Right Course 2011

MOM REPORTHow to recruit great

female managers

SUCCESSION PLANNINGToday’s best strategies

ENVIROJOBSLearning green, earning green

TOXIC WASTEDestructive behaviour

ruins workplaces

SOCIAL MEDIAEmployee participation

drives results$7 Sponsored by

2011

Talent at the topExecutive education

pays off


pays off

_Rightcourse 2011_00.1.indd 1 12/18/10 9:49:52 AM

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Letter from the editor—6

EXECUTIVE TRAINING

The race for talent—8Investing in managerial education to boost your bottom line

Successful succession—10Strategies for effective handovers

Watching the clock—14Better results in less time

PROFESSIONAL DEVELOPMENT

Taming the social-media animal—16Employee participation makes all the difference to your marketing

Green credit—22Universities and colleges teach sustainability for today’s job market

WELLNESS & PRODUCTIVITY

Caution: toxic—25Destructive behaviour that will ruin your workplace – and what you can do

When your staff gets sick—28Health-enhancing management builds business productivity

Motherships—30With parent-supportive practices, companies recruit career-focused women

What type of boss are you?—32How to wield effective authority

LISTS & DIRECTORIES

New-skills training directory—33

Professional designations—35

Online & distance learning—43

Biggest professional organizations in B.C.—45

Biggest post-secondary institutions in B.C.—46

Biggest sales & management training firms in B.C.—47

Employment agency & recruiters directory—48

MBA

University of British Columbia—52

Simon Fraser University—53

University of Victoria—54

Thompson Rivers University—55

Royal Roads University—56

Vancouver Island University—58

University of Northern British Columbia—59

Trinity Western University—60

University Canada West—61

CONTENTS

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 Van’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, www.biv.com

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: [email protected]

Cover illustration: Illustration Works

PRODUCED BY

MOM REPORTHow to recruit great

female managers

SUCCESSION PLANNINGToday’s best strategies

ENVIROJOBSLearning green, earning green

TOXIC WASTEDestructive behaviour

ruins workplaces

SOCIAL MEDIAEmployee participation

drives results$7 Sponsored by

2011


pays off


pays off


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New course for

Right CourseWhen 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, well-

informed 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 devel-

opment clearly encompasses more than technical skills, import-

ant 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 mana-

gerial 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 top-

flight 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.

6 RIGHT COURSE—2011 BIV Magazines

LETTER FROM THE EDITOR


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Photo: Dominic Schaefer Photography

By Brenda Jacobsen

Today, developing top talent is essential to managing perform ance well. Executives and managers must weather economic

storms, handle change, identify and develop talent and show effect ive, responsive leader-ship 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-man-agement programs to support business

strategy and measure outcomes. A Towers Watson Global Talent

Management and Rewards Survey asked 1,176 companies global ly, including 155 from Canada, what their top talent-management priorities were. Of the Canadian companies, 63 per cent cited increasing investment in building inter-nal pipelines of talent, while 62 per cent cited ensuring readiness of talent in criti-cal roles. One-half named creating more movement, rotation and development opportunities for talent and developing a

next generation of leaders with new com-petencies 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 genera-tion of leaders and organizations.”

Talent schoolBuilding 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.


ExECuTivE Training

Michele Bicego, president

of Vancouver-based Vibe

Strategies Inc., agrees that

focusing on talent readi-

ness and helping

people succeed

will yield long-

lasting ben-

efits to bottom lines.

“I work with executives who

want to maximize their potential and

know how important taking on new chal-

lenges 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 pro-

vides real-time and relevant value to their

[businesses] while accelerating learning

and development.”

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 leader-

ship-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 initia-

tives,” 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 think-

ing 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 work-

shops on emotional intelligence and

resiliency. Benefits include

“retention, greater productiv-

ity and better financial

performance.”

Keiko Nitta,

sales trainer

and coach,

joined Westminster

Savings with coach-

ing experience. She was

accepted into the company’s

associate training programs.

“I’m now working on a new relation-

ship-building program, which is a major

company initiative,” she says. “The project-

management 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.”

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 com-

panies intensify dedicated resources to

training and development.” He says, “In

house at BCIT, we have many available

resources to further education. The phil-

osophy 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 pro-

gram 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 primar-

ily 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 pro-

grams such as” the Chair Academy, “head-

quartered in Mesa, Arizona,” Harris says.

“The academy offers our leaders oppor-

tunities to develop proficiency in select-

ing, 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 trans-

formational leadership. The dedication to

long-term change is invaluable to us.”

Island timesThe 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 fea-

tures: 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 cam-

puses, plus a global business project and an internship that may take place anywhere

in the world. Students with undergraduate degrees in business administration, man-

agement 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 under-

standing of their own venture readiness and fit” and assist them in mastering the

key skills they need for success.

BIV Magazines RIGHT COURSE—2011 9



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


EXECUTIVE TRAINING


By Corey Van’t Haaff

Make no mistake: “success” isn’t the root word of “suc-

cession.” 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 sib-

lings 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 for-

mal, 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.

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 busi-

ness 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 per-

son buying it wants to know that it will stand alone and be suc-

cessful 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

Getting

buyers and

sellers to

shake hands

in succession

planning



on the company’s continued future

performance. Various economic models

can help with this, such as making future

payments based on revenue or growth

from the business, or payments tied to

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 dis-

integrate on their departure. They need to

develop systems and processes and train-

ing to extricate themselves. They need

to delegate and let go of control while

they’re still there.”

She says founders need to pre-

pare 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 buy-

ing 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 sever-

ance and close,” she says. A closure can

occur when the business is going to be

divided and sold or when the industry is

in its sunset years. In the example cited,

Pau says the owner’s reputation would

still have been on the line even after his

departure, so he chose to maintain a low

profile and shut the doors. “The employ-

ees were fine. They felt appreciated and

understood the business decision.”

There are obvious financial benefits to

selling a business. Beyond the selling price,

some founders can take full advantage of

their capital gains exemptions, says Kent

Elliott, CA with Berris Mangan Chartered

Accountants.

Such a founder needs “to deal with

the structure of the transaction – maybe

utilize a shareholder agreement or trust

or will or family trust,” says Elliott. The

founder must “create a proper plan. There

are other tax-deferral strategies relating

to being paid over time so you take the

income over time. Or, it can be transferred

to a family trust and you can utilize other

individuals’ lower tax rate in a family trust.”

Often, Elliott says, the biggest hurdle

when one buys a business is getting the

deal done and agreeing to a price. Yet for

sellers, the emotional factors loom largest.

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 con-

fidentiality agreement before allowing

access to confidential information, espe-

cially 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 exist-

ing 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 pur-

chase 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 con-

tinue 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 every-

body 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.”

“It’s the non-financial issues that really

enter into succession planning,” he says.

Most founders are “hard-working people”

and their businesses are their lives, so that

“one of the hardest parts is getting them to

let go and believe someone else can do it.

That’s an important part of the plan.”

The purchaser needs to obtain back-

ground information to understand the

business and minimize the likelihood of

nasty surprises.

“The information uncovered in the due

diligence process helps the purchas-

er decide whether to proceed with the

transaction, and to verify the purchaser’s

assumptions in determining what price to

pay,” says Golden. This investigation can

include perusal of public records, registry

searches, review of financial statements, site

visits, inspection of assets and real estate,

and review of business contracts, charter


EXECUTIVE TRAINING


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By Kevin Chalmers

In 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

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 focus-

ing 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.

Time talkBetter results, less effort


EXECUTIVE TRAINING


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 front-

line supervisor.

To start, you must create a series

of “strategic pillars” in the form of six

categories: operations, sales and market-

ing, 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 per-

spective will change greatly.

Operations should represent 40 per cent

or 16 hours per week of your time. Most

people I talk to question this percent-

age 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 stakehold-

ers is really a sales and marketing func-

tion. 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 prior-

ities 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 moment-

to-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 bud-

geting, then that would fall into opera-

tions 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 per-

spective 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.

Kevin Chalmers is pres-

ident and chief execu-

tive officer of White

Tiger Consulting

(www.whitetigercon-

sulting.com), which

focuses on strategy,

leadership and organ-

izational performance. He’s author of the

forthcoming An Executive’s Guide to the Art

of Performance. Reach him at 604-616-4699,

[email protected].




By Noa Glouberman

Joyce Poon’s decision to use social media to promote her busi-

ness 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

All a-twitterEmployee participation can

mean success with social media




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 celeb-

rity 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 encour-

ages 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 mes-

saging 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 social-

media 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 depart-

ments’ 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.



“We held our first Blogger Night @ The Opera for Carmen

in early 2009,” she says. “We invited bloggers who were opera

newbies to come to opening night and blog about their experi-

ence 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.”

The event proved so successful that it evolved into Opera

Ninja, whereby guest tweeters provide live, real-time updates

during VO dress rehearsals.

“I give a lot of freedom to our Opera Ninjas in what they tweet

because I trust them,” Chan says. “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 … but as they’re also representing VO for the night,

they have to be professional, too.”

For its production of Nixon in China, the VO engaged as well in

special guerilla marketing that used social media. In the “Where’s

Carmen




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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.

Face (text)bookWhere to learn social media

UBC Continuing Studies offers indi-

vidual courses in social media, as well

as an award of achievement on the

topic (www.tech.ubc.ca/socialmedia).

The Writing and Publishing

Program, Simon Fraser University,

includes a course about self-publish-

ing. It covers blogging, podcasts and

YouTube (www.sfu.ca/wp/spw.htm).

SFU’s Public Relations Program

includes a media relations and social-

networking class (www.sfu.ca/cstudies/

pr/prp210.php).

The Centre for Social Media

in Business, British Columbia

Institute of Technology,

offers courses related to social

networking and marketing

(www.bcit.ca/business/socialmedia).

Reachd offers Internet marketing

courses and bootcamps in Vancouver

and Victoria for “people who don’t

have time for hype but just want

results” (www.reachd.com and www.

reachd.com/victoria).

Join 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 (www.smcyvr.com).

YouTube users offer a plethora of

training tips, courses and programs

on line – free and from the comfort

of your office (search “social media” at

www.youtube.com).

Nixon in China




www.smeivancouver.org

Class (inter)actionsTop tips for getting results from social media

By Monique Trottier

Ask how your

organization will benefit from social-media

marketing, how you’ll optimize it and how

you’ll measure your return on investment.

Social media should be a means of meet-

ing strategic business objectives, not just a

choice of tools.

Before diving in, learn how

your audience interacts in various social-

media 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.

Companies that use social media success-

fully 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.

Social

media are about conversations, not

marketing-speak or corporate messag-

ing. Relationship-building is central. Be

authentic, personable and transparent.

With

social media, you can showcase your

people. Online shoe store Zappos.com

owes its wild success largely to its dedica-

tion 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

they’re doing at work and interesting

things they find on the web. Zappos has

made personal connections with its cus-

tomers, fostering loyalty.

Social-

media marketing requires people,

time, technology and good content.

Determine your avail-

able resources – good

writers, data, photos, video,

presentation materials. Match

your expertise to the information

your audience seeks most. People

listen when you offer valuable advice.

Being about

one-to-one communication makes social

networking a great way for companies

to get to know customers. Vancouver’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.

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 night’s hockey game would get

a free yogurt “upsize.” Making fans feel

special encourages them to share their

experience by word of mouth.

Negative

press spreads quickly on line and never

goes away. The best solution: acknowl-

edge your mistakes by posting an online

comment or response. Be honest and

explain how you’ll fix the error. The bene-

fits to the transparency and speed of your

response: you’ll regain your customers’

confidence, and your fans will repeat your

message, quelling bad publicity.

What hap-

pens on line doesn’t have to stay on line.

Tie online promotions to offline activ-

ities. Integrating your

marketing efforts across

channels amplifies fans’

experience and provides

richer opportunities

for photos, video, blog

posts, publicity and word of

mouth.

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 you’ll

use for comparison. Monitor for patterns

that correlate your social-media inter-

actions to such metrics as:

sales revenue;

number of transactions;

number of customers;

per-order expenditure; or

in-store traffic.

If sales or savings aren’t your main

goals, then monitor:

awareness: numbers of fans or follow-

ers, mentions or incoming links;

non-financial conversions: numbers of

downloads, newsletter sign-ups or for-

wards to friends;

relationships: numbers of interactions or

types and quality of initiations; or

engagement: presence of unique visi-

tors, repeat visits or durations of time

on site.

Plan so you can measure, and meas-

ure so you can improve. The web isn’t

static, so your campaigns must evolve

and improve constantly to meet your

business objectives and your audience’s

needs.

