x20AC;&#x2122; project risk-management experience and 40 hoursâ&#x20AC;&#x2122; project risk-management education. For candidate with bachelorâ&#x20AC;&#x2122;s degree or global equivalent, 3,000 hoursâ&#x20AC;&#x2122; project risk-management experience and 30 hoursâ&#x20AC;&#x2122; project risk-management education. For all candidates: 3.5-hour, 170-question multiple-choice exam. Cost: 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. 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 yearsâ&#x20AC;&#x2122; project-management experience, seven yearsâ&#x20AC;&#x2122; program-management experience. For candidate with bachelorâ&#x20AC;&#x2122;s degree or global equivalent, four yearsâ&#x20AC;&#x2122; project-management experience, four yearsâ&#x20AC;&#x2122; program-management experience. For all candidates: passing of panel review on application; four-hour, 170-question multiple-choice exam; multi-rater assessment. 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.

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Real-estate appraisal AACI (Accredited appraiser Canadian Institute), CRA (Canadian residential appraiser) Description: The Appraisal Institute of Canada (AIC) grants two designations. AACI designates fully accredited membership in the institute and may be used by the holder in connection with the appraisal of a wide range of properties. CRA designates a member qualified in the appraisal and valuation of individual undeveloped residential dwelling sites and dwellings containing not more than four self-contained family housing units. The designations are the most highly regarded in the market and identify highly qualified persons who have completed AICâ&#x20AC;&#x2122;s rigorous education, experience and examination requirements. Requirements: The path to designation comprises a rigorous university-level educational program administered by the University of British Columbia as the partner of the Appraisal Institute of Canada â&#x20AC;&#x201C; British Columbia (AIC â&#x20AC;&#x201C; BC) partner; periods of experience under the mentorship of a fully designated member of the institute; and a written exam followed by an oral exam. The educational component also includes AICâ&#x20AC;&#x2122;s mandatory professional practice seminar and introductory â&#x20AC;&#x153;We Value Canadaâ&#x20AC;? online workshop. For details, see the â&#x20AC;&#x153;Path to Designationâ&#x20AC;? section of Cost: Varies Administering organization: Appraisal Institute of Canada â&#x20AC;&#x201C; British Columbia ( Sales and marketing CSP (Certified sales professional) Requirements: Minimum two yearsâ&#x20AC;&#x2122; verified sales experience; completion of education requirement demonstrating competence in consultative selling (attending Canadian Professional Sales Associationâ&#x20AC;&#x2122;s professional selling or strategic account management applies); completion of


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written and oral exams; and agreement to abide by CPSA Sales Institute Code of Ethics. Maintaining designation requires committing to 20 hoursâ&#x20AC;&#x2122; professional development annually and maintaining CPSA membership. Cost: $300â&#x20AC;&#x201C;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 received 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. Candidate builds solid career foundation and gains industry-specific credential that major retailers recognize nationwide. Topics: professionalism, customer service and sales, inventory, store appearance, security and safety, and communication. Requirements: Completion of Retail Sales Associate Workbook, passing of multiple-choice exam, passing of in-store evaluation conducted by the Corporate Research Group and logging of 600 hoursâ&#x20AC;&#x2122; on-job experience as retail sales associate. Cost: $300 (+ HST) Administering organization: Retail Council of Canada (www. CFLM (Certified retail first level manager) Description: Allows first-level managers to build sound business skills that help them achieve retail-career goals, including professionalism, communication, leadership, human resources, operations, marketing, sales, customer service, administration and planning. Requirements: Completion of First Level Manager Workbook,

passing of multiple-choice exam, passing of telephone interview conducted by the Corporate Research Group and logging of 1,500 hours or one year of on-job experience in retail. Cost: $400 (+ HST) Administering organization: Retail Council of Canada (www. SCPS (SMEI certified professional salesperson), CSE (Certified sales executive), CME (Certified marketing executive) Description: Sales & Marketing Executives International Inc., with support of its local chapter, SMEI Vancouver, offers these three designations. Designations are available world-wide. Requirements: Appropriate education and experience. Preparation for certification exams available through selfstudy and other options, including professional courses offered through Sauder School of Business at the University of British Columbia and the University of the Fraser Valley, Abbotsford. Cost: $595â&#x20AC;&#x201C;645 (+ HST) for members, $795â&#x20AC;&#x201C;845 (+ HST) for non-members. Costs include e-book or printed book, membership fee and exam fee. Visit or call 604-266-0090 for details. Administering organization: Sales & Marketing Executives International Inc. (SMEI Vancouver, Supply-chain management APICS CSCP (APICS certified supply chain professional) Description: The most widely recognized educational program to increase professionalsâ&#x20AC;&#x2122; 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

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knowledge necessary for understanding and managing integration and coordination 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 yearsâ&#x20AC;&#x2122; related business experience, bachelorâ&#x20AC;&#x2122;s degree or equivalent plus two yearsâ&#x20AC;&#x2122; related business experience or five yearsâ&#x20AC;&#x2122; related business experience. Requirements: Four-hour exam consisting of 175 multiplechoice questions (150 operational and 25 pre-test). The pre-test questions do not contribute to total score but are necessary for research purposes. Ongoing requirements: Designee must earn a total of 75 professional-development points within five years of receiving designation. Administering organization: APICS â&#x20AC;&#x201C; The Association for Operations Management ( 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. Ongoing requirements: Designee must earn a total of 75 professional-development points within five years of receiving designation. Administering organization: APICS â&#x20AC;&#x201C; The Association for Operations Management (

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PROFESSIONAL DESIGNATIONS CITT (Canadian Institute of Traffic and Transportation) Requirements: Minimum of grade 12 or equivalent work experience, completion of Canadian Institute of Traffic and Transportation program of study and five years’ work experience in supply chain and logistics. Standard full program consists of 10 courses, including two in logistics fundamentals (transportation systems and logistics processes), five in general business knowledge (selected from among business approach to writing; business law; business management; business strategy; financial management; introductory economics; marketing: an introduction; organizational behaviour; and risk assessment) and three in advanced logistics (integrated logistics, plus two from among logistics decision-modelling, transportation economics and transportation law). Exemptions and accelerated executive track available for qualifying candidates. Ongoing requirements: To maintain designation, professionals earn certification maintenance units (50 CMUs over a two-year cycle) by attending or presenting at seminars and workshops, teaching or attending formal courses, reading to stay current, writing on business or industry-related topics, participating in CITT activities, etc. Cost: Varies 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 British Columbia Institute of Technology Administering organization: Canadian Institute of Traffic and Transportation ( SCMP (Supply chain management professional) Description: Purchasing Management Association of Canada (PMAC) has replaced the CPP with the SCMP to position members for success in a changing marketplace and to ensure their recognition as pre-eminent authorities in strategic supply-chain management. The national standard for excellence in Canada, the designation is the most soughtafter achievement in the profession. The strategic supply chain management leadership program certifies that an SCMP has attained highest level of competence. Offered through PMAC and taught by distinguished academics and senior practitioners, it is designed to be taken over 36 months concurrently with full-time employment. Requirements: Business degree or diploma from Canadian university, college or technical institute. Other candidates must complete specific business courses at post-secondary institutions. Adherence to code of ethics. Successful completion of eight modules covering foundations of supply-chain management 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; supply chain management for the public sector; supply chain management for services, capital goods and major projects; and ethical behaviour and social responsibility. A week-long session in residence integrates knowledge from modules and workshops. Program includes final written exam. Minimum three years’ progressive supply-chain experience required. Ongoing requirements: Minimum of 30 credits achieved during rolling three-year maintenance period Cost: $15,000 (approximate over three years for SSCMLP, costs subject to HST) Administering organization: BC Institute of the Purchasing Management Association of Canada (


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) Technology AScT (Applied science technologist), CTech (Certified technician) Description: The Applied Science Technologists & Technicians (ASTTBC) of British Columbia 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 the 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 appliedscience technology disciplines in which ASTTBC currently certifies practitioners. Completion of two years’ experience in field of practice. 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 the 16 applied-science technology disciplines in which ASTTBC currently certifies practitioners. Completion of two years’ experience in field of practice. Experience must be reasonably current, progressive, accumulated and relevant to an approved discipline and supported by references. Cost: $225 (+ HST) application fee, $286 (+ HST) annual dues Administering organization: Applied Science Technologists & Technicians of British Columbia ( 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 Description of ITCP: Directed specifically to senior IT practitioners and academics who want to demonstrate that in addition to their 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 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. Cost: $250–288.75 (+ HST) application fee, $183.75–378 (+ HST) annual membership fee Administering organization: Canada’s Association of Information Technology Professionals ( Tourism CTC (Certified travel counsellor) Description: A professional credential based on ability to perform the knowledge and performance tasks required for meeting expectations for employment within the travel industry.