Monique Trottier is

president of Boxcar

Marketing Inc., which

offers services in

social-media market-

ing, consulting and

content development,

search-engine

optimization, pay-per-click and web design.

Contact her at 604-732-6467, monique@

boxcarmarketing.com.




Eco-edTeaching green for the job market of the future

By Peter Mitham

At 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 repre-

sent $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, car-

bon finance and investment and green-

knowledge professions. Opportunities are

already evident as employers seek well-

rounded graduates able to think broadly: a

critical skill in a field where interdependent

relationships take centre stage.

People with over-specialized skills can

be difficult to fit into projects, says David

Marmorek, president of Essa Technologies

Ltd. in Vancouver, an environmental-

consulting firm. He favours graduates

of Simon Fraser University’s School for

Resource and Environmental Management

(REM), who he feels have the interdisciplin-

ary training needed to be adaptable.

“The students come essentially pre-

adapted to hit the ground running on

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 gradu-

ate 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 policy-

type 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 reso-

lution as well as taking courses in quantita-

tive analysis. She returned to her job in

August 2010, keen to apply her training.

“I’ll be able to think about things differ-

ently 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 under-

grad, but this has brought me up on the

other side of it as well, with stakeholder

engagement and conflict resolution.”

Randall Peterman, an REM profes-

sor and director of SFU’s Cooperative

Resource Management Institute, says

many students come to the school with




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 pro-

grams, REM offers a graduate diploma in

quantitative methods in fisheries manage-

ment 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

students access to courses and resources

shared with Lethbridge College in Alberta,

Ontario’s Durham College and Nova Scotia

Community College.

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 man-

agers of environmental people,” says

Tony Boydell, director of the School of

Environment and Sustainability, RRU.

Boydell says the program is tailored so

“If we have [people] with

multiple skills, we can fit them

into a lot more projects”

– David Marmorek, president,

Essa Technologies Ltd.

to minor in either field. John Pierce, dean

of the faculty of environment, says these

new minors could be available by fall 2012.

Options exist likewise at other post-sec-

ondary 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 pro-

gram that will provide engineering tech-

nologists with teaching in sustainable con-

struction and environmental technologies.

A cross-Canadian partnership with

three other schools will give Okanagan



Start Your Own Business

Practical training, business advice and group support.Financial assistance available to those who qualify.Since 1995, more than 3,000 businesses have been launched through the Douglas College Self Employment Program.

To attend the next information session visit douglascollege.ca/selfemployment orCall 604-777-6012 Coquitlam CampusCall 604-527-5020 New West Campus

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SelfEMPLOYMENTPROGRAMWhere successful entrepreneurs begin

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 envi-

ronmental practice that RRU has offered since 2006 in conjunc-

tion with ECO Canada, a national organization based in Calgary

that focuses on employment issues in the environmental sector

(Boydell is one of its directors). The certificate program focuses

on technicians seeking professional certification in the environ-

mental 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 pro-

gram 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 environmen-

tal 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 con-

nection. He expects the benefits to continue manifesting them-

selves in the months and years ahead.

Boydell says that effective integration will be important as a

younger generation moves into the industry. While most stu-

dents 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 environ-

mental 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 mid-

dle management that’s the problem. What [students] are looking

for is not so much the skills, but perspectives.”

From colleges, colleaguesNew 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 col-

leges 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. Then-

premier Gordon Campbell stated that the change would add

“new momentum to [B.C.’s] excellent college system to assist

with regional job creation.”




www.douglascollege.ca/selfemployment

Illustration: Randall Pearsall

By Erica Pinsky

No one sets out to create a toxic

environment. Yet when a work-

place 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.

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

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, con-

ditions are ripe for your workplace to

become toxic.

Use 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 com-

fortable. Create fun that’s respectful

to everyone. Make sure people feel

empowered and safe to speak up when

they witness offensive behaviour.

Recognize achievement: All too often,

we point out people’s mistakes but forget

to pat them on the back for doing well. If

From toxic to terrificTransforming the culture of your workplace




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 power-

based “feedback” is associated with bully-

ing and will turn your environment toxic.

Instead, talk to employees about their

performance consistently and respect-

fully so that they’ll want to improve and

don’t feel diminished or inadequate.

Solve 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 interven-

tion is the best way to resolve conflicts.

Foster partnerships: One of the great-

est 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 employ-

ees as partners rather than as subordinates.

Make inquiries, listen to the answers and

use that information to develop your rela-

tionships with employees.

Stop gossip: Any malicious, insulting,

maligning or unsubstantiated rumour

about a co-worker or the organization

is a form of workplace gossip. And gos-

sip 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.

Manage anger: Albert Schweitzer

said, “Example is not the main thing in

influencing others. It is the only thing.” A

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 rude-

ness 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.

Cut 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 some-

thing 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 work-

related reason for the behaviour, try to

resolve that underlying issue.

Value 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 cul-

ture 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.

Erica Pinsky., M.Sc,

CHRP, is a speaker,

author and consultant

who works with orga-

nizations 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 envi-

ronments free of discrimination, bullying and

destructive conflict. She is the author of Road

to Respect, Path to Profit.

Prize

placesAwards recognize psychologically healthy environments

The BC Psychologically Healthy

Workplace Collaborative, a com-

mittee 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 devel-

oped 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 prac-

tices relating to employee involve-

ment, work-life balance, employee

recognition, employee growth and

development, and health and safety.

Some of the winners go on to com-

pete 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

www.phwc.ca starting in spring 2011.




A CERTIFIED CREDIT PROFESSIONAL (CCP) CAN HELP

YOUR BUSINESS DISTINGUISH THE GOOD APPLES FROM THE BAD

The Credit Institute of Canada has been providing professional credit ability resources, education andcertification 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 keyemployees working for your company.

Contact the Credit Institute of Canada – BC Chapter for information on the features and benefits of CIC memberships, educational programs, and designations.

[email protected] http://bc.creditedu.org 604.576.7611


www.bc.creditedu.org

When trouble comesManaging the relationship between health and productivity

By Greg Banwell

Not long ago, a group benefits

plan represented the extent of an

employer’s involvement in employ-

ee health. Today there are stronger busi-

ness, 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.

Prevent injuries: You must be familiar

with the legislated requirements for occu-

pational safety. As the regulator, WorkSafe

BC handles education, investigations

and fines, as well as adjudicating injury-

compensation

claims and access to

treatment. You are respon-

sible for safety and for reporting

injuries. Falling bricks, workplace

violence and tripping over file boxes all

fall into this realm.

Set up a safety structure: Form a safety

committee. Investigate requirements.

Define the roles and procedures neces-

sary for meeting safety obligations.

Provide 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 pre-

carious position of the coffee urn.

Carry out safety audits: After establish-

ing 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.

Re-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.

Encourage flexibility: Job-sharing and

four-day jobs can reduce stress. Offer

them and you’ll find willing takers.

Ensure cross-referencing: Hold short,

structured meetings in which employ-

ees 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 problem-

solving and planning, you give it a sense

of control. Jobs that are highly demanding

while lacking influence lay the ground-

work for poor health.

Define and prioritize work issues: Hold

structured, recorded information-gath-

ering sessions (not “bitching” sessions!).

Focus on defining immediate problems.

Be sure to follow up with the results.





Form regular planning

groups: Such groups should

have horizontal and vertical inte-

gration. They should focus on recom-

mending specifi c, much-needed projects

to management. Mix participation up

over time to ensure broad exposure.

Keep staff informed: Tell your staff in

advance about anything that may aff ect

jobs. For example, at a supervisory level,

hold weekly briefi ngs about upcoming

decisions or events. Ask for employees’

concerns and get them thinking about

solutions.

Support employees: Everyone copes bet-

ter in a supportive environment, such as

one with easily accessible health ser vices.

Depression has an excellent prognosis

when identifi ed and treated early and is

less likely to raise its head in environments

of trust and respect.

Provide an employee and family

assistance program (EFAP): One of the

lowest-cost health benefi ts, an EFAP

provides access to services that address

depression, substance abuse, diffi cul-

ties with relationships and child-rearing,

legal and fi nancial problems and more.

Create a peer-support network: For this

type of informal network, you fi nd and

train employees already known for dis-

creet, supportive behaviour. Peer support

can ease tension, promote constructive

resolutions and encourage employees’

self-referral for heath programs.

Promote health: Build health skills.

Consider hosting noon-hour seminars

on building resilience or life-work bal-

ance or one-day workshops on confl ict

resolution. Some employers run clin-

ics for diabetic workers or hold fi tness

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.

Defi ne and correct practices: Defi ne

respectful behaviour for your workplace.

Be very specifi c about expectations

and hold people accountable. Model

respectful behaviour from the top, or it’ll

have few adopters.

Defi ne 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 fi ndings.

Accommodate: As an employer, you have

a “duty to accommodate” disabled employ-

ees 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 employ-

ee’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 justifi able balance. For example:

Develop options: With the full intent to

accommodate and in consultation with

others who may be aff ected, create a set

of accommodation options.

Determine costs: Investigate whether

the costs of an option will place the oper-

ation or the employment of others at risk.

Assess safety: Will an option create

unsafe working conditions?

Assess workplace health: Will an option

undermine the supportive climate of

your workplace?

Consult: If no option seems workable,

speak with an employment expert.

Work environments fi gure strongly in peo-

ple’s lives. They can produce either well-

being 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@

humansolutions.ca.

HEAL

TH IS

A FO

UNDA

TION

FOR

ACHI

EVEM

ENT




By Lisa Martin

When senior executives find, devel-

op 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, Momcafé and Lisa Martin

International conducted a nationwide

survey to determine what women, and

particularly mothers, identified as the hall-

marks of an ideal organizational culture.

The survey’s results were clear:

Canadian professional women wanted

employers that offered flexibility, support-

ive 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 profes-

sionals nationwide and to enhance dia-

logue among these groups and ultimately

see more supportive workplaces.

The 2009 and 2010 lists acknowledge

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.

According to career-oriented mothers,

organizations need to offer a range of the

following services or benefits to be con-

sidered supportive of working parents:

personal/life-balance coaching;

access to emergency and on-site

childcare;

information and access to daycare

facilities;

flex-time, job co-operatives/job-sharing,

part-time or contract positions;

maternity and paternity resources;

lactation rooms;

concierge services; and

health benefits.

How does an organization create a culture

that helps it attract and retain female talent?

Counselling: This provides support,

motivation and resources for employees

seeking lifestyle changes.

EFAP: The employer offers an employee

family assistance program (EFAP) with

24-hour access. (For more on EFAPs, see

page 31.)

Learning: An in-house educational “uni-

versity” provides learning opportunities

to develop staff in their current jobs and

prepare them for advancement.

“Lunch and learn” sessions: Employee-

led sessions give colleagues a chance to

share skills.

Briefcase Moms: This coaching program

brings mothers together to address the

practical and emotional challenges in

being a working parent.

Backup childcare benefit: This eases the

stress and financial loss caused by emer-

gencies with regular childcare providers.

Family valueProgressive practices help companies recruit career-focused mothers




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 don’t qualify for the

backup childcare benefit.

Daycare: Access to a daycare located

in many cities nationally providing full-

time, part-time or emergency backup

childcare.

Childcare on site: This allows moms to

breastfeed and spend breaks with chil-

dren throughout the workday.

Ability to bring children: Part-time

employees may bring their children

to work on school professional-devel-

opment days if they don’t have other

options. Offices can stock toys, books

and art supplies and supply child-size

sofas.

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.

Flexible schedules: A full range of

options allows working at home, com-

pressed work weeks and the ability to

adjust start and stop times by up to two

hours before or after normal start times

(“individual work schedule”).

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.

Adoption assistance: This benefit pro-

vides consultation and referral, as well as

reimbursement for adoption expenses

up to $2,500 per child.

Handbook for expectant and new par-

ents: An employer can develop a hand-

book 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 “parents who work” resource that

gives access to external information on

pregnancy, child development, childcare,

health and safety, products and services,

and governmental resources.

Managers’ handbook: An employer

can develop a step-by-step guide with

tools and resources that outlines the

manager’s role at various stages of the

employee’s leave.

“Welcome baby” gift box: An employer

can provide employees with a box con-

taining helpful resources and informa-

tion 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.

Family community group: Such a group,

offered or referred through the employ-

er, can help people achieve personal

and professional goals by providing

useful family information and a support

network of colleagues. Similarly, a new

moms’ group can be a forum for dis-

cussion of many topics associated with

parenthood, including the transitions

between work and maternity leave.

Employers can designate wellness or quiet

rooms or allow reservation of offices or

meeting rooms for lactation, religious

observance, etc.

In-house “healthwise” consultant:

Paid by the organization, the consultant

advises on personal wellness (exercise,

diet, nutrition, EFAP, etc.). The organ-

ization 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.

Celebrations: The organization provides

lunch for all employees every Friday and

cake or dessert the first Friday of each

month to celebrate employees’ birthdays.

Extras: For work-life balance, managers

and professionals can receive personal

services available from outside suppli-

ers 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 www.progressiveemploy-

ers.com. Want to nominate a company?

Nominations for the 2011 Progressive Employ-

ers of Canada List open on January 30, 2011.

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

www.lisamartininternational.com.

2010 Progressive

Employers of

Canada ListAlberta Women Entrepreneurs

BC Children’s Hospital Foundation*

BC Hydro*

Bugalug

Coast Capital Savings*

Dell Canada*

Desnoyers-Schuler Inc.

Ernst & Young Canada*

Flight Centre Canada*

Habañero Consulting Group*

IBM Canada Ltd.*

Kraft Canada Inc.*

Kwantlen Polytechnic University*

Mabel’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.*

Sweetspot.ca*

TD Bank Financial Group*

Telus*

Webnames.ca 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.




By Corey Van’t Haaff

Casey 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 intoler-

able by failing to exert effective authority.

“These people are afraid. Fear mani-

fests differently in different people,”

says Cynthia Roney, certified coach and

chief executive officer of Executive

Passage, Vancouver. “When afraid,” some

“become unbelievably controlling out-

wardly and aren’t approachable, or they

become too nice and want to be every-

body’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 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 manage-

ment 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 mentor-

ing: “They need support and self-confi-

dence and self-awareness.”

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 control-

ling 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 walk-

about 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.”

So-called snakes are the trickiest to iden-

tify, but over time, they manipulate every

situation for their own gain.

These managers are cha-

meleon-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 them-

selves to be confronted. They are poison-

ous, and the best remedy is to rid your

organization of them.

There are consequences for an orga-

nization 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 behav-

ioural 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 per-

formance, 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 con-

nected. 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.”

The director’s seatWhen management lacks authority, what happens?




HR trainingBC Human Resources Management

Association1111 Hastings St W Suite 1101, Vancouver, BC V6E 2J3

604-684-7228 604-684-3225www.bchrma.org

Campeau Learning and Development Inc1406 Magnolia Pl, Coquitlam, BC V3H 4S8

604-944-0642 604-944-0692www.campeaulearning.com

College of the Rockies2700 College Way , PO Box 8500, Cranbrook, BC V1C 5L7

250-489-2751 250-489-1790www.cotr.bc.ca

Creativity at Work2181 38th Ave W Suite 804, Vancouver, BC V6M 1R8

604-327-1565www.creativityatwork.com

Hay Group Ltd1140 Pender St W Suite 1390, Vancouver, BC V6E 4G1

604-682-4269 604-682-4405www.haygroup.com/ca

Kison Inc10551 Shellbridge Way Suite 35, Richmond, BC V6X 2W9

604-284-5133 604-284-5132www.kison.com

Mindworks Consulting Ltd808 Calverhall St, North Vancouver, BC V7L 1X9

604-789-7457www.mindworksconsulting.net

Priority Management – Vancouver11160 Silversmith Pl Suite 4, Richmond, BC V7A 5E4

604-303-5963 604-214-7773www.prioritymanagement.com/pcg

Trainwest Management & Consulting Inc | Sandler Training4170 Still Creek Dr Suite 110, Burnaby, BC V5C 6C6

604-291-1272 604-291-1279www.trainwest.ca

UBC Sauder School of Business Executive Education800 Robson St Suite 1900, Vancouver, BC V6Z 3B7

604-822-8400 604-822-8496www.sauder.ubc.ca/exec_ed

University of Northern British Columbia3333 University Way, Prince George, BC V2N 4Z9

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

Vancouver School Board – Continuing Education1580 Broadway W, Vancouver, BC V6J 5K8

604-713-4500 604-713-4530www.continuinged.ca

IT trainingAcademy of Learning

1221 Lonsdale Ave Suite 300, North Vancouver, BC V7M 2H5

604-987-4277 604-987-4213www.academyoflearning.com

Alandale Training Corp6580 Bouchard Crt, Richmond, BC V7C 5H4

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


250-489-2751 250-489-1790www.cotr.bc.ca

Douglas College700 Royal Ave, PO Box 2503 Stn Main, New Westminster, BC V3L 5B2

604-527-5400 604-527-5696www.douglascollege.ca

Northern Lights College11401 8th St, Dawson Creek, BC V1G 4G2

250-782-5251 250-782-5233www.nlc.bc.ca




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



Management/leadership trainingAcademy of Learning



Ariel Communications23180 Willett Ave, Richmond, BC V6V 1G1

604-908-5106www.arielcomms.org




250-489-2751 250-489-1790www.cotr.bc.ca





Hay Group Ltd1140 Pender St W Suite 1390, Vancouver, BC V6E 4G1

604-682-4269 604-682-4405www.haygroup.com/ca

JTE Management Inc535 Howe St Suite 400, Vancouver, BC V6C 2Z4

604-274-6610www.jtemgt.com


604-284-5133 604-284-5132www.kison.com

Kwantlen Polytechnic University12666 72nd Ave, Surrey, BC V3W 2M8

604-599-2000 604-599-2086www.kwantlen.ca

MDA Training Ltd302 Water St Suite 300, Vancouver, BC V6B 1B6

778-588-7230 866-203-8715www.mdatraining.com




250-782-5251 250-782-5233www.nlc.bc.ca

Pallas Leadership1910 3rd Ave E, Vancouver, BC V5N 1H5

604-875-8768www.pallasleadership.com

Positive Presentations Plus Inc DBA Elaine Allison Consulting Group41132 2529 Shaughnessy St, Port Coquitlam, BC V3C 5Z9

604-723-7774www.elaineallison.com



Royal Roads University2005 Sooke Rd, Victoria, BC V9B 5Y2

250-391-2511 250-391-2500www.royalroads.com


604-291-1272 604-291-1279www.trainwest.ca

Thompson Rivers University900 McGill Rd, PO Box 3010, Kamloops, BC V2C 5N3

250-828-5000 250-828-5086www.tru.ca




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



Sales/marketing trainingAcademy of Learning






250-489-2751 250-489-1790www.cotr.bc.ca





JTE Management Inc535 Howe St Suite 400, Vancouver, BC V6C 2Z4

604-274-6610www.jtemgt.com


604-284-5133 604-284-5132www.kison.com

Kwantlen Polytechnic University12666 72nd Ave, Surrey, BC V3W 2M8

604-599-2000 604-599-2086www.kwantlen.ca




250-782-5251 250-782-5233www.nlc.bc.ca

Positive Presentations Plus Inc DBA Elaine Allison Consulting Group41132 2529 Shaughnessy St, Port Coquitlam, BC V3C 5Z9

604-723-7774www.elaineallison.com




604-291-1272 604-291-1279www.trainwest.ca




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



New-skills training directory




www.asttbc.org

Professional designations

AccountingCGA (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: VariesAdministering organization: Certified General Accountants

Association of British Columbia (www.cga-bc.org)

CMA (Certified management accountant)Requirements: Four-year university degree. Completion of

courses required by Certified Management Accountants Society, including 16 syllabus courses, CMA national entrance exam and two-year CMA professional program. Required courses may be completed at Canadian post-secondary institutions or through CMA quickstart and accelerated program. Minimum 24 months’ practical experience required in accounting or finance-related discipline (may be completed concurrently with CMA program). Senior managers and executives may be eligible for two-year CMA executive program.

Cost: VariesAdministering organization: Certified Management Accountants

Society of BC (www.cmabc.com)

CA (Chartered accountant)Prerequisites: Four-year, 120-credit-hour university degree or

equivalent. Average 65 per cent in general business (three courses); assurance (one introductory course); finance (one introductory and one intermediate); information systems and technology (one introductory required, with second intermediate or advanced MIS highly recommended); performance measurement (two intermediate financial accounting, one intermediate managerial/cost accounting and one accounting theory, advanced financial accounting, advanced financial statement analysis, advanced managerial/cost accounting or international accounting); and taxation (one introductory covering both personal and corporate).

Requirements (Western Canada): Paid practical experience three-year articling with an approved CA training office, with mentorship by CA and development of required depth and breadth; depth in assurance and minimum chargeable hours required for practising (www.casb.com/index.php?catid=112). Completion and passing of six CA School of Business modules. Passing of national uniform evaluation.

Cost: Visit www.casb.com/pdf/Forms/2010-11_Administrative_Fee_Schedule.pdf.

Administering organization: Institute of Chartered Accountants of British Columbia (www.ica.bc.ca)

Career counsellingCCDP (Certified career development practitioner)Description: A CCDP knows career development, has skills and

expertise in assessment and referral and has interpersonal competence in career-development industry. A CCDPhas 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 yearsAdministering organization: Career Development Association of

BC (www.bccda.org)

EditingCPE (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 CPEdesignation). 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 (www.editors.ca)

EntertainmentETCP (Entertainment technician certification program)Description: Focuses on disciplines affecting health and safety

of crews, performers and audiences. Certification available for rigger–arena, rigger–theatre and entertainment electrician.

Requirements: Points 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 (www.esta.org)

Event-planningCMP (Certified meeting professional)Description: Helps persons employed in meeting management

pursue continuing education, increase involvement with

industry and gain industry-wide recognition.Requirements: Three years’ work experience in the industry;

a degree in meeting, event, exhibition or hospitality/tourism management and two years’ work experience; three years’ full-time instruction experience in a meeting/hospitality university program. Completion of 25 hours’ continuing education or completion of approved internship/apprenticeship in the industry. Written exam.

Cost: US $225 CMP application submission fee, US $450 exam registration fee

Administering organization: Convention Industry Council (www.conventionindustry.org)

CSEP (Certified special events professional)Description: Awarded by 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 special-events industry; current, full-time employment in special-events industry; and 35 professional industry points (see points itemization list at www.ises.com).

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, www.isescanada.com)

Administering organization: International Special Events Society (www.ises.com)

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 (www.adme.org)

Executive coachingACC (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.coachfederation.org/research-education/icf-credentials/become-credentialed/.

Cost: VariesAdministering organization: International Coach Federation

(www.coachfederation.org)




www.pmac.ca

Finance and insuranceCAIB (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, CAIBprovides 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 (www.ibabc.org)

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 (www.theiiba.org)

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 financial-accounting 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.creditinstitute.org)

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 late-registration 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 (www.fpsccanada.org)

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 applied-professional 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 work-based 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 materialAdministering organizations: Insurance Institute of

British Columbia, Insurance Institute of Canada (www.insuranceinstitute.ca)

Graphic designCGD (Certified graphic designer)Description: A new designation for professional members of

Society of Graphic Designers of CanadaRequirements: Acceptance into GDC membership requires a

confidential portfolio review of applicant’s work by the standards officers of the local GDC chapter. Certification-standards 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 GDCsustainability principles.

Costs: $323.75 annual dues (B.C. Mainland), $302 annual dues (Vancouver Island)

Administering organization: Society of Graphic Designers of Canada (www.gdc.net)

Home inspectionCMHI (Certified master home inspector) and associateDescription: 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 home-inspection 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 (www.cannachi.org)

Human resourcesCHRP (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 human-resources 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 professional-development activities and experience from various categories).

Cost: $250 (+ HST) NKE, $500 (+ HST) NPPAAdministering organization: BC Human Resources Management

Association (www.bchrma.org)


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 multiple-choice exam

GPHR exam eligibility: Two years’ demonstrated global professional HR experience with a master’s degree or higher, three years’ demonstrated professional HR experience (with two of the three being global HR experience) with a bachelor’s or four years’ demonstrated professional HRexperience (with two of the four being global HR experience) with less than a bachelor’s.

Requirement for GPHR: Three-hour, 165-question multiple- choice exam

Certification exams occur twice a year (see website for dates and deadlines).

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 (www.hrci.org)

International businessCITP (Certified international trade professional)Requirements: Minimum one year professional international-

trade 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: VariesAdministering organization: Forum for International Trade

Training (www.fitt.ca)

LawB.C. practising lawyerDescription: Membership in Law Society of British Columbia

required for eligibility to practise law, with limited exceptions; for example, eligible lawyers from other Canadian provinces may practise in B.C. temporarily.

Requirements: To become lawyer for first time, candidate completes Law Society’s admission program, which includes nine months’ articles in law firm or other legal workplace, 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 (www.lawsociety.bc.ca)

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: VariesAdministering organization: Canadian Institute of Management

(www.cim.ca)

CMC (Certified management consultant)Requirements: Minimum undergraduate degree or a CA, CGA,

CMA or P.Eng designation. Membership in the Canadian Association of Management Consultants. Completion and signature of declaration serving as bond to abide by association’s uniform code of professional conduct. Three years’ experience in management consulting. Candidates must each find two current CMCs in Canada to sponsor them and attest to their experience in management consulting. Completion of required courses of study, written descriptions of three consulting assignments and a structured interview. References from three clients.