Requirements: Enrolment, passing of knowledge exam, minimum 1,000 hours’ recent and relevant work experience and completion of performance checklist and performance evaluation. Annual membership with CITC. Cost: $300 (+ HST), including enrolment, study guide, knowledge-exam prep guide, online knowledge exam and a performance evaluation. $100 (+ HST) annual membership. 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 (effective January 1, 2011): 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. Cost: $100 (+ HST) annual membership, program costs TBA Administering organization: Canadian Institute of Travel Counsellors ( E-merit professional certification: TCP (Tourism certified professional); TCS (Tourism certified supervisor); TCM (Tourism certified manager) Description: The pinnacle recognition in Canadian tourism is awarded to employees who demonstrate mastery of the required skills and meet the standards of their profession in practical job settings. Requirements: Passing of knowledge exam (100–125 questions depending on occupation); proof of work experience (three to four months for entry-level positions, up to two years for supervisory and managerial positions); performance evaluation, varying with occupation (mystery-guest observation, case study, interview for supervisory/ managerial positions). Cost: $315 (+ HST) TCP, $400 (+ HST) TCS, $680 (+ HST) TCM. Prices given are for individuals (retail). Corporate pricing also available. Administering organization: Canadian Tourism Human Resources Council. B.C. provider: go2 – The Resource for People in Tourism ( Workplace learning and performance; training and development CTDP (Certified training and development professional), CTP (Certified training practitioner) Description: CTDP and CTP are national standards for excellence in workplace learning and performance, stressing the roles of learning and training in 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 the theory and principles of facilitation and instruction, instructional design, needs/performance analysis and training evaluation. Submission of work project in one of the five competencies. Two professional references. Requirements for CTP: Knowledge exam on theories and principles of adult learning or facilitation and instruction. Submission of facilitation video or participation in live skilldemonstration. One reference validating skill in facilitation. Cost: Visit Administering organization: Canadian Society for Training & Development ( Ą

RIGHT COURSE—2011 BIV Magazines

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Earning credentials from home Athabasca University 1 University Drive, Athabasca, AB T9S 3A3 Contact : Contact through website Phone: 800-988-9041 Areas of study : Accounting, administration, arts and sciences, communications, economics, English, finance, humanresources management, computer science, information systems, legal studies, management science, marketing, languages (various), taxation. Full programs available in arts (master, post-bacc), business (DBA, MBA), counselling (master, bacc, post-bacc), distance education (doctor, master, post-bacc, health/nursing (master, post-master). See website for undergraduate programs. Prerequisites: Vary Cost : $158–1,594 (zero-to-nine–credit course) Web: British Columbia Institute of Technology Part-time Studies

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

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

Credit Institute of Canada Description: Thirteen short online modules give students

Centre for Advanced Management Education

6100 University Avenue, suite 3100, Halifax, NS B3H 3J5 Contact : Deborah McColl, admissions and registration co-ordinator Phone: 902-494-6391 Areas of study : MBA (financial services); MBA (natural resources); MPA (management); master of information management Prerequisites: Vary Cost : Varies Web: Emily Carr University of Art + Design 1399 Johnston Street, Vancouver, B.C. V6H 3R9 Contact : Ehren Seeland, coordinator of student recruitment, student services, Phone: 604-604-844-3897 Areas of study : Design, media arts, visual arts (full-time master of applied arts or the low residency master of applied arts programs) Prerequisite: Four-year bachelor’s degree 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 Cost : $23,884.40 for full-time program, $25,857.32 for lowresidency program. (Tuition fees are for 2010–11 and subject to change. Students may opt out of the health plan. Visit for details.) Web: College of the Rockies 2700 College Way, Cranbrook, B.C. V1C 5L7 Contact : Apply on line at or call student services at local 3243 for education advising. Phone: 877-489-2687 Areas of study : Accounting, marketing, general management, aboriginal financial management, bachelor of business administration degree in sustainable business practices. Prerequisites: Grade 12 graduation with C or better in math 11 and English 12 Cost : Tuition is $277.02 per course for most diploma-level courses. For MGMT 310, 410, 470, 480 and 490, tuition is $608.31 per course (plus text costs). Web:

competence in credit management. Multimedia lectures on line 24/7. Additional notes and reference materials. Continuous enrolment. Assessment through open-book assignments. Certificate of successful completion. Most popular on-demand webinars now available in archived version. CCP and ACI members earn 10 professionaldevelopment program (PDP) points for every session. Cost : $125 per four-week module, $45 per on-demand webinar in archived version Web:

EConcordia/Knowledge One 1250 Guy Street, suite 803, Montreal, QC H3H 2T4 Contact : Customer service Phone: 888-361-4949 or 514-848-8774 Areas of study : Arts and science, business, fine arts, international trade, management Prerequisites: Vary Cost : Varies (credit-course costs are same as Concordia tuition fees) Web:

Dalhousie University

Human Resources Professionals Association (HRPA) Description: Live and on-demand webinars available Cost : Varies (membership discount) Web:

Distance and Online Education

Halifax, NS B3H 3J5 Contact : Phone: 902-494-1622 Areas 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: Vary Cost : Varies Web:

iTunes U Queens University ( Description: Subscribe for public lectures, sports events or archival content and receive notification when new content is available. University of British Columbia ( Description: Engaging public lectures from some of UBC’s brightest minds. Innovative content produced by UBC

students in the faculty of land and food systems, school of journalism and more. Podcasts from UBC’s attractions such as the Museum of Anthropology and the Chan Centre for the Performing Arts. Kwantlen Polytechnic University 12666 72nd Avenue, Surrey, B.C. V3W 2M8 Contact : David W. Atkinson, president and vice-chancellor Phone: 604-599-2100 Areas of study : Business, social sciences, humanities, design, horticulture, community and health studies, science, mathematics and applied sciences, trades and technology, continuing studies, and academic and career advancement Prerequisites: Vary Cost : Varies Web: Langara College 100 West 49th Avenue, Vancouver, B.C. V5Y 2Z6 Contact : Ellen Hamer, business administration; Oren Lupo, project management (online and in-class); Monica Nolag, nutrition and food service management; Noel Genoway, recreation management Phone: 604-323-5511 Areas of study : Business; nutrition and food-service management (two-week residency); project management; recreation management (bachelor’s degree may require a residency) Prerequisites: Vary Cost : Varies Web: McGill University Occupational Health Sciences Purvis Hall, 1020 Pine Avenue Montreal, QC H3A 1A2 Contact : Kelly Murphy Phone: 514-398-6989 Areas of study : Sc applied Prerequisites: Baccalaureate, CPGA of 3.0 in last two years of

full-time studies Cost : Approximately $20,000 Web:

Memorial University of Newfoundland Distance Education and Learning Technologies

ED1033, St. John’s, NL A1B 3X8 Contact : Mark Collins, education marketing co-ordinator Phone: 866-435-1396 Areas of study: Arts (bachelor, various), business administration (bachelor, cert, diploma), education (master, various), maritime studies (bachelor), nursing (post-RN bachelor, master), technology (bachelor), various academic credit courses Prerequisites: Vary Cost : $255 course fee (+ $102 technology fee) for three-credit course Okanagan College Distance Education 1000 KLO Road, Kelowna, B.C. V1Y 4X8 Contact : Phone: 888-638-0058 Areas of study : Accounting, finance, management Prerequisites: Vary Cost : Varies Web:

BIV Magazines

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ONLINE & DISTANCE LEARNING Open Acadia Willett House, 38 Crowell Drive, Acadia University, Wolfville, NS Contact : Shawna Singleton, coordinator of undergraduate programs, Phone: 902-585-1434 Areas of study : Accounting, education, economics, management, marketing, various arts and science Prerequisites: Vary Cost : $779–1,558 (three to six credit hours) for undergraduates, $844–1,688 (three to six credit hours) for graduate students Web:

Simon Fraser University

University of Calgary

Segal Graduate School of Business

Continuing Education

500 Granville Street, Vancouver, B.C. V6C 1W6 Contact : Anne Laird Phone: 778-782-5256 Areas of study : Accounting, economics, quantitative business methods, management systems, marketing, finance, human resources/organizational behaviour Prerequisite: Non-business undergraduate degree with minimum CGPA of 2.5 (3.0 preferred) Cost : $14,000 (GDBA) Web:

Queens University 68 University Avenue, F100, Mackintosh-Corry Hall, Kingston, ON K7L 3N6 Contact : Bev King Phone: 613-533-2470 Areas of study : Undergraduate degree-credit courses in arts and sciences, commerce, economics Prerequisites: University-admission standards for part-time study; specific course prerequisites vary. Cost : $500 for one-term, three-unit course; $1,000 for twoterm, six-unit course Web:

Centre for Distance Education

Education Tower 202, 2500 University Drive NW, Calgary, AB T2N 1N4 Phone: 403-220-2866 Contact : Areas of study : Adult and community education; career and academic advising; e-learning; educational assistance; human-resource management; professional management; security management; teaching second languages; workplace learning Prerequisites: None Cost : $549 (average fee for non-degree credit course) Web:

1300 West Mall Centre, 8888 University Drive, Burnaby, B.C. V5A 1S6 Phone: 778-782-3524 Areas of study : Communications, criminology, education, English, gerontology, kinesiology and sustainable community development Prerequisite: Admission to SFU Cost : Varies Web: Thompson Rivers University Open Learning

Queens School of Business National executive MBA program

Goodes Hall, Queen’s University, 143 Union Street, Kingston, ON K7L 3N6 Contact : Phone: 888-393-2622 or 613-533-6811 Area of study : Executive MBA (national), a 15-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. Prerequisites: Criteria considered are management experience, letters of reference, previous academic experience, responses to essay questions and personal interview. Cost : $84,000 (all-inclusive) Web: Royal Roads University 2005 Sooke Road, Victoria, B.C. V9B 5Y2 Contact : Admission queries Phone: 877-778-6227 Areas of study : Business and management (MBA, B.Commerce, cert); communication (BA, MA, cert); conflict and disaster management (BA, MA); environment and sustainability (BSc, MSc, MA); leadership (MA); tourism and hospitality (BA, MA, cert); education studies (MA, cert); continuing education/ executive programs (various) Prerequisites: Vary (flexible) Cost: See Web: Ryerson University G. Raymond Chang School of Continuing Education

350 Victoria Street, Toronto, ON M5B 2K3 Contact : Phone: 416-979-5035 Areas of study : Accounting; business analysis; computer/ information technology; economics; finance and financial planning; hospitality/tourism; human resources; law; management; marketing; various arts, sciences and social sciences. Fifteen fully online certificate programs available (see website for details). Prerequisites: Vary Cost : Varies Web:


_Rightcourse 2011_00.1.indd 44

BC Centre for Open Learning, 4th floor, Box 3010, 900 McGill Road, Kamloops, B.C. V2C 5N3 Contact : Student services, Phone: 800-663-9711 Areas of study : Arts; business and management studies; education; general studies; health and human services; science; technology; tourism and consortium distance programs with Simon Fraser University, the University of Victoria and the University of British Columbia Prerequisites: Vary Cost : Varies Web: University Canada West 200 – 1111 Melville Street, Vancouver, B.C. V6E 3V6 Phone: 604-456-5810 Areas of study : Arts media and communications (BA); business administration (MBA); commerce, general studies (BA) Prerequisites: High-school diploma (college-transfer credits accepted, prior learning considered, scholarships available) Cost : $21,600–34,390 Web:

University of Guelph Office of Open Learning

160 Johnston Hall, Guelph, ON N1G 2W1 Phone: 519-767-5000 Contact : Learner services, Areas of study : Arts, business, environment, equine, food science, horticulture, hospitality, human-resource management, information management, MA (leadership), MBA Prerequisites: Vary Cost : Varies Web: University of Toronto School of Continuing Studies

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

University of British Columbia Office of Learning Technology

1961 East Mall, Vancouver, B.C. V6T 1Z4 Contact : Enrolment services Phone: 604-822-9836 Areas of study : 125 courses in 30 subject areas including civil engineering, English, fine arts, law, earth sciences, library sciences, life sciences and social sciences Prerequisites: Vary (candidate must be enrolled as UBC student) Cost : Varies Web: University of Victoria Division of Continuing Studies

PO Box 3030 Stn CSC, Victoria, B.C. V8W 3N6 Phone: 250-472-4747 Areas of study : Business and management; computing and technology; cultural-resource management; cultural resources and heritage; education; health and safety; humanities; public relations; sustainability and environment Prerequisites: Contact field of study. Cost : Contact field of study. Web:

200 University Avenue West, Waterloo, ON N2L 3G1 Contact : Phone: 519-888-4002 Areas of study : Accounting; business analysis; communication; human resources; leadership and management; productivity; project management; sales and marketing; writing Prerequisites: Vary Cost : Varies Web: Centre for Extended Learning

200 University Avenue West, Waterloo, ON N2L 3G1 Contact : Information and student services Phone: 519-888-4050 Areas of study : Select degrees, certificates and diplomas. Over 250 courses available on line in arts and business; economics; education; English; various language studies; various sciences; and other academics. Prerequisites: Vary (candidate must be enrolled as University of Waterloo student) Cost : Varies Web: Ą

BIV Magazines

12/18/10 9:32:27 AM


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

Leadership Learning That Works 604-944-0642 | Developing Leaders Since 1991 BIV Magazines

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

Adecco Employment Services Vancouver p: 604-669-1203 f: 604-682-3078 w: Industries served: All sectors Aerotek Richmond Chris Boyd (director of business operations) p: 604-244-1007 f: 604-244-7001 e: w: Industries served: All industries Ajilon Consulting Vancouver Chris Kuhnert (VP, western region) p: 604-689-8717 f: 604-629-1182 e: w: Industries served: Information technology Ajilon Finance Vancouver Kathy Gan (senior VP, Ajilon Finance ) p: 604-669-9096 f: 604-669-9196 e: w: Industries served: Finance, accounting, administrative and professional staff All Tech Vancouver Mark Strong (president) p: 604-739-1711 f: 604-555-1212 e: w: Industries served: Wireless/ data communications, electronics hardware and software, research and development, alternative energy, IT project and staff management and support personnel, sales executives Altitude Recruiting Vancouver Frank Power (president) p: 604-662-7773 e: w: Industries served: Financial, entertainment, gaming, software Andersen Ryce Staffing Inc Delta Geoff Whitehead (director) p: 604-946-2489 f: 604-719-1992 e: w: Industries served: High-technology Angus One Professional Recruitment and Templine Ltd Vancouver Sarah Angus (president); Andrew d’Eca (vice-president and general manager) p: 604-682-8367 f: 604-682-4664 e: w: Industries served: Smart, flexible staffing for all sectors, all industries.

Annex Consulting Group Inc Vancouver Stacey Cerniuk (president and CEO) p: 604-443-5036 f: 604-443-5037 e: w: Industries served: Annex provides IT consulting and recruitment services across all industries with 97% customer satisfaction rating AppleOne Employment Services Vancouver p: 604-638 -8051 f: 604-638-0144 e: w: Industries served: All sectors, all industries AppleOne/Accounting Advantage Vancouver Roma Strenja (regional manager) p: 604-638-8051 f: 604-638-0144 e: w: Industries served: Accounting and finance positions for all industries Aquent Vancouver Michelle Dunlea (area manager) p: 604-669-5600 f: 604-669-5665 w: Industries served: Various industries Arainn Consulting Inc Vancouver p: 604-304-4033 f: 604-304-4033 e: w: Industries served: Information technology sector BBW International Inc Vancouver Lois Jackalin (regional manager) p: 604-984-0352 f: 604-608-3510 e: w: Industries served: Meetings registration, experiential marketing, brand ambassadors, cash management Best Personnel Inc New Westminister Mary DuSault (president); Tania Nearing p: 604-522-4900 f: 604-522-4903 e: w: Industries served: All industries, primarily in construction, warehouse, restoration, office, and safety BeyondTech Solutions Inc Vancouver Stella Kuan (account manager) p: 604-433-0617 f: 604-433-0677 e: w: Industries served: IT recruitment services for private, public and government corporations BlackShire Recruiting Services Inc New Westminster Brian Allen (president) p: 604-517-3550 f: 604-526-1295 e: w: Industries served: Information technology


_Rightcourse 2011_00.1.indd 48

Bower Ng Staff Systems Inc Vancouver Jamesie Bower (president and recruitment specialist); Jen Seccombe (director and recruitment specialist) p: 604-688-8282 f: 604-669-9088 e: w: Industries served: General