Note: Qualifications are also available in experienced stream, executive stream and approved MBA stream (see website for details).

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 (www.cmc-canada.ca) through affiliate institutes

MBA (Master of business administration)Requirements: Vary with degree-granting institution. General

guidelines include four-year undergraduate degree with minimum B+ average, two years’ work experience, GMAT score above 550 and proficiency in English.

Cost: Varies with institution

PayrollPCP (Payroll compliance practitioner), CPM

(Certified payroll manager)Description of PCP: Provides compliance knowledge required

for implementing payroll policies and processes for annual payroll cycle, monitoring and executing multi-jurisdictional legislation and effectively communicating payroll issues to all stakeholders, including employees, senior executives and government agencies.

Description of CPM: Builds on compliance knowledge by providing management skills essential for effective decision-making, supervision, resource management and integration of payroll perspective into organizational policy and strategy.

Requirements for PCP: Four courses including payroll-compliance legislation, payroll fundamentals 1, introduction to accounting, and payroll fundamentals 2. Application for certification.

Requirements for CPM: five courses including payroll-management 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.payroll.ca)

Project managementPMP (Project management professional)Description: Recognizes demonstrated knowledge and skill in

leading and directing project teams and delivering results within schedule, budget and resources.

Requirements: For candidate with high-school diploma or global equivalent, five years’ project-management experience and 35 hours’ project-management education. For candidate with bachelor’s degree or global equivalent, three years’ project-management experience and 35 hours’ project-management education. For all candidates: four-hour, 200-question multiple-choice exam.

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.pmi.org)

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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global equivalent, 1,500 hours’ project-management experience or 23 hours’ project-management education. Three-hour, 150-question multiple-choice exam.



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



PMI-RMP (Project Management Institute risk management professional)

Description: Recognizes demonstrated knowledge and expertise in specialized area of assessing and identifying project risks while mitigating threats and capitalizing on opportunities.

Requirements: For candidate with high-school diploma or global equivalent, 4,500 hours’ project risk-management experience and 40 hours’ project risk-management education. For candidate with bachelor’s degree or global equivalent, 3,000 hours’ project risk-management experience and 30 hours’ project risk-management education. For all candidates: 3.5-hour, 170-question multiple-choice exam.



PgMP (Program management professional)Description: Recognizes demonstrated experience, skill and

performance in oversight of multiple, related projects aligned with an organizational strategy.

Requirements: For candidate with high-school diploma or global equivalent, four years’ project-management experience, seven years’ program-management experience. For candidate with bachelor’s degree or global equivalent, four years’ project-management experience, four years’ program-management experience. For all candidates: passing of panel review on application; four-hour, 170-question multiple-choice exam; multi-rater assessment.

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)


Real-estate appraisalAACI (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. CRAdesignates 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 AIC’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 – British Columbia (AIC – 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 AIC’s mandatory professional practice seminar and introductory “We Value Canada” online workshop. For details, see the “Path to Designation” section of www.appraisal.bc.ca.

Cost: VariesAdministering organization: Appraisal Institute of Canada –

British Columbia (www.appraisal.bc.ca)

Sales and marketingCSP (Certified sales professional)Requirements: Minimum two years’ verified sales experience;

completion of education requirement demonstrating competence in consultative selling (attending Canadian Professional Sales Association’s professional selling or strategic account management applies); completion of




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Payroll Compliance Practitioner (PCP)

Certified Payroll Manager (CPM)

written and oral exams; and agreement to abide by CPSA Sales Institute Code of Ethics. Maintaining designation requires committing to 20 hours’ professional development annually and maintaining CPSA membership.

Cost: $300–2,000 for sales courses at community colleges, $1,495 (+ HST) for professional sales training offered by CPSA, $445 (+ HST) CSP registration fee ($1,595 (+ HST) if registration 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 hours’ on-job experience as retail sales associate.

Cost: $300 (+ HST)Administering organization: Retail Council of Canada (www.

retailcouncil.org)

CFLM (Certified retail first level manager)Description: Allows first-level managers to build 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.

retailcouncil.org)

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 self-study 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: $595–645 (+ HST) for members, $795–845 (+ HST) for non-members. Costs include e-book or printed book, membership fee and exam fee. Visit www.smeivancouver.orgor call 604-266-0090 for details.

Administering organization: Sales & Marketing Executives International Inc. (SMEI Vancouver, www.smeivancouver.org)

Supply-chain managementAPICS CSCP (APICS certified supply chain professional)Description: The most widely recognized educational program

to increase professionals’ knowledge of supply-chain management. The CSCP program takes a broad view of operations, extending beyond internal operations to encompass the entire supply chain from supplier to company to consumer. The program provides professionals with the

knowledge necessary for understanding and managing integration and 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 years’ related business experience, bachelor’s degree or equivalent plus two years’ related business experience or five years’ related business experience.

Requirements: Four-hour exam consisting of 175 multiple-choice questions (150 operational and 25 pre-test). The pre-test questions do not contribute to total score but are necessary for research purposes.

Ongoing requirements: Designee must earn a total of 75 professional-development points within five years of receiving designation.

Administering organization: APICS – The Association for Operations Management (www.apics.org)

APICS CPIM (APICS certified in production and inventory management)

Description: Looks in depth at production and inventory activities within internal operations of companies. Focuses primarily on manufacturing. Provides in-depth view of materials management, master scheduling, production planning, forecasting and quality improvement.

Requirements: Passing of five exams on basics of supply-chain management, master planning of resources, detailed scheduling and planning, execution and control of operations, and strategic management of resources. APICS-certification review courses and study aids help prepare candidates for exams.

Ongoing requirements: Designee must earn a total of 75 professional-development points within five years of receiving designation.

Administering organization: APICS – The Association for Operations Management (www.apics.org)



www.payroll.ca

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 (www.citt.ca)

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 sought-after 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 (www.bcipmac.ca)

P.Log. (Professional logistician)Description: Certifies competence in logistics and supply-chain

management. Provides comprehensive approach to logistics and supply chain. Candidates learn roles, responsibilities, tasks and competencies that logistics managers need for making executive decisions in global marketplace. The Logistics Institute focuses on building professional skills of logistics practitioners, establishing a logistics profession, defining logistics career opportunities and sustaining logistics human-resource development.

Administering organization: Logistics Institute (www.loginstitute.ca)

TechnologyAScT (Applied science technologist),

CTech (Certified technician)Description: 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 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.

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 ASTTBCcurrently 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 duesAdministering organization: Applied Science Technologists &

Technicians of British Columbia (www.asttbc.org)

ISP (Information systems professional), ITCP (Information technology certified professional)

Description of ISP: Demonstrates knowledge and technical background in IT. Introduced in 1989 to recognize need for comprehensive professionalism program for IT industry. The only designation for IT professionals recognized by law in Canada. Visit www.cips.ca/isp.

Description of ITCP: Directed specifically to senior IT practitioners and academics who want to demonstrate that in addition to 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 ITCPholders are internationally recognized under the IP3 umbrella. Visit www.cips.ca/itcp.

Requirements: Documented evidence of ability to meet or exceed established criteria for academic qualifications and relevant experience. Experience must be in role requiring use of significant level of IT knowledge where high level of independent judgment and responsibility is exercised.

Cost: $250–288.75 (+ HST) application fee, $183.75–378 (+ HST) annual membership fee

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

TourismCTC (Certified travel counsellor)Description: A professional credential based on ability to perform

the knowledge and performance tasks required for meeting expectations for employment within the travel industry.

Requirements: Enrolment, passing of knowledge exam, minimum 1,000 hours’ recent and relevant work experience and completion of performance checklist and performance evaluation. Annual membership with CITC.

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 TBAAdministering organization: Canadian Institute of Travel

Counsellors (www.citc.ca)

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 (www.go2hr.ca).

Workplace learning and performance; training and developmentCTDP (Certified training and development

professional), CTP (Certified training practitioner)Description: CTDP and CTP are national standards for excellence

in workplace learning and performance, stressing the roles of learning and training in today’s organizations. A CTDP or CTP demonstrates that knowledge, skills and experience meet recognized and published Canadian standards for the profession.

Prerequisites: For CTDP, four years’ full-time work experience in field; for CTP, two years’ part-time experience in instruction/facilitation. For CTP, work-assessment category is instruction/facilitation only.

Requirements for CTDP: Knowledge exam on 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 skill-demonstration. One reference validating skill in facilitation.

Cost: Visit www.cstd.ca/certification.Administering organization: Canadian Society for Training &

Development (www.cstd.ca)




Earning credentials from home

Athabasca University1 University Drive, Athabasca, AB T9S 3A3Contact: Contact through websitePhone: 800-988-9041Areas of study: Accounting, administration, arts and sciences,

communications, economics, English, finance, human-resources management, computer science, information systems, legal studies, management science, marketing, languages (various), taxation. Full programs available in arts (master, post-bacc), business (DBA, MBA), counselling (master, bacc, post-bacc), distance education (doctor, master, post-bacc, health/nursing (master, post-master). See website for undergraduate programs.

Prerequisites: VaryCost: $158–1,594 (zero-to-nine–credit course)Web: www.athabascau.ca

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

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

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

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

Web: www.bcit.ca/pts

BusinessExpertWebinars.comDescription: Business and development live and on-demand

webinars from across North AmericaCost: US $99 per webinarWeb: BusinessExpertWebinars.com

Credit Institute of CanadaDescription: Thirteen short online modules give students

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 professional-development program (PDP) points for every session.

Cost: $125 per four-week module, $45 per on-demand webinar in archived version

Web: www.creditinstitute.org

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

master); MSc (occupational therapy – post-professional). Distance courses listed in the Dalhousie timetable are generally restricted to students enrolled in those specific programs. Contact the course department for further information about program-specific online courses.

Prerequisites: VaryCost: VariesWeb: distanceeducation.dal.ca

Centre for Advanced Management Education6100 University Avenue, suite 3100, Halifax, NS B3H 3J5Contact: Deborah McColl, admissions and registration

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

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

Emily Carr University of Art + Design1399 Johnston Street, Vancouver, B.C. V6H 3R9Contact: Ehren Seeland, coordinator of student recruitment,

student services, [email protected]: 604-604-844-3897Areas 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 low-residency program. (Tuition fees are for 2010–11 and subject to change. Students may opt out of the health plan. Visit www.emilycarrstudentsunion.ca for details.)

Web: www.ecuad.ca

College of the Rockies2700 College Way, Cranbrook, B.C. V1C 5L7Contact: Apply on line at www.cotr.bc.ca/registration or call

student services at local 3243 for education advising.Phone: 877-489-2687Areas of study: Accounting, marketing, general management,

aboriginal financial management, bachelor of business administration 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: www.cotr.bc.ca/BusinessAdmin/

EConcordia/Knowledge One1250 Guy Street, suite 803, Montreal, QC H3H 2T4Contact: Customer servicePhone: 888-361-4949 or 514-848-8774Areas of study: Arts and science, business, fine arts, international

trade, managementPrerequisites: VaryCost: Varies (credit-course costs are same as Concordia tuition

fees)Web: www.econcordia.ca

Human Resources Professionals Association (HRPA)Description: Live and on-demand webinars availableCost: Varies (membership discount)Web: www.hrpa.ca

iTunes UQueens University (www.queensu.ca/www/itunesu)Description: Subscribe for public lectures, sports events or

archival content and receive notification when new content is available.