Corporate Recruiters Ltd Vancouver Don Safnuk (president and CEO) p: 604-687-5993 f: 604-687-2427 e: w: Industries served: Information and communications technology, wireless, new media, cleantech, life sciences

Cadman Consulting Group Inc Vancouver Gary Cadman (president) p: 604-689-4345 f: 604-676-2458 e: w: Industries served: All industries requiring IT related services

CrossLink Consulting Richmond Amy Conrad (general manager) p: 604-689-0155 f: 866-819-6506 e: w: Industries served: Computer, finance

The Caldwell Partners International Vancouver John Wallace (president and CEO) p: 604-669-3550 f: 604-669-5095 e: w: Industries served: Natural resources, government, health care, academia, technology, family business Campbell Edgar Inc Vancouver Elaine Hay (president and founder) p: 604-321-8515 f: 604-321-8541 e: w:, www. Industries served: Canada’s retail recruitment specialist as well as administrative, sales, warehouse and light industrial placements Career Contacts/Employment Unlimited Vancouver Andrea Reid (president) p: 604-606-1831 f: 604-606-1638 e: w: Industries served: Various industries and sectors CareerPlan Personnel Institute Vancouver Melita Thornhill (president) p: 604-669-3535 f: 604-689-8622 e: w: Industries served: All sectors Caridin Consultants Ltd Vancouver Kim Kozak (partner); Kristy Kozak (partner) p: 604-688-7272 f: 604-688-3999 e: w: Industries served: All sectors in the Lower Mainland Chapman & Associates Vancouver Michael Palmer (partner); Bruce Machenzie (president) p: 604-682-7764 f: 604-682-8746 e: w: Industries served: Alternative energy, construction, bioscience, engineering, health care, high tech, manufacturing, mining, oil and gas, transportation

CTEW Executive Personnel Services Vancouver H. Lau (manager) p: 604-682-3218 e: w: Industries served: All industry sectors David Aplin Recruiting Vancouver John Perry (vice-president, Vancouver region) p: 604-648-2799 f: 604-648-2787 e: w: Industries served: Accounting, finance, sales, marketing, IT, engineering, office personnel, industrial, supply chain, HR and legal David Warwick Kennedy & Associates Vancouver David Kennedy (consultant) p: 604-685-9494 f: 604-535-6616 e: w: Industries served: Forestry, mining, technology, tourism, agriculture, real estate and distribution Dental-Aid Personnel West Vancouver Janet Chung (owner) p: 604-524-3904 f: 877-238-3198 e: w: Industries served: Dental Descheneaux Insurance Recruiters Ltd Vancouver Pat Descheneaux (president) p: 604-669-9787 f: 604-688-2130 e: w: Industries served: Insurance, property and casualty Design Group Staffing Inc Vancouver Kristina Morse (branch manager) p: 604-683-6400 f: 604-669-3540 e: w: Industries served: Construction, EPC, manufacturing, architectural, industrial, operations, consulting, environmental, resources, engineering consulting

BIV Magazines

12/18/10 9:32:31 AM

Douglas College Co-operative Education Program New Westminster Dana Wakabayashi p: 604-527-5100 f: 604-527-5629 e: w: Industries served: Accounting, computer information systems, marketing commerce, business management, arts and science Drake International Vancouver Geri Kikot (branch manager) p: 604-601-2800 f: 604-682-8523 e: w: Industries served: All sectors Dulay Burke Financial Recruitment Vancouver Sam Dulay; Tina Burke p: 604-692-2572 f: 604-692-2574 e: w: Industries served: All sectors

Find A Sales Pro Vancouver Linda Fontana (president); Gary Schnell (senior partner); Jacquie Coulter (director of recruitment) p: 604-484-0928 f: 604-484-0932 e: w: Industries served: Manufacturing and service sectors Fusion Recruitment Group Vancouver Allan Welyk (president and managing partner) p: 604-678-5627 f: 604-669-6047 e: w: Industries served: All sectors Future Works Training Inc Vancouver Dorothy Keenan (owner) p: 604-684-4176 f: 604-684-4195 e: w: Industries served: High tech, biotechnology, positions using science, engineering and IT skills

Eagle Professional Resources Inc Vancouver Cindy Hogan (account manager) p: 604-899-1130 f: 604-899-1150 e: w: Industries served: Professional staffing services for IT and finance and accounting

Futurestep Vancouver Samantha Duncan (senior consultant) p: 604-609-5140 f: 604-684-1884 e: w: Industries served: All

Effective Placement Inc Surrey Marie-Helene Sakowski (principal) p: 604-341-1053 e: w: Industries served: Mining and industrial Eva Lee and Associates Recruitment Ltd Vancouver Eva Lee (president) p: 604-608-0988 f: 604-608-0918 e: w: Industries served: Law, human resources, accounting, administrative, marketing, information technology Executive Waiter Resources Inc Vancouver Chris Monk (president) p: 604-689-0640 f: 604-689-3670 e: w: Industries served: Hospitality Expert Recruiters Vancouver Darcia Bower (managing director) p: 604-689-3600 f: 604-689-7541 e: w: Industries served: All sectors: health care, construction, real estate, financial, nonprofit, technology, engineering, consulting, government marketing, legal, mining

Galt Global Recruiting Vancouver Leslie Meingast (president and CEO); Deborah Kitson (principal consultant) p: 604-685-0609 f: 604-688-5636 e: w: Industries served: Biotechnology, human resources, high technology and all sectors Globaltech Recruiting Inc West Vancouver Carene Morton (president) p: 604-913-0006 f: 604-913-0014 e: w: Industries served: Corporate, government, software development, high-tech, mining GO Recruitment Vancouver Raymond To; Anna Shojania; Luciano Anjos (partner); Stephanie Farenhorst (consultant); Maryann Boychuk (partner); Catherine Jagger (practice leader, accounting and finance); Simon Wilson (recruitment consultant) p: 604-871-4166 f: 604-871-4168 e: w: Industries served: Small to medium-sized knowledge-based companies and organizations in software, clean-tech,manufacturing, education and health care

Goldbeck Recruiting Inc Vancouver Henry Goldbeck (owner) p: 604-684-1428 f: 604-684-1429 e: w: Industries served: Executive search and job placement of professionals in sales, marketing, engineering, manufacturing, production, industrial, operations, life sciences, pharmaceutical and biotech in Western Canada GS Lerick & Associates Vancouver Barb Anderson (president) p: 604-684-6667 f: 604-684-8635 e: w: Industries served: Property management (all levels), accounting, administration in various industries Hadfield HR Vancouver Gayle Hadfield (principal) p: 604-731-1237 f: 604-734-0186 e: w: Industries served: Non-profits; small and medium sized profit organizations including supporting internal HR teams Hays â&#x20AC;&#x201C; Recruiting Experts Worldwide Vancouver Jackie Burns (regional vice-president, Western Canada) p: 604-648-4297 f: 604-648-0588 e: w: Industries served: Accounting and finance, construction and property, mining, HR, IT, office support, sales and marketing Holloway Schulz & Partners Vancouver Satinder Grewal (branch manager) p: 604-688-9595 f: 604-688-3608 e: w: Industries served: Accounting, finance, IT, high-tech, sales, marketing, operations, logistics management, manufacturing, technical, human resources, engineering Hunt Personnel/Temporarily Yours Vancouver Isabelle Colborne (president) p: 604-688-2555 f: 604-688-6437 e: w: Industries served: All private-sector industries, BC provincial and federal government ministries, professional and non-profit organizations Ian Martin Ltd Vancouver Alma Cervas (branch manager) p: 604-637-1400 f: 604-685-1425 e: w: Industries served: Engineering and technical

INTEQNA Vancouver Cathy Lewis (practice leader) p: 604-683-6400 f: 604-683-6440 e: w: Industries served: Information technology, finance and accounting, sales, human resources and operations IS2 Staffing Services Delta Marie Ausmus p: 604-940-8880 f: 604-940-8873 e: w: Industries served: Construction, nursery and greenhouse, warehousing, distribution, manufacturing, oil and gas IT MindFinders Search Consultants Inc West Vancouver Wendy Melvin (president); Janis Strathearn (associate consultant) p: 604-925-8324 e: w: Industries served: Software firms, professional services/consulting firms, financial sector, services industries J Ross Recruiters Vancouver Rob Fisher (principal) p: 604-268-6202 f: 604-676-2799 e: w: Industries served: Retail and hospitality Jacobsen Secretarial Services Surrey Kirk Jacobsen (managing Partner); Renee Jacobsen (managing Partner) p: 604-930-9386 f: 604-930-9387 e: w: Industries served: Legal support staff, general secretarial, managment, accounting, administration, sales James Seidel & Associates Inc Kelowna James Seidel (owner) p: 250-215-5539 e: w: Industries served: High tech, private and public sector I/T and select professional search Janet David & Associates Inc Vancouver Janet David (principal) p: 604-688-6192 f: 604-684-6024 e: w: Industries served: Private and public sectors, family- owned businesses, education, health