University of British Columbia (www.itunes.ubc.ca)Description: Engaging public lectures from some of UBC’s

brightest minds. Innovative content produced by UBC

students 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 University12666 72nd Avenue, Surrey, B.C. V3W 2M8Contact: David W. Atkinson, president and vice-chancellorPhone: 604-599-2100Areas 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: VaryCost: VariesWeb: www.kwantlen.ca

Langara College100 West 49th Avenue, Vancouver, B.C. V5Y 2Z6Contact: Ellen Hamer, business administration; Oren Lupo,

project management (online and in-class); Monica Nolag, nutrition and food service management; Noel Genoway, recreation management

Phone: 604-323-5511Areas of study: Business; nutrition and food-service management

(two-week residency); project management; recreation management (bachelor’s degree may require a residency)

Prerequisites: VaryCost: VariesWeb: www.langara.bc.ca

McGill UniversityOccupational Health SciencesPurvis Hall, 1020 Pine Avenue Montreal, QC H3A 1A2Contact: Kelly MurphyPhone: 514-398-6989Areas of study: Sc appliedPrerequisites: Baccalaureate, CPGA of 3.0 in last two years of

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

Memorial University of NewfoundlandDistance Education and Learning TechnologiesED1033, St. John’s, NL A1B 3X8Contact: Mark Collins, education marketing co-ordinatorPhone: 866-435-1396Areas of study: Arts (bachelor, various), business administration

(bachelor, cert, diploma), education (master, various), maritime studies (bachelor), nursing (post-RN bachelor, master), technology (bachelor), various academic credit courses

Prerequisites: VaryCost: $255 course fee (+ $102 technology fee) for three-credit

course

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



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

programs, [email protected]: 902-585-1434Areas of study: Accounting, education, economics, management,

marketing, various arts and sciencePrerequisites: VaryCost: $779–1,558 (three to six credit hours) for undergraduates,

$844–1,688 (three to six credit hours) for graduate studentsWeb: www.openacadia.ca

Queens University68 University Avenue, F100, Mackintosh-Corry Hall,

Kingston, ON K7L 3N6Contact: Bev KingPhone: 613-533-2470Areas of study: Undergraduate degree-credit courses in arts and

sciences, commerce, economicsPrerequisites: University-admission standards for part-time

study; specific course prerequisites vary.Cost: $500 for one-term, three-unit course; $1,000 for two-

term, six-unit courseWeb: www.queensu.ca/cds

Queens School of BusinessNational executive MBA programGoodes Hall, Queen’s University, 143 Union Street,

Kingston, ON K7L 3N6Contact: [email protected]: 888-393-2622 or 613-533-6811Area of study: Executive MBA (national), a 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: www.execmba.com

Royal Roads University2005 Sooke Road, Victoria, B.C. V9B 5Y2Contact: Admission queriesPhone: 877-778-6227Areas 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 www.royalroads.ca.Web: www.royalroads.ca

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

Simon Fraser UniversitySegal Graduate School of Business500 Granville Street, Vancouver, B.C. V6C 1W6Contact: Anne LairdPhone: 778-782-5256Areas of study: Accounting, economics, quantitative business

methods, management systems, marketing, finance, human resources/organizational behaviour

Prerequisite: Non-business undergraduate degree with minimum CGPA of 2.5 (3.0 preferred)

Cost: $14,000 (GDBA)Web: www.sfu.ca/gdba

Centre for Distance Education1300 West Mall Centre, 8888 University Drive, Burnaby, B.C.

V5A 1S6Phone: 778-782-3524Areas of study: Communications, criminology, education, English,

gerontology, kinesiology and sustainable community development

Prerequisite: Admission to SFUCost: VariesWeb: code.sfu.ca

Thompson Rivers UniversityOpen LearningBC Centre for Open Learning, 4th floor, Box 3010, 900 McGill

Road, Kamloops, B.C. V2C 5N3Contact: Student services, [email protected]: 800-663-9711Areas of study: Arts; business and management studies;

education; general studies; health and human services; science; technology; tourism and consortium distance programs with Simon Fraser University, the University of Victoria and the University of British Columbia

Prerequisites: VaryCost: VariesWeb: www.truopen.ca

University Canada West200 – 1111 Melville Street, Vancouver, B.C. V6E 3V6Phone: 604-456-5810Areas of study: Arts media and communications (BA); business

administration (MBA); commerce, general studies (BA)Prerequisites: High-school diploma (college-transfer credits

accepted, prior learning considered, scholarships available)Cost: $21,600–34,390Web: www.ucan.ca

University of British ColumbiaOffice of Learning Technology 1961 East Mall, Vancouver, B.C. V6T 1Z4Contact: Enrolment services Phone: 604-822-9836Areas 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: VariesWeb: www.ctlt.ubc.ca/distance-learning

University of VictoriaDivision of Continuing StudiesPO Box 3030 Stn CSC, Victoria, B.C. V8W 3N6Phone: 250-472-4747Areas of study: Business and management; computing and

technology; 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: www.uvcs.uvic.ca/learnonline/programs

University of CalgaryContinuing EducationEducation Tower 202, 2500 University Drive NW, Calgary, AB

T2N 1N4Phone: 403-220-2866Contact: [email protected] 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: NoneCost: $549 (average fee for non-degree credit course)Web: www.conted.ucalgary.ca

University of GuelphOffice of Open Learning160 Johnston Hall, Guelph, ON N1G 2W1Phone: 519-767-5000Contact: Learner services, [email protected] of study: Arts, business, environment, equine, food science,

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

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

University of Toronto School of Continuing Studies 158 St George Street, Toronto, ON M5S 2V8Contact: [email protected]: 416-978-2400Areas of study: Accounting and finance; advertising; career

development; e-business and web marketing; human resources; innovation management; international professionals; leadership; marketing; merchandising; project management; publicity and public relations; quality and productivity management; risk management; sales; strategic leadership; website development, strategy and execution; various business courses in analysis, communication and writing; intelligence, law and insurance; management and strategy

Prerequisites: NoneCost: $575 per courseWeb: www.learn.utoronto.ca

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

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

Prerequisites: VaryCost: VariesWeb: www.extendedlearning.uwaterloo.caCentre for Extended Learning200 University Avenue West, Waterloo, ON N2L 3G1Contact: Information and student servicesPhone: 519-888-4050 Areas of study: Select degrees, certificates and diplomas. Over

250 courses available on line in arts and business; economics; education; English; various language studies; various sciences; and other academics.

Prerequisites: Vary (candidate must be enrolled as University of Waterloo student)

Cost: VariesWeb: www.extendedlearning.uwaterloo.ca


ONLINE & DISTANCE LEARNING


Bridge the GAP between Theory and Practice!

Join the CBA today.

Biggest professional organizations in B.C.

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

Source: Business in Vancouver, issue #1071


LISTS


www.bccba.org

Your potential is limitless.

The Peter B. Gustavson School of Business at UVic offers unlimited opportunities to achieve your dreams.

PhDMBA (day and evening options)

BComMaster of Global Business

Executive EducationGraduate Certificate & Diploma in Entrepreneurship

Visit www.gustavson.uvic.ca for more information.

Biggest post-secondary institutions in B.C.Source: Business in Vancouver, issue #1051

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


LISTS


www.gustavson.uvic.ca

Leadership Learning That Works604-944-0642 | www.campeaulearning.com

Developing Leaders Since 1991

Biggest sales & management training firms in B.C.



_Rightcourse 2011_00.1.indd 47 12/21/10 12:19:50 PM

www.campeaulearning.com

Employment agency & recruiters directory

Only companies that responded to requests for information are listed

Adecco Employment ServicesVancouverp: 604-669-1203 f: 604-682-3078w: www.adecco.caIndustries served: All sectors

AerotekRichmondChris Boyd (director of business operations)p: 604-244-1007 f: 604-244-7001e: [email protected]: www.aerotekcanada.caIndustries served: All industries

Ajilon ConsultingVancouverChris Kuhnert (VP, western region)p: 604-689-8717 f: 604-629-1182e: [email protected]: www.ajilonconsulting.caIndustries served:Information technology

Ajilon FinanceVancouverKathy Gan (senior VP, Ajilon Finance )p: 604-669-9096 f: 604-669-9196e: [email protected]: www.ajilon.comIndustries served: Finance, accounting, administrative and professional staff

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

Altitude RecruitingVancouverFrank Power (president)p: 604-662-7773 e: [email protected]: www.altituderecruiting.comIndustries served: Financial, entertainment, gaming, software

Andersen Ryce Staffing IncDeltaGeoff Whitehead (director)p: 604-946-2489 f: 604-719-1992e: [email protected]: www.andersenryce.comIndustries served: High-technology

Angus One Professional Recruitment and Templine LtdVancouverSarah Angus (president); Andrew d’Eca (vice-president and general manager)p: 604-682-8367 f: 604-682-4664e: [email protected]: www.angusone.comIndustries served: Smart, flexible staffing for all sectors, all industries.

Annex Consulting Group IncVancouverStacey Cerniuk (president and CEO)p: 604-443-5036 f: 604-443-5037e: [email protected]: www.annexgroup.comIndustries served: Annex provides IT consulting and recruitment services across all industries with 97% customer satisfaction rating

AppleOne Employment ServicesVancouverp: 604-638 -8051 f: 604-638-0144e: [email protected]: www.appleone.caIndustries served: All sectors, all industries

AppleOne/Accounting AdvantageVancouverRoma Strenja (regional manager)p: 604-638-8051 f: 604-638-0144e: [email protected]: www.appleone.comIndustries served: Accounting and finance positions for all industries

AquentVancouverMichelle Dunlea (area manager)p: 604-669-5600 f: 604-669-5665w: www.aquent.comIndustries served: Various industries

Arainn Consulting IncVancouverp: 604-304-4033 f: 604-304-4033e: [email protected]: www.arainnrecruiting.comIndustries served: Information technology sector

BBW International IncVancouverLois Jackalin (regional manager)p: 604-984-0352 f: 604-608-3510e: [email protected]: www.bbwinternational.comIndustries served: Meetings registration, experiential marketing, brand ambassadors, cash management

Best Personnel IncNew WestministerMary DuSault (president); Tania Nearingp: 604-522-4900 f: 604-522-4903e: [email protected]: www.best-personnel.caIndustries served: All industries, primarily in construction, warehouse, restoration, office, and safety

BeyondTech Solutions IncVancouverStella Kuan (account manager)p: 604-433-0617 f: 604-433-0677e: [email protected]: www.beyond-tech.comIndustries served: IT recruitment services for private, public and government corporations

BlackShire Recruiting Services IncNew WestminsterBrian Allen (president)p: 604-517-3550 f: 604-526-1295e: [email protected]: www.blackshire.comIndustries served:Information technology

Bower Ng Staff Systems IncVancouverJamesie Bower (president and recruitment specialist); Jen Seccombe (director and recruitment specialist)p: 604-688-8282 f: 604-669-9088e: [email protected]: www.staffsystems.caIndustries served: General

Cadman Consulting Group IncVancouverGary Cadman (president)p: 604-689-4345 f: 604-676-2458e: [email protected]: www.cadman.caIndustries served: All industries requiring IT related services

The Caldwell Partners InternationalVancouverJohn Wallace (president and CEO)p: 604-669-3550 f: 604-669-5095e: [email protected]: www.caldwell.caIndustries served: Natural resources, government, health care, academia, technology, family business

Campbell Edgar IncVancouverElaine Hay (president and founder)p: 604-321-8515 f: 604-321-8541e: [email protected]: www.retailcareers.com, www.greattemps.caIndustries served: Canada’s retail recruitment specialist as well as administrative, sales, warehouse and light industrial placements

Career Contacts/Employment UnlimitedVancouverAndrea Reid (president)p: 604-606-1831 f: 604-606-1638e: [email protected]: www.careercontacts.caIndustries served: Various industries and sectors

CareerPlan Personnel InstituteVancouverMelita Thornhill (president)p: 604-669-3535 f: 604-689-8622e: [email protected]: www.careerplancan.comIndustries served: All sectors

Caridin Consultants LtdVancouverKim Kozak (partner); Kristy Kozak (partner)p: 604-688-7272 f: 604-688-3999e: [email protected]: www.caridinconsultants.comIndustries served: All sectors in the Lower Mainland

Chapman & AssociatesVancouverMichael Palmer (partner); Bruce Machenzie (president)p: 604-682-7764 f: 604-682-8746e: [email protected]: www.chapmanassociates.caIndustries served: Alternative energy, construction, bioscience, engineering, health care, high tech, manufacturing, mining, oil and gas, transportation

Corporate Recruiters LtdVancouverDon Safnuk (president and CEO)p: 604-687-5993 f: 604-687-2427e: [email protected]: www.corporate.bc.caIndustries served: Information and communications technology, wireless,new media, cleantech, life sciences

CrossLink ConsultingRichmondAmy Conrad (general manager)p: 604-689-0155 f: 866-819-6506e: [email protected]: www.crosslink.caIndustries served: Computer, finance

CTEW Executive Personnel ServicesVancouverH. Lau (manager)p: 604-682-3218 e: [email protected]: www.ctewgroup.comIndustries served: All industry sectors

David Aplin RecruitingVancouverJohn Perry (vice-president, Vancouver region)p: 604-648-2799 f: 604-648-2787e: [email protected] w: www.aplin.comIndustries served: Accounting, finance, sales, marketing, IT, engineering, office personnel, industrial, supply chain, HR and legal

David Warwick Kennedy & AssociatesVancouverDavid Kennedy (consultant)p: 604-685-9494 f: 604-535-6616e: [email protected]: www.dwksearch.comIndustries served: Forestry, mining, technology, tourism, agriculture, real estate and distribution