  BIV Magazines

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

Medi-Office Services North Vancouver Sally Roth (president) p: 604-924-1137 f: 604-924-1138 e: w: Industries served: Medical: offices, clinics, hospitals

Kelly Services (Canada) Ltd Vancouver Shannon Brown (branch manager) p: 604-669-1236 f: 604-669-1270 e: w: Industries served: Professional and financial services, property management, real estate, contact centre, mining and other areas Korn/Ferry International Vancouver Vancouver Kevin McBurney p: 604-684-1834 f: 604-684-1884 w: Industries served: All sectors

Mercer Bradley Inc Vancouver Cliff Kanto (managing director) p: 778-331-7570 f: 778-331-7578 e: w: Industries served: Accounting and finance Miles Employment Group Ltd Vancouver Sandra Miles (president and CEO) p: 604-694-2500 f: 604-694-2511 e: w: Industries served: All sectors

Legal Freelance Centre Vancouver Betty Garbutt p: 604-689-5476 f: 604-689-5171 e: w: Industries served: Legal

MindField RPO Group Inc Vancouver Cameron Laker (CEO) p: 604-899-4473 f: 866-488-7832 e: w: Industries served: Multi-location retail organizations across Canada

Lock Search Group Vancouver Frank Joe; Dan Oâ&#x20AC;&#x2122;day; Jeff Danis p: 604-669-8806 f: 604-669-5385 e: w: Industries served: Marketing, HR, medical, dental, industrial, logistics, B2B, IT, retail, finance, tourism, hospitality, CPG Manpower Vancouver Susan Wright-Boucher (regional director); Joan Page (manager, Vancouver metro market) p: 604-682-1651 f: 604-669-5397 e: w: Industries served: Finance, insurance, business services, logistics Maxim Professional Vancouver Bruce Unal (managing director) p: 604-488-1500 f: 604-488-1510 e: w: Industries served: Engineering, construction, architecture, mining, oil and gas, administration, accounting, legal, sales and marketing, IT and operations McNeill Nakamoto Recruitment Group Vancouver Sarah McNeill (chief acceleration officer); Cheryl Nakamoto (chief people progress potential officer) p: 604-662-8967 f: 604-662-8927 e: w: Industries served: Finance and insurance, accounting and administration, human resources and operations, marketing and sales, technology

Mountaincrest Personnel Inc Burnaby Harvey Fishman (technical recruiter, sales representative) p: 604-421-3807 f: 604-421-3808 e: w: Industries served: Engineering, high tech, manufacturing, trade personnel, IT Moxon Personnel Ltd Vancouver Ben Moxon (president) p: 604-688-5100 f: 604-738-7134 e: w: Industries served: Accounting Munday Recruiting and Consulting Vancouver Colleen Noyes (president) p: 604-681-5424 f: 866-405-1632 e: w: Industries served: Property managers, resident managers, building and facilities personnel Nasco Staffing Solutions Vancouver David James (director) p: 604-683-2512 f: 604-683-2512 e: w: Industries served: Conferences, events, production, venues, promotions, food and beverage, construction and general labour

Odgers Berndtson Vancouver Ken Werker (managing partner) p: 604-685-0261 f: 604-684-7988 e: w: Industries served: All industries Olidan Search Partners Inc Vancouver Alex Kahng (managing partner) p: 604-683-1705 f: 604-687-1327 e: w: Industries served: All sectors with particular strength in real estate, mining and high tech

Placement Group Vancouver Annemarie Chapman (branch manager) p: 604-689-7717 f: 604-683-6440 e: w: Industries served: All sectors

Open Door Group Vancouver Alona Puehse p: 604-734-0777 f: 604-734-0779 e: w: Industries served: Customer service, retail, office (clerical/ admin), warehousing, production, hospitality, volunteer.

Premium Staffing Solutions Vancouver Brad Bates (owner) p: 604-602-9193 f: 604-734-8999 e: w: Industries served: Professional services, high-tech, engineering, manufacturing, mining, construction, hospitality, health

P3 Resources Ltd Vancouver Pomponia Martinez (president) p: 604-681-6641 f: 604-630-8844 e: w: Industries served: Government, telecommunications, IT and high-tech, banking Pan-Pacific Personnel Inc Vancouver Miyuki Ishizaki (president) p: 604-801-7407 f: 604-676-2530 e: w: Industries served: Internationally focused organizations such as businesses that serve the Pacific Rim market Paquette Personnel Vancouver Diane Paquette (consultant); Irene McTavish p: 604-688-7266 f: 604-669-5385 e: w: Industries served: All industries Paragon Personnel Ltd Burnaby Ed Carmona p: 604-298-6633 f: 604-298-6655 e: w: Industries served: Families and individuals (seniors), domestic workers. People First Solutions Inc Vancouver Bob Murray p: 604-684-2288 f: 604-684-2265 e: w: Industries served: All sectors


Pinton Forrest & Madden Vancouver Casey Forrest (partner); George Madden (partner) p: 604-689-9970 f: 604-689-9943 e: w: Industries served: Generalist covering the private, public and not-for-profit sectors

Randstad Vancouver Emilie McIver (branch manager, Vancouver); Lorraine Novak (market manager) p: 604-408-2772 f: 604-408-2792 e: w: Industries served: Professional accounting and finance administration call centre and customer service light industrial Randstad Engineering Vancouver Ian McDougall (branch manager) p: 604-915-9333 f: 604-915-9339 w: Industries served: Engineering, manufacturing and logistics Robert Half International Vancouver Gena Griffin (regional vice-president) p: 604-688-7572 f: 604-687-7533 e: w: Industries served: Accounting, finance, administration and IT across all industries. Robert Half International (Burnaby-Richmond) Burnaby Gena Griffin (regional vice-president) p: 604-638-0409 f: 604-639-3533 e: w: Industries served: Accounting, finance, IT and administration across all industries.



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Only companies that responded to requests for information are listed

Robert Half International (Fraser Valley) Surrey Gena Griffin (regional vice-president) p: 604-581-6636 f: 604-581-4225 e: w: Industries served: Accounting, finance, technology and administration across all industries. Rossi and Associates Inc Vancouver Donna Rossi (president) p: 604-683-3755 f: 604-685-1520 e: w: Industries served: All business to business sectors Sales Talent Agency Vancouver Jamie Scarborough (owner) p: 604-506-1777 e: w: Industries served: Focus on B2B sales professionals from all industries Sapphire Canada, a division of Randstad Interim Inc Vancouver Mike Cvitkovich (branch manager, Vancouver); Molly Huber (vice-president, Western Canada) p: 604-687-5919 f: 604-687-5397 e: w: Industries served: Information technology SearchWest Inc Burnaby Jeff Abram (president) p: 604-684-4237 f: 604-684-4240 e: w: Industries served: Sales, marketing and operations, mid to senior level professionals Spherion Staffing Solutions Richmond Sylvia Schmidt (branch manager) p: 604-273-1440 f: 604-273-4042 e: w: Industries served: Manufacturing, distribution, customer service, contact centre, administrative, clerical, accounting, finance, sales and marketing, engineering. Summit Search Group BC Inc Vancouver Chad Rutherford (owner, managing partner); David Litherland p: 604-684-2784 f: 604-684-3784 e: w: Industries served: Sales, marketing, insurance, industrial, consumer packaged goods, HR, finance, IT, high tech, telecom, alcohol beverage, operations Swim Recruiting Vancouver Simon Wood (president and CEO); Bodil Geyer (COO); Trevor Pidcock (team lead, recruitment) p: 604-689-7946 f: 604-689-7950 e: w: Industries served: High tech, biotech, engineering, banking and finance, public sector, mining, logistics and forestry

Target Professionals Hospitality Recruiting Port Coquitlam Colleen Gillis (sales and recruitment) p: 604-552-2377 f: 604-357-1130 e: w: Industries served: Hospitality recruitment for executives/management in BC and Alberta: restaurant, hotel, resort, casino, suppliers, etc. TCA Recruitment Group Inc Vancouver Tanya Cloete (president) p: 604-691-1770 f: 604-476-0149 e: w: 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 Richmond Damon Harbert (director of business operations) p: 604-232-2570 f: 604-244-7092 e: w: Industries served: All industries The 500 Staffing Inc Vancouver Alma Cervas (branch manager) p: 604-685-1400 f: 604-685-1425 e: w: Industries served: Administrative, insurance, legal, technical, accounting and finance. The 500 Staffing Inc Victoria Norma McCrea (branch manager) p: 250-412-0841 f: 250-412-0857 e: w: Industries served: Administrative, insurance, legal, technical, accounting, finance, engineering, technical The Counsel Network Vancouver Warren Smith (managing director) p: 604-643-1755 f: 800-469-2233 e: w: Industries served: Law firms, corporations The Personnel Department Vancouver Leslie Meingast (president and CEO) p: 604-685-3530 f: 604-689-5981 e: w: Industries served: All sectors The Right Fit Staffing Solutions Inc Surrey Jay Myshkowsky (president); Kiven Wenman (vice-president, sales) p: 604-582-5627 f: 866-514-3074 e: w: Industries served: All sectors

Titan Recruitment Solutions Vancouver Bryce Stacey (managing partner); Ken Hicks (managing partner) p: 604-687-6785 f: 604-687-6786 e: w: Industries served: Manufacturing and operations, finance, sales and marketing Top Guns For Hire Burnaby Dave Casey (president) p: 604-689-8367 f: 604-689-0639 e: w: Industries served: Staffing for print, copy, digital and web industries Total Staffing Solutions Ltd Vancouver Tracy Dallas (general manager) p: 604-687-6756 f: 604-687-6786 e: w: Industries served: All sectors TRS Contract Consulting Group Vancouver Mike Brittain (managing partner) p: 604-687-6795 f: 604-687-6786 e: w: Industries served: Government, insurance, natual resouces, education and hightech True North Recruitment and Placement Services Ltd Richmond Nestor Diamzon (general manager) p: 604-307-4207 f: 604-207 0895 e: w: Industries served: Food service industry hotel and restaurant industry retail industry U-MAN Recruitment & Assessment Services Inc. Burnaby Wendy Smith (general manager); Lewis Taylor; Lorraine Taylor p: 604-568-7442 f: 604-568-7448 e: w: Industries served: Manufacturing, industrial, finance VanJobs Vancouver Mark Strong (president) p: 604-739-1711 e: w: Industries served: R&D and IT specialists and their associated support and sub domain in development, support and C level leadership

Waterhouse Executive Search Ltd Vancouver Grant Smith (senior partner) p: 604-806-7715 e: w: Industries served: All industry sectors West Pacific Consulting Group (WPCG) Burnaby Feras Elkhalil (director, IT division); Jeremy Tiffin (director, finance and professional division); Lloyd Kinney (director of operations) p: 604-294-1200 f: 604-294-1242 e: w: Industries served: Information technology, finance and supply chain management Western Management Consultants/ Western Compensation and Benefits Consultants Vancouver Don Sherritt (managing director) p: 604-687-0391 f: 604-687-2315 e: w: Industries served: Various sectors Whistler’s Personnel Solutions Whistler Sabine Bell (general manager and owner) p: 604-932-4832 f: 604-932-4622 e: w: Industries served: All industries in the Sea to Sky Corridor (Pemberton, Whistler and Squamish) Wood West & Associates Inc Vancouver Bal Gill (president); Fred West (recruitment executive) p: 604-682-3141 f: 604-688-5749 e: w: Industries served: Civil infrastructure, mining, environmental science, structural, mechanical, electrical engineering, and construction ZSA Legal Recruitment Vancouver Stephanie Hacksel (managing consultant); Siobhan Rea (managing consultant) p: 604-681-0706 f: 604-681-0566 e: w: Industries served: Law firms and companies Ą 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

Vantage Resourcing Vancouver Sheila Carney (president) p: 604-739-3159 f: 604-739-3159 e: w: Industries served: Accounting, finance and human resources Vertical Bridge Corporate Consulting Inc Vancouver Sandra Reder (president and founder) p: 604-682-2262 f: 604-687-1327 e: w: Industries served: Private and public sector as well as not-for-profit

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12/21/10 12:21:12 PM



A new dimension MBA program offers integrated curriculum and global perspective


obert H. Lee Graduate School at the Sauder School of Business, University of British Columbia, offers an intensive 16-month full-time MBA and a 28-month part-time MBA. AACSB and EQUIS-accredited, Sauderâ&#x20AC;&#x2122;s MBA program ranks among the worldâ&#x20AC;&#x2122;s top 100 (and among Forbesâ&#x20AC;&#x2122; top 10 international two-year MBAs). Sauder is recognized globally for contributions to managerial practice through innovative research and teaching. This leading academic business school ranks first in Canada in the Social Science Research Networkâ&#x20AC;&#x2122;s all-time â&#x20AC;&#x153;Top International Business Schoolsâ&#x20AC;? measure. 5IF.#"QSPHSBN The integrated core covers finance, marketing, accounting, human resources, statistics, managerial economics, ethics, law, supply chain and information systems, teaching collaboration and leadership. .#")PVTFBOFXSFTJEFODF The new MBA House offers a collegial, intellectual environment with furnished single and double suites with kitchens, a library, a cafĂŠ, a lounge and more. 4QFDJBMJ[BUJPO GPSGVMMUJNFQSPHSBN

The student specializes in entrepreneurship, finance, information-technology management, marketing, organizational behaviour and human resources, strategic management, supply-chain management or sustainability. Ten optional sub-specializations include accounting, business-intelligence systems and international business. A combined MBA/CMA option is available. 4VTUBJOBCJMJUZBOECVTJOFTT The MBA program in sustainability trains managers to meet scrutiny and show business leadership. Students learn environmental economics, sustainable development and corporate social responsibility. Required modules range from cost-benefit analysis to business ethics to global environmental issues. Electives let students pursue areas such as non-profit 52


management, environmental marketing and social entrepreneurship. *OUFSOTIJQT GVMMUJNF  JOEVTUSZQSPKFDUT GVMMQBSUUJNF

The student gains direct experience from internships and industry projects, one of which is required for graduation. They are supervised by faculty advisers. $BSFFSEFWFMPQNFOUQSPHSBN Seminars, guest presentations, discussion groups, career coaching and self-directed activities teach presentation skills, dining etiquette, networking, work-life balance, salary negotiation, project management, resumĂŠ-writing and interviewing. *OUFSOBUJPOBMFYDIBOHF Sauderâ&#x20AC;&#x2122;s extensive optional international exchange program has agreements with 31 leading business schools in 24 countries. $PTUTBQQMJDBUJPOEFBEMJOFT Cost for the 15-month full-time and the 28-month part-time program: $40,541. Application deadlines for full-time program (starting August each year): December 15, February 28 and April 30. Application deadline for part-time program (starting January): September 30. )FBMUIDBSFGPDVT The executive MBA in health care is for senior managers from all health sectors

with at least eight yearsâ&#x20AC;&#x2122; experience, including administrators and physicians, as well as health-industry specialists in government, management, pharmacy, biotechnology and research. The 15-month part-time program applies managerial and leadership fundamentals to health care. It gives students adaptable business education in health-care economics, financial management, operations and logistics, and leadership and change management. %JSFDUFOUSZNBTUFS The one-year master of management provides a general foundation in business and management. It is ideal for fourth-year students and recent university graduates from non-business programs, candidates with limited work experience and people seeking quick advancement into entrylevel management. Cost: $24,776. /FXFYFDVUJWFFEVDBUJPO TBMFTQSPHSBNT Two new executive-development sales certificate programs address the growing demand for effective sales leaders and sales managers in B.C. The certificate in sales leadership and certificate in sales management were developed in collaboration with the BC Innovation Council. Both offer focused education for those in senior sales roles in fast-paced industries. Ä&#x201E; Source: The University of British Columbia

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Launching careers and new ventures Innovative graduate business options 4'6.#"BU4FHBM(SBEVBUF4DIPPM The full-time MBA at Simon Fraser University Business targets students with non-business undergraduate degrees and limited business experience. The program’s rigorous academic curriculum packs 18 months of studies into 12. The rewards: extensive career-management programming, a three to eight-month internship and a quick return to work with a full appreciation of what it takes to succeed in a challenging, fast-paced environment. Students in the program come from a wide range of areas such as kinesiology, psychology, chemistry, engineering, education, medicine, music, biology and mathematics. In-class discussions incorporate broad perspectives as they focus on business issues. Tuition: $27,000, the same as when the program launched in 2007. Application deadline: April 1, 2011, for September start. &YFDVUJWF.#" &.#"

The executive MBA at SFU Business, established in 1968 as the first of its kind in Canada, compresses a two-year academic curriculum into just 19 months of classes, held Fridays and Saturdays every other week. The program appeals to senior managers with the experience and commitment to move into executive and other leadership positions. The in-depth program develops skills and core capabilities in strategic analysis, change management and leadership via a global perspective. Professors bring world-class academic credentials and industry experience. Tuition: $47,500, including hotel stays Friday nights. Application deadline: April 1, 2011, for September start. 4QFDJBMJ[BUJPO SFU Business is well known for specializations in industry-specific graduate business programs. The MBA in management of technology (MOT) educates emerging leaders in the business of technology or biotechnology.