Dental-Aid PersonnelWest VancouverJanet Chung (owner)p: 604-524-3904 f: 877-238-3198e: [email protected]: www.dentalaidpersonnel.comIndustries served: Dental

Descheneaux Insurance Recruiters LtdVancouverPat Descheneaux (president)p: 604-669-9787 f: 604-688-2130e: [email protected]: www.insuranceheadhunters.comIndustries served: Insurance, property and casualty

Design Group Staffing IncVancouverKristina Morse (branch manager)p: 604-683-6400 f: 604-669-3540e: [email protected]: www.dg.caIndustries served: Construction, EPC, manufacturing, architectural, industrial, operations, consulting, environmental, resources, engineering consulting



Douglas College Co-operative Education ProgramNew WestminsterDana Wakabayaship: 604-527-5100 f: 604-527-5629e: [email protected]: www.douglas.bc.ca/services/co-opIndustries served: Accounting, computer information systems, marketing commerce, business management, arts and science

Drake International VancouverGeri Kikot (branch manager)p: 604-601-2800 f: 604-682-8523e: [email protected]: www.drakeintl.comIndustries served: All sectors

Dulay Burke Financial RecruitmentVancouverSam Dulay; Tina Burkep: 604-692-2572 f: 604-692-2574e: [email protected]: www.dulayburke.comIndustries served: All sectors

Eagle Professional Resources Inc VancouverCindy Hogan (account manager)p: 604-899-1130 f: 604-899-1150e: [email protected]: www.eagleonline.comIndustries served: Professional staffing services for IT and finance and accounting

Effective Placement Inc SurreyMarie-Helene Sakowski (principal)p: 604-341-1053 e: [email protected]: www.effectiveplacement.comIndustries served: Mining and industrial

Eva Lee and Associates Recruitment LtdVancouverEva Lee (president)p: 604-608-0988 f: 604-608-0918e: [email protected] w: www.evalee.caIndustries served: Law, human resources, accounting, administrative, marketing, information technology

Executive Waiter Resources Inc VancouverChris Monk (president)p: 604-689-0640 f: 604-689-3670e: [email protected]: www.executivewaiter.comIndustries served: Hospitality

Expert RecruitersVancouverDarcia Bower (managing director)p: 604-689-3600 f: 604-689-7541e: [email protected]: www.expertrecruiters.comIndustries served: All sectors: health care, construction, real estate, financial, nonprofit, technology, engineering, consulting, government marketing, legal, mining

Find A Sales Pro VancouverLinda Fontana (president); Gary Schnell (senior partner); Jacquie Coulter (director of recruitment)p: 604-484-0928 f: 604-484-0932e: [email protected]: www.findasalespro.comIndustries served: Manufacturing and service sectors

Fusion Recruitment Group VancouverAllan Welyk (president and managing partner)p: 604-678-5627 f: 604-669-6047e: [email protected]: www.fusion-recruitment.comIndustries served: All sectors

Future Works Training Inc VancouverDorothy Keenan (owner)p: 604-684-4176 f: 604-684-4195e: [email protected] w: www.fwt.bc.caIndustries served: High tech, biotechnology, positions using science, engineering and IT skills

FuturestepVancouverSamantha Duncan (senior consultant)p: 604-609-5140 f: 604-684-1884e: [email protected]: www.futurestep.comIndustries served: All

Galt Global Recruiting VancouverLeslie Meingast (president and CEO); Deborah Kitson (principal consultant)p: 604-685-0609 f: 604-688-5636e: [email protected]: www.galtglobal.comIndustries served: Biotechnology, human resources, high technology and all sectors

Globaltech Recruiting Inc West VancouverCarene Morton (president)p: 604-913-0006 f: 604-913-0014e: [email protected]: www.globaltech.bc.caIndustries served: Corporate, government, software development, high-tech, mining

GO RecruitmentVancouverRaymond 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: 604-871-4168e: [email protected]: www.gorecruitment.comIndustries served: Small to medium-sized knowledge-based companies and organizations in software, clean-tech,manufacturing, education and health care

Goldbeck Recruiting Inc VancouverHenry Goldbeck (owner)p: 604-684-1428 f: 604-684-1429e: [email protected]: www.goldbeck.comIndustries 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 & AssociatesVancouverBarb Anderson (president)p: 604-684-6667 f: 604-684-8635e: [email protected] w: www.gslerick.comIndustries served: Property management (all levels), accounting, administration in various industries

Hadfield HR VancouverGayle Hadfield (principal)p: 604-731-1237 f: 604-734-0186e: [email protected]: www.hadfieldhr.comIndustries served: Non-profits; small and medium sized profit organizations including supporting internal HR teams

Hays – Recruiting Experts WorldwideVancouverJackie Burns (regional vice-president, Western Canada)p: 604-648-4297 f: 604-648-0588e: [email protected] w: www.hays.caIndustries served: Accounting and finance, construction and property, mining, HR, IT, office support, sales and marketing

Holloway Schulz & Partners VancouverSatinder Grewal (branch manager)p: 604-688-9595 f: 604-688-3608e: [email protected]: www.recruiters.comIndustries served: Accounting, finance, IT, high-tech, sales, marketing, operations, logistics management, manufacturing, technical, human resources, engineering

Hunt Personnel/Temporarily Yours VancouverIsabelle Colborne (president)p: 604-688-2555 f: 604-688-6437e: [email protected] w: www.hunt.caIndustries served: All private-sector industries, BC provincial and federal government ministries, professional and non-profit organizations

Ian Martin Ltd VancouverAlma Cervas (branch manager)p: 604-637-1400 f: 604-685-1425e: [email protected]: www.ianmartin.comIndustries served:Engineering and technical

INTEQNAVancouverCathy Lewis (practice leader)p: 604-683-6400 f: 604-683-6440e: [email protected]: www.inteqna.comIndustries served: Information technology, finance and accounting, sales, human resources and operations

IS2 Staffing Services DeltaMarie Ausmusp: 604-940-8880 f: 604-940-8873e: [email protected] w: www.is2.caIndustries served: Construction, nursery and greenhouse, warehousing, distribution, manufacturing, oil and gas

IT MindFinders Search Consultants IncWest VancouverWendy Melvin (president); Janis Strathearn (associate consultant)p: 604-925-8324e: [email protected]: www.itmindfinders.comIndustries served: Software firms, professional services/consulting firms, financial sector, services industries

J Ross Recruiters VancouverRob Fisher (principal)p: 604-268-6202 f: 604-676-2799e: [email protected]: www.jrossrecruiters.comIndustries served: Retail and hospitality

Jacobsen Secretarial Services SurreyKirk Jacobsen (managing Partner); Renee Jacobsen (managing Partner)p: 604-930-9386 f: 604-930-9387e: [email protected]: www.jacobsensecretarial.comIndustries served: Legal support staff, general secretarial, managment, accounting, administration, sales

James Seidel & Associates Inc KelownaJames Seidel (owner)p: 250-215-5539 e: [email protected]: www.thinkjsa.comIndustries served: High tech, private and public sector I/T and select professional search

Janet David & Associates Inc VancouverJanet David (principal)p: 604-688-6192 f: 604-684-6024e: [email protected]: www.janetdavid.comIndustries served: Private and public sectors, family- owned businesses, education, health



www.asttbc.org/profiles


Kelly Services (Canada) Ltd VancouverShannon Brown (branch manager)p: 604-669-1236 f: 604-669-1270e: [email protected] w: www.kellyservices.comIndustries served: Professional and financial services, property management, real estate, contact centre, mining and other areas

Korn/Ferry International VancouverVancouverKevin McBurneyp: 604-684-1834 f: 604-684-1884w: www.kornferry.comIndustries served: All sectors

Legal Freelance Centre VancouverBetty Garbuttp: 604-689-5476 f: 604-689-5171e: [email protected]: www.legalfreelancecentre.comIndustries served: Legal

Lock Search Group VancouverFrank Joe; Dan O’day; Jeff Danisp: 604-669-8806 f: 604-669-5385e: [email protected]: www.locksearchgroup.comIndustries served: Marketing, HR, medical, dental, industrial, logistics, B2B, IT, retail, finance, tourism, hospitality, CPG

Manpower VancouverSusan Wright-Boucher (regional director); Joan Page (manager, Vancouver metro market)p: 604-682-1651 f: 604-669-5397e: [email protected]: www.manpower.caIndustries served: Finance, insurance, business services, logistics

Maxim Professional VancouverBruce Unal (managing director)p: 604-488-1500 f: 604-488-1510e: [email protected]: www.maximhr.comIndustries served: Engineering, construction, architecture, mining, oil and gas, administration, accounting, legal, sales and marketing, IT and operations

McNeill Nakamoto Recruitment GroupVancouverSarah McNeill (chief acceleration officer); Cheryl Nakamoto (chief people progress potential officer)p: 604-662-8967 f: 604-662-8927e: [email protected]: www.mcnak.comIndustries served: Finance and insurance, accounting and administration, human resources and operations, marketing and sales, technology

Medi-Office Services North VancouverSally Roth (president)p: 604-924-1137 f: 604-924-1138e: [email protected]: www.medi-office.comIndustries served: Medical: offices, clinics, hospitals

Mercer Bradley Inc VancouverCliff Kanto (managing director)p: 778-331-7570 f: 778-331-7578e: [email protected]: www.mercerbradley.comIndustries served:Accounting and finance

Miles Employment Group Ltd VancouverSandra Miles (president and CEO)p: 604-694-2500 f: 604-694-2511e: [email protected] w: www.miles.caIndustries served: All sectors

MindField RPO Group Inc VancouverCameron Laker (CEO)p: 604-899-4473 f: 866-488-7832e: [email protected]: www.mindfieldgroup.comIndustries served: Multi-location retail organizations across Canada

Mountaincrest Personnel Inc BurnabyHarvey Fishman (technical recruiter, sales representative)p: 604-421-3807 f: 604-421-3808e: [email protected]: www.mountaincrestpersonnel.caIndustries served: Engineering, high tech, manufacturing, trade personnel, IT

Moxon Personnel Ltd VancouverBen Moxon (president)p: 604-688-5100 f: 604-738-7134e: [email protected]: www.moxonpersonnel.comIndustries served: Accounting

Munday Recruiting and Consulting VancouverColleen Noyes (president)p: 604-681-5424 f: 866-405-1632e: [email protected]: www.mundayrecruiting.caIndustries served: Property managers, resident managers, building and facilities personnel

Nasco Staffing Solutions VancouverDavid James (director)p: 604-683-2512 f: 604-683-2512e: [email protected] w: www.nasco.caIndustries served: Conferences, events, production, venues, promotions, food and beverage, construction and general labour

Odgers Berndtson VancouverKen Werker (managing partner)p: 604-685-0261 f: 604-684-7988e: [email protected]: www.odgersberndtson.caIndustries served: All industries

Olidan Search Partners Inc VancouverAlex Kahng (managing partner)p: 604-683-1705 f: 604-687-1327e: [email protected] w: www.olidan.comIndustries served: All sectors with particular strength in real estate, mining and high tech

Open Door Group VancouverAlona Puehsep: 604-734-0777 f: 604-734-0779e: [email protected]: www.opendoorgroup.orgIndustries served: Customer service, retail, office (clerical/admin), warehousing, production, hospitality, volunteer.

P3 Resources Ltd VancouverPomponia Martinez (president)p: 604-681-6641 f: 604-630-8844e: [email protected]: www.p3resources.comIndustries served: Government, telecommunications, IT and high-tech, banking

Pan-Pacific Personnel Inc VancouverMiyuki Ishizaki (president)p: 604-801-7407 f: 604-676-2530e: [email protected]: www.panpacificpersonnel.comIndustries served: Internationally focused organizations such as businesses that serve the Pacific Rim market

Paquette Personnel VancouverDiane Paquette (consultant); Irene McTavishp: 604-688-7266 f: 604-669-5385e: [email protected]: www.paquettepersonnel.comIndustries served: All industries

Paragon Personnel Ltd BurnabyEd Carmonap: 604-298-6633 f: 604-298-6655e: [email protected]: www.paragon-personnel.comIndustries served: Families and individuals (seniors), domestic workers.