This popular program targets students with scientific or technical backgrounds who want to transfer into management or managers who want to signal their readiness for additional responsibilities. Professors are selected for direct experience and/ or research in these sectors. The program is part time, Monday and Wednesday evenings, for 24 months. Tuition: $31,000. Application deadline: April 1, 2011, for September start. The master of financial risk management (MFRM) program was designed in response to the demand for professionals to manage financial and non-financial risk for firms operating in the global business arena. With a strong core of foundational courses, the curriculum comes in two streams: quantitative risk management and wealth management. Students graduate with an MFRM degree. As added value, they gain practical experience managing the $9-million SIAS student endowment fund, a diversified portfolio that is globally invested

across equities and fixed income. The program is full time, for 12 months. Tuition: $25,605. Application deadline: April 1, 2011, for September start. 0OMJOFHSBEVBUFCVTJOFTTQSPHSBN The graduate diploma in business administration is an online program designed for people with non-business undergraduate degrees who recognize that better grounding in business fundamentals will improve their career prospects. It is also a stepping-stone to SFU’s MBA programs. Students can complete the program full time in 12 months, but most do it while they work and continue to earn while they learn. Tuition: $14,000. The program has three intakes per year. Application deadlines: March 1, 2011, for May 2011 start; July 1, 2011, for September 2011 start; and November 1, 2011, for January 2012 start. Ą Source: SFU Business BIV Magazines

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Boutique MBA Specializations in entrepreneurship, international business and service management


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

6OJRVFTQFDJBMJ[BUJPOT UVicâ&#x20AC;&#x2122;s three unique specializations give students the knowledge to start, grow or internationalize their businesses. In entrepreneurship, the student develops expertise in launching a new business. Classes focus on 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 by addressing service businesses as systems and linking the functions of marketing, operations, human resources and technology. Finally, students can choose to immerse themselves in a global context. The international business specialization explores the internationalization of firms, covering issues of export, proceeding through those important to international firms and moving on to concerns relating to multinationals. 6OJRVFGFBUVSFT Three unique features of the UVic MBA are the integrative management exercises (IMEs), the executive mentor program and co-operative education. The IMEs consist of two consulting projects in which all students work in teams for a local company, taking a week to do intensive research and 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 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 valuable work experience and develop new perspectives about business in this interactive educational experience. 'MFYJCJMJUZEBZUJNFPSFWFOJOHDMBTTFT The UVic MBA daytime class is designed for completion in just 17 months. UVic meets the needs of working professionals by offering an evening MBA as well. Over 29 to 33 months, the student can work full time and complete his or her MBA in the evening. The program offers all the features of the daytime program but is spread out over a longer period. $PTUTBOEEFBEMJOFT The total cost of the MBA program (including tuition fees, MBA fees and the cost of the international IME) is $30,000, paid in six instalments (daytime program) or nine (evening) over the course of the program. Application deadline: March 31, 2010.

%PVCMFEFHSFFT 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 engineering allows for an MBA+MEng, while one with the faculty of computer science lets the student achieve an MBA+MSc. Ä&#x201E; For more information, visit www.gustavson. Source: The University of Victoria

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Best of all worlds The TRU School of Business and Economics MBA program


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

(MPCBMGPDVT Courses are taught with a strong international focus. The TRU MBA is an excellent choice for international students. Everyone can expect to collaborate and network with students from around the world, forming real international connections. International students make up nearly 20 per cent of TRUâ&#x20AC;&#x2122;s undergraduate student population and 60 per cent of the MBA participants. Each graduate leaves the program with a high degree of understanding of the cultures and business practices found around the world and a true empathy for all participants in our rapidly globalizing economy. .PSFUIBOMFDUVSFT TRU emphasizes the application of technology in business organizations. To develop studentsâ&#x20AC;&#x2122; abilities and decision-making skills more fully, the program also makes considerable use of the case approach along with business simulations, company visits, guest presentations and consulting projects. Social events and business competitions enhance classroom experiences. -FBSOBOEMJWFPODBNQVT The program is housed in TRUâ&#x20AC;&#x2122;s International Building. This facility has large tiered lecture



theatres that offer full audiovisual support for the case approach, two 30-seat computer labs and a number of smaller breakout rooms for group work. The building is equipped with a wireless network to support laptop computers throughout. A new 11-storey residence is within a short walk of the International Building and food services, giving students safe, modern and 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. -BEEFSGSPNVOEFSHSBEVBUFTUVEJFT Graduates of the TRU bachelor of business administration, TRU open learning bachelor of commerce and TRU bachelor of tourism management or equivalent programs will generally complete all 12 TRU

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

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MBA designed for people with experience Convenient online learning, face-to-face on-campus residencies


ou want to further your business education, continue to work and have a life. Royal Roads University has specifically designed its MBA program for experienced professionals who want to take their careers to the next level. The 18-month program balances the convenience of online distance learning with short, dynamic on-campus residencies so students can continue to work while they study: a valuable asset in today’s challenging economy. The program particularly suits those who want to become accountable and responsible managers with greater insight into their organizations, work more effectively with others and develop the skills to execute strategies for success. “Our MBA program aims to help students develop business acumen, sharpen leadership skills and gain a stronger understanding of the profound relationships between management, society and the environment,” says Pedro Márquez, dean, faculty of management. “That’s the driving force behind our MBA program.” At the core of the program is the recognition that advanced business skills mean a greater capacity to collaborate and communicate with others as well as a stronger sense of responsibility and sustainability. “My intention going into the MBA program was to get a better understanding of who I was and how I was going to be in the world,” 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 business in line with my values. I could bring my authentic self to my work.” Faculty at RRU have academic 56



credentials and real-world experience in management and industry. This ensures that program content is relevant and timely and responds to the market. RRU collaborates with industry experts to create an environment that mirrors the complexities of today’s business realities. In the capstone organizational management 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 graduate in management consulting. “It was an intense learning process, and the strategic

business plan I developed added value to the company I now work for.” RRU offers MBA programs in humanresources management and executive management. Executive management offers one specialization in management consulting. The next MBA program starts August 1, 2011. Application deadline is June 30, 2011. For more information, contact an enrolment adviser at 877-778-6227, email learn. or visit www.royalroads. ca. Ą Source: Royal Roads University

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


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


ancouver Island University provides a strong international context and grounding in key business disciplines within its MBA/master of science in international business (MScIB) dual degree. New facilities are complete with graduate student lounge, full wireless access and plug-ins for laptops in all classrooms. A new finance option is now available for students interested in financial services.