People First Solutions Inc VancouverBob Murrayp: 604-684-2288 f: 604-684-2265e: [email protected]: www.peoplefirstsolutions.comIndustries served: All sectors

Pinton Forrest & Madden VancouverCasey Forrest (partner); George Madden (partner)p: 604-689-9970 f: 604-689-9943e: [email protected]: www.pfmsearch.comIndustries served: Generalist covering the private, public and not-for-profit sectors

Placement GroupVancouverAnnemarie Chapman (branch manager)p: 604-689-7717 f: 604-683-6440e: [email protected]: www.pgstaff.comIndustries served: All sectors

Premium Staffing Solutions VancouverBrad Bates (owner)p: 604-602-9193 f: 604-734-8999e: [email protected]: www.premiumsolutions.caIndustries served: Professional services, high-tech, engineering, manufacturing, mining, construction, hospitality, health

RandstadVancouverEmilie McIver (branch manager, Vancouver); Lorraine Novak (market manager)p: 604-408-2772 f: 604-408-2792e: [email protected]: www.randstad.caIndustries served: Professional accounting and finance administration call centre and customer service light industrial

Randstad Engineering VancouverIan McDougall (branch manager)p: 604-915-9333 f: 604-915-9339w: www.randstadeng.caIndustries served: Engineering, manufacturing and logistics

Robert Half InternationalVancouverGena Griffin (regional vice-president)p: 604-688-7572 f: 604-687-7533e: [email protected]: www.rhi.comIndustries served: Accounting, finance, administration and IT across all industries.

Robert Half International (Burnaby-Richmond)BurnabyGena Griffin (regional vice-president)p: 604-638-0409 f: 604-639-3533e: [email protected]: www.roberthalf.comIndustries served: Accounting, finance, IT and administration across all industries.


AGENCIES & RECRUITERS


www.bcipi.asttbc.org


Robert Half International (Fraser Valley) SurreyGena Griffin (regional vice-president)p: 604-581-6636 f: 604-581-4225e: [email protected]: www.roberthalf.comIndustries served: Accounting, finance, technology and administration across all industries.

Rossi and Associates Inc VancouverDonna Rossi (president)p: 604-683-3755 f: 604-685-1520e: [email protected]: www.rossipeople.comIndustries served: All business to business sectors

Sales Talent AgencyVancouverJamie Scarborough (owner)p: 604-506-1777 e: [email protected]: www.salestalentagency.comIndustries served: Focus on B2B sales professionals from all industries

Sapphire Canada, a division of Randstad Interim Inc VancouverMike Cvitkovich (branch manager, Vancouver); Molly Huber (vice-president, Western Canada)p: 604-687-5919 f: 604-687-5397e: [email protected]: www.sapphireca.comIndustries served:Information technology

SearchWest IncBurnabyJeff Abram (president)p: 604-684-4237 f: 604-684-4240e: [email protected]: www.searchwest.caIndustries served: Sales, marketing and operations, mid to senior level professionals

Spherion Staffing Solutions RichmondSylvia Schmidt (branch manager)p: 604-273-1440 f: 604-273-4042e: [email protected]: www.spherion.caIndustries served: Manufacturing, distribution, customer service, contact centre, administrative, clerical, accounting, finance, sales and marketing, engineering.

Summit Search Group BC Inc VancouverChad Rutherford (owner, managing partner); David Litherlandp: 604-684-2784 f: 604-684-3784e: [email protected]: www.summitsearchgroup.comIndustries served: Sales, marketing, insurance, industrial, consumer packaged goods, HR, finance, IT, high tech, telecom, alcohol beverage, operations

Swim RecruitingVancouverSimon Wood (president and CEO); Bodil Geyer (COO); Trevor Pidcock (team lead, recruitment)p: 604-689-7946 f: 604-689-7950e: [email protected]: www.swimrecruiting.comIndustries served: High tech, biotech, engineering, banking and finance, public sector, mining, logistics and forestry

Target Professionals Hospitality RecruitingPort CoquitlamColleen Gillis (sales and recruitment)p: 604-552-2377 f: 604-357-1130e: [email protected]: www.targetprofessionals.comIndustries served: Hospitality recruitment for executives/management in BC and Alberta: restaurant, hotel, resort, casino, suppliers, etc.

TCA Recruitment Group Inc VancouverTanya Cloete (president)p: 604-691-1770 f: 604-476-0149e: [email protected]: www.tcarecruitment.comIndustries 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

TEKsystemsRichmondDamon Harbert (director of business operations)p: 604-232-2570 f: 604-244-7092e: [email protected]: www.teksystems.caIndustries served: All industries

The 500 Staffing Inc VancouverAlma Cervas (branch manager)p: 604-685-1400 f: 604-685-1425e: [email protected]: www.the500.comIndustries served: Administrative, insurance, legal, technical, accounting and finance.

The 500 Staffing Inc VictoriaNorma McCrea (branch manager)p: 250-412-0841 f: 250-412-0857e: [email protected]: www.the500.comIndustries served: Administrative, insurance, legal, technical, accounting, finance, engineering, technical

The Counsel Network VancouverWarren Smith (managing director)p: 604-643-1755 f: 800-469-2233e: [email protected]: www.thecounselnetwork.comIndustries served: Law firms, corporations

The Personnel Department VancouverLeslie Meingast (president and CEO)p: 604-685-3530 f: 604-689-5981e: [email protected]: www.goodstaff.comIndustries served: All sectors

The Right Fit Staffing Solutions Inc SurreyJay Myshkowsky (president); Kiven Wenman (vice-president, sales)p: 604-582-5627 f: 866-514-3074e: [email protected]: www.rightfitstaffing.caIndustries served: All sectors

Titan Recruitment SolutionsVancouverBryce Stacey (managing partner); Ken Hicks (managing partner)p: 604-687-6785 f: 604-687-6786e: [email protected]: www.titanrecruitment.comIndustries served: Manufacturing and operations, finance, sales and marketing

Top Guns For Hire BurnabyDave Casey (president)p: 604-689-8367 f: 604-689-0639e: [email protected]: www.topgunsforhire.comIndustries served: Staffing for print, copy, digital and web industries

Total Staffing Solutions Ltd VancouverTracy Dallas (general manager)p: 604-687-6756 f: 604-687-6786e: [email protected] w: www.totalstaff.caIndustries served: All sectors

TRS Contract Consulting Group VancouverMike Brittain (managing partner)p: 604-687-6795 f: 604-687-6786e: [email protected]: www.trscontract.comIndustries served: Government, insurance, natual resouces, education and hightech

True North Recruitment and Placement Services Ltd RichmondNestor Diamzon (general manager)p: 604-307-4207 f: 604-207 0895 e: [email protected]: www.truenorthrecruitment.comIndustries served: Food service industry hotel and restaurant industry retail industry

U-MAN Recruitment & Assessment Services Inc. BurnabyWendy Smith (general manager); Lewis Taylor; Lorraine Taylorp: 604-568-7442 f: 604-568-7448e: [email protected] w: www.u-man.caIndustries served: Manufacturing, industrial, finance

VanJobsVancouverMark Strong (president)p: 604-739-1711 e: [email protected]: www.vanjobs.comIndustries served: R&D and IT specialists and their associated support and sub domain in development, support and C level leadership

Vantage Resourcing VancouverSheila Carney (president)p: 604-739-3159 f: 604-739-3159e: [email protected]: www.vantageresourcing.comIndustries served: Accounting, finance and human resources

Vertical Bridge Corporate Consulting IncVancouverSandra Reder (president and founder)p: 604-682-2262 f: 604-687-1327e: [email protected]: www.verticalbridge.caIndustries served: Private and public sector as well as not-for-profit

Waterhouse Executive Search Ltd VancouverGrant Smith (senior partner)p: 604-806-7715 e: [email protected]: www.waterhousesearch.comIndustries served: All industry sectors

West Pacific Consulting Group (WPCG)BurnabyFeras Elkhalil (director, IT division); Jeremy Tiffin (director, finance and professional division); Lloyd Kinney (director of operations)p: 604-294-1200 f: 604-294-1242e: [email protected] w: www.wpcg.caIndustries served: Information technology, finance and supply chain management

Western Management Consultants/ Western Compensation and Benefits Consultants VancouverDon Sherritt (managing director)p: 604-687-0391 f: 604-687-2315e: [email protected]: www.wmc.caIndustries served: Various sectors

Whistler’s Personnel Solutions WhistlerSabine Bell (general manager and owner)p: 604-932-4832 f: 604-932-4622e: [email protected]: www.whistler-jobs.comIndustries served: All industries in the Sea to Sky Corridor (Pemberton, Whistler and Squamish)

Wood West & Associates Inc VancouverBal Gill (president); Fred West (recruitment executive)p: 604-682-3141 f: 604-688-5749e: [email protected]: www.wood-west.comIndustries served: Civil infrastructure, mining, environmental science, structural, mechanical, electrical engineering, and construction

ZSA Legal Recruitment VancouverStephanie Hacksel (managing consultant); Siobhan Rea (managing consultant)p: 604-681-0706 f: 604-681-0566e: [email protected] w: www.zsa.caIndustries served: Law firms and companies




MBA

with at least eight years’ experience,

including administrators and physicians, as

well as health-industry specialists in gov-

ernment, management, pharmacy, bio-

technology and research. The 15-month

part-time program applies managerial and

leadership fundamentals to health care. It

gives students adaptable business educa-

tion in health-care economics, financial

management, operations and logistics,

and leadership and change management.

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 entry-

level management. Cost: $24,776.

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 manage-

ment were developed in collaboration

with the BC Innovation Council. Both offer

focused education for those in senior sales

roles in fast-paced industries.

Source: The University of British Columbia

Robert 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,

Sauder’s MBA program ranks among the

world’s top 100 (and among Forbes’ top 10

international two-year MBAs). Sauder is rec-

ognized globally for contributions to mana-

gerial practice through innovative research

and teaching. This leading academic busi-

ness school ranks first in Canada in the

Social Science Research Network’s all-time

“Top International Business Schools” measure.

The integrated core covers finance, mar-

keting, accounting, human resources,

statistics, managerial economics, ethics,

law, supply chain and information systems,

teaching collaboration and leadership.

The new MBA House offers a collegial,

intellectual environment with furnished

single and double suites with kitchens, a

library, a café, a lounge and more.

The student specializes in entrepreneur-

ship, finance, information-technology

management, marketing, organizational

behaviour and human resources, strategic

management, supply-chain management

or sustainability. Ten optional sub-special-

izations include accounting, business-intel-

ligence systems and international business.

A combined MBA/CMA option is available.

The MBA program in sustainability trains

managers to meet scrutiny and show

business leadership. Students learn

environmental economics, sustainable

development and corporate social respon-

sibility. Required modules range from

cost-benefit analysis to business ethics to

global environmental issues. Electives let

students pursue areas such as non-profit

UNIVERSITY OF BRITISH COLUMBIA

A new dimensionMBA program offers integrated curriculum and global perspective

management, environmental marketing

and social entrepreneurship.

The student gains direct experience from

internships and industry projects, one of

which is required for graduation. They are

supervised by faculty advisers.

Seminars, guest presentations, discussion

groups, career coaching and self-directed

activities teach presentation skills, dining

etiquette, networking, work-life balance,

salary negotiation, project management,

resumé-writing and interviewing.

Sauder’s extensive optional international

exchange program has agreements with

31 leading business schools in 24 countries.

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 pro-

gram (starting January): September 30.

The executive MBA in health care is for

senior managers from all health sectors



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 suc-

ceed in a challenging, fast-paced environ-

ment. Students in the program come from

a wide range of areas such as kinesiol-

ogy, psychology, chemistry, engineering,

education, medicine, music, biology and

mathematics. In-class discussions incor-

porate 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. Business.sfu.ca/mba

The executive MBA at SFU Business, estab-

lished 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 com-

mitment to move into executive and other

leadership positions. The in-depth pro-

gram develops skills and core capabilities

in strategic analysis, change management

and leadership via a global perspective.

Professors bring world-class academic cre-

dentials and industry experience. Tuition:

$47,500, including hotel stays Friday nights.

Application deadline: April 1, 2011, for

September start. Business.sfu.ca/emba

SFU Business is well known for specializa-

tions in industry-specific graduate busi-

ness programs.

The MBA in management of technology

(MOT) educates emerging leaders in the

business of technology or biotechnology.

SIMON FRASER UNIVERSITY

Launching careers and new venturesInnovative graduate business options

This popular program targets students with

scientific or technical backgrounds who

want to transfer into management or man-

agers 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. Business.sfu.ca/mot

The master of financial risk management

(MFRM) program was designed in response

to the demand for professionals to man-

age 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-mil-

lion 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. Business.sfu.ca/mfrm

The graduate diploma in business admin-

istration is an online program designed for

people with non-business undergradu-

ate 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 dead-

lines: March 1, 2011, for May 2011 start;

July 1, 2011, for September 2011 start; and

November 1, 2011, for January 2012 start.

Business.sfu.ca/gdba

Source: SFU Business



MBA

In addition to the current MBA+JD double

degree offered in conjunction with the

faculty of law, students may now pursue

double degrees in two other programs.