%JWFSTJUZ 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 completing the program, earns both a Canadian and a British degree. The student body is moreover diverse in ethnicity and background. The MBA class of 2009–10 featured students from 24 different countries and a range of academic and work backgrounds. *OUFSOTIJQ An internship is integrated with an applied business project. The student works for a business and completes a project relating to this business. Internships may be completed in Canada or elsewhere. An international student may do a Canadian internship to obtain Canadian work experience, while a Canadian student might work overseas. Internships can be at large businesses, small businesses or non-profits or on special projects. Recent examples: internships at Lafarge Canada, the Aklavik Community Economic Sustainable Development Plan and the Ghana Canada Partnership for Environmental Education. 5IF.#"QSPHSBN The program consists of four parts. For the student without a business degree, an eight-week foundation program introduces business disciplines and readies the student to take on the main program. The core program runs over two regular university terms, plus one seven-week 58

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integrated internship and applied business project supported by three full-time co-ordinators dedicated to ensuring that students obtain quality placements. A new finance option allows the student to substitute two additional finance courses instead of completing the project.


term, for a total of 10 months of classroom training. This provides students with a strong foundation in key business disciplines, with an international and strategic focus. Students obtain the skills necessary for their 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

$PTUTBQQMJDBUJPOEFBEMJOFT Tuition (Canadian students): for foundation program (non-business graduates), $2,425 plus student fees and textbooks; for MBA/ MScIB, $18,500 (which includes internship placement) plus student fees and textbooks. Tuition (international students): for foundation program (non-business graduates), $4,850 plus student fees and textbooks; for MBA/MScIB, $29,500 (which includes internship placement) plus student fees and textbooks. Deadlines for September start: February 28. Deadlines for January start: April 30. Entry is competitive, and preference is given to applicants with work experience. Ą Source: Vancouver Island University Photos: Vancouver Island University

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From regional to global An MBA that offers what you need to succeed


ith its modular format, the MBA program at the University of Northern British Columbia encompasses a broad spectrum of business topics and focuses on vital issues regarding regional and global developments. The program provides students with the knowledge, skills, attributes and networks they require to accelerate their careers in today’s highly demanding business environment. Courses are designed to provide the participant with a broadbased foundation in the fundamentals of business. This 18-month program is designed to accommodate working professionals. UNBC offers one weekend session per month, smaller class sizes that guarantee quality face-to-face interaction with professors and peers and a cohort system that allows students to build valuable networks of colleagues.

Modular format The MBA program has a modular format. Following a week of team-building when the program begins in August, the student attends the Prince George campus for one weekend session each month from September to April, followed by another week-long session in May that focuses on contemporary emerging global issues. In the second year, the student attends one weekend session each month on the Prince George campus from September to April, followed by convocation in May. A global perspective The UNBC executive MBA program seeks effectively to address issues of global relevance within the context of a regional outlook. While covering the broad spectrum of topics and issues making up an MBA degree, the executive MBA pays special attention to political, social and economic topics both regional and global.

UNBC’s attractive modern campus

The Canfor Winter Garden

Costs The current tuition for the UNBC MBA program is $32,473. The fees do not include UNBC student fees or costs of textbooks, accommodation or transportation. Please visit Source: University of Northern British Columbia BIV Magazines

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Agents of change Challenging MBA students to become leaders with positive impact


he MBA program of the Trinity Western University School of Business sees its students not only as business people and organizational leaders but as agents of positive change in the world. Professors believe that profit is critically important for the good of organizations, but only when made and managed with integrity. TWU’s MBA students are challenged to question not only how they do business but why. Faculty encourage emerging business and non-profit leaders to become innovative and entrepreneurially minded.

$PSFQSPHSBN TWU’s MBA is delivered in either a 12 to 13-month full-time format or a convenient 22-month blended format. Those who wish to focus on the global market can pursue the international business specialization, which involves 12 to 13 months of full-time study, including a two-week study trip overseas. The 22-month option accommodates busy working professionals with online courses throughout the year and face-to-face classroom experiences in four short summer residencies All TWU MBA courses are designed so that what is taught in each learning activity can be applied the very next day in a student’s professional life. Students work with professors to integrate their personal and professional goals into the assignments. Three specializations are available: management of the growing enterprise, non-profit and charitable-organization management, and international business. 4QFDJBMJ[BUJPOT The 22-month option offers two specializations designed for those seeking to influence their environments though innovative thinking and social responsibility. The growing enterprise specialization develops students into creative and confident entrepreneurs passionate about making a positive difference. The program equips these social entrepreneurs with the managerial and analytical training they will need for bringing 60



their ideas to market. Students work through case studies concerning venture capital, they create business models, and they learn how to navigate legal challenges while breaking ground as emerging business leaders. Consideration for environmental sustainability is an active part of business planning. Specializing in non-profit and charitable organization management prepares students to think in innovative ways as they lead mission-driven organizations to greater impact. They learn about formation and structure of non-profits and charities; management and leadership of non-profits; legal issues for charities; grants, fundraising and non-profit marketing; and financial management of non-profits. Finally, the international specialization is delivered in a 12 to 13-month full-time format designed to convey the managerial skills and cultural intelligence that business

leaders need for navigating the international market with a global perspective. The fact that students enrol from around the world helps create the stimulating learning environment in which they learn about business across borders. Students take courses in comparative international management, global economic competitiveness, international business law and cross-cultural leadership. A two-week trip in which the student meets with company executives in an important region of the world provides a truly global education. $PTUTBQQMJDBUJPOEFBEMJOFT The cost of the 22-month MBA with specializations in managing the growing enterprise or non-profit and charitable organization management is $34,300 for students starting in August 2011. The application deadline is April 30, 2011. Scholarships are available. The cost of the 12 to 13-month fulltime MBA program with an international business specialization is $35,350 (plus travel costs for international study trip) for students starting in 2011. The international business specialization has a rolling entry throughout the year, allowing students to begin in any month.Ą Source: Trinity Western University

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From flexibility to success An MBA accessible to working professionals


ith the global economy still recovering, business professionals continue to look for opportunities to get a leg up on the competition. For some, investing in higher learning will be the 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


UNBC Master of Business Administration

What you Need to Succeed! Getting ahead in your career has never been more attainable. UNBC makes pursuing an MBA achievable for the working professional. We offer: s/NEWEEKENDSESSIONPERMONTH s3MALLERCLASSSIZESTHATGUARANTEEYOUQUALITY face-to-face interaction with your professors and peers. s#LASSESWORKONACOHORTSYSTEMWHICHALLOWYOUTOBUILD a valuable network of colleagues. The UNBC MBA Program is an asset to accelerate your career.

1-866-960-6125 | BIV Magazines

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Everyone profits from good business In business, maximizing profit is the bottom line. As Canada’s only Christianbased mba program, a twu mba teaches that VALUES-BASED decisions are the key to maximizing profits for everyone. With specializations in growing an enterprise, non-profit management, and international business, TWU’S MBA is specifically designed for businesspeople who want to TRANSFORM their world. AND THAT’S OUR BOTTOM LINE.

notes, discussion forums, web readings, assignments and other resources. “University Canada West is at the forefront of education for working learners,” says Verna Magee-Shepherd, acting president, University Canada West. “Our innovations in higher learning are making a real difference for many students who may otherwise not have had a chance to pursue a post-graduate degree.” Students enrolled in online programs receive the same personalized experience that campus-based students do. Online class discussions and chat rooms encourage interaction, and private messages and email are available so that students can contact professors. Online learners can schedule these communications around work or family commitments. Established in 2004 as a fully accredited Canadian university, University Canada West offers an exciting new approach for obtaining university degrees. Accelerated programs based on market-driven curricula and a flexible model of delivery let students pursue education that suits their needs. Master’s degree programs show the university’s commitment to academic achievement and success beyond the classroom. Graduates go on to become leaders in various fields internationally. The university accommodates the need for flexibility through a variety of methods. A student with a bachelor of commerce or bachelor of business administration degree can earn an MBA in as little as one year, thanks to an intensive 12-month program. The university accepts course credits from other B.C. and Canadian universities as well as from some courses and programs from community colleges. Credit may also be available for courses and programs taken internationally. The university may grant credit for training taken outside the academic environment, via its prior learning assessment. Any training taken through an employer is eligible for review under this assessment, as long as it relates to the student’s program. The university also offers a number of undergraduate and post-graduate degrees, including a bachelor of commerce and a bachelor of arts in media and communications. Programs are available on the Vancouver and Victoria campuses as well as on line. Ą

7600 Glover Road, Langley, BC, V2Y 1Y1 604 513 2035

Source: University Canada West 62 RIGHT COURSE—2011

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BIV Magazines

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Company Appraisal Institute ASTTBC ASTTBC ASTTBC BC HRMA BC Institute of Purchasing BC Notaries BCIT BIV Campeau Learning Canadian Bar Canadian Payroll CGA CGA CITT CITT CMA Credit Institute Douglas College Great Northern Way Royal Roads University Sauder School of Bus Sauder School of Bus Sauder School of Bus SFU Business The Directors college Trinity Western University Canada University of Northern BC University of Victoria

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Right Course 2011  

Executive Training. Wellness & Productivity. Professional Development in British Columbia

Right Course 2011  

Executive Training. Wellness & Productivity. Professional Development in British Columbia