An agreement with the faculty of engi-

neering allows for an MBA+MEng, while

one with the faculty of computer science

lets the student achieve an MBA+MSc.

For more information, visit www.gustavson.

uvic.ca/mba.

Source: The University of Victoria

Anumber of elements prompt the

descriptor “boutique” for the

University of Victoria’s MBA program.

It offers unique specializations in entre-

preneurship, international business and ser-

vice management. Classes never exceed 50

students, the faculty-to-student ratio is high,

and dedicated MBA facilities include a state-

of-the-art classroom, lab and lounge.

UVic’s three unique specializations give stu-

dents the knowledge to start, grow or inter-

nationalize their businesses. In entrepre-

neurship, 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 profession-

alize 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 international-

ization of firms, covering issues of export,

proceeding through those important to

international firms and moving on to con-

cerns relating to multinationals.

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

UNIVERSITY OF VICTORIA

Boutique MBASpecializations in entrepreneurship, international business and service management

matching program whereby a student is

matched with a mentor working in a field

that interests the student, or in an area that

he or she would like to understand better.

Mentors attend student presentations and

networking sessions and share their time

and expertise. Co-operative education

is popular at the undergraduate level in

many institutions; UVic offers it to graduate

students as well. MBA students can try out

new careers or new employers, get valu-

able work experience and develop new

perspectives about business in this interact-

ive educational experience.

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.

The total cost of the MBA program (includ-

ing 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.



MBA qualifying courses. Students in the

bachelor of arts, bachelor of science and

bachelor of computing science may com-

plete all 12 TRU MBA qualifying courses

as part of their undergraduate degrees, if

they take the minor in management.

Core courses expose students to advance

management topics in key business areas

not studied at the undergraduate level:

financial reporting and analysis;

management communications;

international business;

operations management; and

leadership and ethics.

Applications for September admission

should be submitted by the preceding

January. For more information, visit www.

tru.ca/business/mba/entrance.html.

Source: Thompson Rivers University

In 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 tem-

pering them with a high degree of social

responsibility. TRU’s courses are designed

to produce managers of the highest calibre,

with strong critical-thinking ability, business

communication skills and capacity for the

leadership and “followership” to work effect-

ively with others in teams.

Courses are taught with a strong interna-

tional 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 TRU’s undergraduate student

population and 60 per cent of the MBA

participants. Each graduate leaves the pro-

gram with a high degree of understand-

ing of the cultures and business prac-

tices found around the world and a true

empathy for all participants in our rapidly

globalizing economy.

TRU emphasizes the application of tech-

nology in business organizations. To devel-

op students’ abilities and decision-making

skills more fully, the program also makes

considerable use of the case approach

along with business simulations, company

visits, guest presentations and consulting

projects. Social events and business com-

petitions enhance classroom experiences.

The program is housed in TRU’s International

Building. This facility has large tiered lecture

THOMPSON RIVERS UNIVERSITY

Best of all worldsThe TRU School of Business and Economics MBA program

theatres that offer full audiovisual support

for the case approach, two 30-seat com-

puter labs and a number of smaller break-

out rooms for group work. The building is

equipped with a wireless network to sup-

port 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.

Graduates of the TRU bachelor of business

administration, TRU open learning bach-

elor of commerce and TRU bachelor of

tourism management or equivalent pro-

grams will generally complete all 12 TRU



MBA

You want to further your business edu-

cation, continue to work and have a

life. Royal Roads University has specific-

ally designed its MBA program for experi-

enced professionals who want to take their

careers to the next level. The 18-month

program balances the convenience of

online distance learning with short, dynam-

ic on-campus residencies so students can

continue to work while they study: a valu-

able asset in today’s challenging economy.

The program particularly suits those who

want to become accountable and responsi-

ble 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 stu-

dents develop business acumen, sharpen

leadership skills and gain a stronger

understanding of the profound relation-

ships between management, society and

the environment,” says Pedro Márquez,

dean, faculty of management. “That’s

the driving force behind our MBA pro-

gram.” 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 pro-

gram was to get a better understanding

of who I was and how I was going to

be in the world,” says Jivi Khehra, 2008

MBA graduate. “When I started the first

residency, I questioned everything about

myself; it felt like being deconstructed.

Throughout the program, I set out to

rebuild myself with my own values, not

the values of my parents, my workplace

or society. That gave me confidence as a

leader knowing I could run my own busi-

ness in line with my values. I could bring

my authentic self to my work.”

Faculty at RRU have academic

ROYAL ROADS UNIVERSITY

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

business plan I developed added value to

the company I now work for.”

RRU offers MBA programs in human-

resources 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 enrol-

ment adviser at 877-778-6227, email learn.

[email protected] or visit www.royalroads.

ca.

Source: Royal Roads University

credentials and real-world experience in

management and industry. This ensures

that program content is relevant and time-

ly and responds to the market. RRU collab-

orates with industry experts to create an

environment that mirrors the complexities

of today’s business realities.

In the capstone organizational man-

agement project, students apply what

they’ve learned throughout the program

to a complex, real-world situation. This

project was “the best part of the program

for me,” says Andrea Chisholm, 2009 grad-

uate in management consulting. “It was an

intense learning process, and the strategic



THE BIG PICTURE

B USI N E SS A N D M A N AG E M E N T V I C TO R I A B C C A N A DA

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 fl exible admissions.

Visit us, at www.royalroads.ca, or contact our Enrolment Advisors – 1-877-778-6227,

or [email protected].


www.royalroads.ca

Photos: Vancouver Island University

MBA

Vancouver Island University provides

a strong international context and

grounding in key business disciplines

within its MBA/master of science in inter-

national business (MScIB) dual degree.

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.

The program itself is international, as it is

offered in partnership with the University

of Hertfordshire, United Kingdom. The

student encounters issues relating to inter-

national business and, upon completing

the program, earns both a Canadian and a

British degree. The student body is more-

over diverse in ethnicity and background.

The MBA class of 2009–10 featured stu-

dents from 24 different countries and a

range of academic and work backgrounds.

An internship is integrated with an applied

business project. The student works for a

business and completes a project relat-

ing to this business. Internships may be

completed in Canada or elsewhere. An

international student may do a Canadian

internship to obtain Canadian work experi-

ence, 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.

The program consists of four parts. For

the student without a business degree,

an eight-week foundation program intro-

duces business disciplines and readies the

student to take on the main program.

The core program runs over two regu-

lar university terms, plus one seven-week

integrated internship and applied busi-

ness 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.

Tuition (Canadian students): for foundation

program (non-business graduates), $2,425

plus student fees and textbooks; for MBA/

MScIB, $18,500 (which includes intern-

ship 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 stu-

dent fees and textbooks.

Deadlines for September start:

February 28. Deadlines for January start:

April 30. Entry is competitive, and prefer-

ence is given to applicants with work

experience.

Source: Vancouver Island University

VANCOUVER ISLAND UNIVERSITY

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

term, for a total of 10 months of classroom

training. This provides students with a

strong foundation in key business disci-

plines, 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 busi-

ness fields.

The program concludes with an



With its modular format, the

MBA program at the University

of Northern British Columbia

encompasses a broad spectrum of

business topics and focuses on vital

issues regarding regional and global

developments.

The program provides students with

the knowledge, skills, attributes and

networks they require to accelerate their

careers in today’s highly demanding busi-

ness environment. Courses are designed

to provide the participant with a broad-

based 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 pro-

fessors and peers and a cohort system

that allows students to build valuable net-

works of colleagues.

Modular format

The MBA program has a modular format.

Following a week of team-building when

the program begins in August, the stu-

dent 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 stu-

dent 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 rel-

evance 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.

UNIVERSITY OF NORTHERN BRITISH COLUMBIA

From regional to globalAn MBA that offers what you need to succeed

Costs

The current tuition for the UNBC MBA pro-

gram is $32,473. The fees do not include

UNBC student fees or costs of textbooks,

accommodation or transportation. Please

visit www.unbc.ca/mba/.

Source: University of Northern British

Columbia

UNBC’s attractive

modern campus

The Canfor Winter Garden



MBA

The 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.

TWU’s MBA is delivered in either a 12 to

13-month full-time format or a convenient

22-month blended format. Those who

wish to focus on the global market can

pursue the international business special-

ization, which involves 12 to 13 months

of full-time study, including a two-week

study trip overseas. The 22-month option

accommodates busy working profession-

als with online courses throughout the

year and face-to-face classroom experi-

ences in four short summer residencies

All TWU MBA courses are designed so

that what is taught in each learning activ-

ity 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: manage-

ment of the growing enterprise, non-profit

and charitable-organization management,

and international business.

The 22-month option offers two specializa-

tions designed for those seeking to influ-

ence their environments though innovative

thinking and social responsibility. The

growing enterprise specialization develops

students into creative and confident entre-

preneurs passionate about making a positive

difference. The program equips these social

entrepreneurs with the managerial and

analytical training they will need for bringing

leaders need for navigating the interna-

tional 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 competi-

tiveness, 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.

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 full-

time 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.

Source: Trinity Western University

TRINITY WESTERN UNIVERSITY

Agents of changeChallenging MBA students to become leaders with positive impact

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 break-

ing ground as emerging business leaders.

Consideration for environmental sustainabil-

ity is an active part of business planning.

Specializing in non-profit and charit-

able 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



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:

face-to-face interaction with your professors and peers.

a valuable network of colleagues.

The UNBC MBA Program is an asset to accelerate your career.

UNBC Master of Business Administration

1-866-960-6125 | www.unbc.ca/mba

UNIVERSITY CANADA WEST

From flexibility to success

With the global economy still recover-

ing, 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

An MBA accessible to working professionals



www.unbc.ca/mba

Everyone profits from good business

In business, maximizing profit is the bottom line. As Canada’s only Christian-based 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.

MASTER of BUSINESS ADMINISTRATION

twu.ca/bcmba7600 Glover Road, Langley, BC, V2Y 1Y1 604 513 2035

MBA

notes, discussion forums, web readings,

assignments and other resources.

“University Canada West is at the

forefront of education for working learn-

ers,” 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 encour-

age interaction, and private messages and

email are available so that students can

contact professors. Online learners can

schedule these communications around

work or family commitments.

Established in 2004 as a fully accredited

Canadian university, University Canada

West offers an exciting new approach for

obtaining university degrees. Accelerated

programs based on market-driven cur-

ricula and a flexible model of delivery let

students pursue education that suits their

needs. Master’s degree programs show

the university’s commitment to academic

achievement and success beyond the class-

room. Graduates go on to become leaders

in various fields internationally. The univer-

sity 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 universi-

ties 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 com-

merce and a bachelor of arts in media and

communications. Programs are available

on the Vancouver and Victoria campuses

as well as on line.

Source: University Canada West



www.twu.ca/bcmba

MAKE IN BUSINESS.it

It’s your career.Get it right.


www.bcit.ca/business


www.business.sfu.ca

Company Page URL

Appraisal Institute pg 40 www.aicanada.ca/career

ASTTBC pg 34 www.asttbc.org

ASTTBC pg 49 www.asttbc.org/profiles

ASTTBC pg 50 www.bcipi.asttbc.org

BC HRMA pg 13 www.bchrma.org/conf2011

BC Institute of Purchasing pg 36 www.pmac.ca

BC Notaries pg 40 www.notaries.bc.ca

BCIT pg 63 www.bcit.ca/business

BIV pg 6 www.biv.com

Campeau Learning pg 47 www.campeaulearning.com

Canadian Bar pg 45 www.bccba.org

Canadian Payroll pg 41 www.payroll.ca

CGA pg 2 www.cgajobs.com

CGA pg 4 www.cgajobs.com

CITT pg 38 www.citt.ca/ability

CITT pg 39 www.citt.ca/profit

CMA pg 5 www.becomeacma.com

Credit Institute pg 27 www.bc.creditedu.org

Douglas College pg 24 www.douglascollege.ca/selfemployment

Great Northern Way pg 18 www.mdm.gnwc.ca

Royal Roads University pg 57 www.royalroads.ca

Sauder School of Bus pg 3 www.sauder.ubc.ca/exec_ed

Sauder School of Bus pg 18 www.sauder.ubc.ca/dap

Sauder School of Bus pg 20 www.smeivancouver.org

SFU Business pg 64 www.business.sfu.ca

The Directors college pg 7 www.thedirectorscollege.com

Trinity Western pg 62 www.twu.ca/bcmba

University Canada pg 19 www.focus.ucan.ca

University of Northern BC pg 61 www.unbc.ca/mba

University of Victoria pg 46 www.gustavson.uvic.ca

Right Course 2011

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