Human Resources Management - Saskatchewan Polytechnic...BCOM 120 Business Communications 1 BCOM 121 Business Communications 2 FIN 121 Finance for Non-financial Managers X FIN 225 Relationship

Human Resources Management

PLAR Candidate Guide

Prior Learning Assessment and Recognition (PLAR)

Program PLAR Candidate Guide

Prior Learning Assessment and Recognition (PLAR)

Prior Learning Assessment and Recognition Human Resources Management Page 2

Copyright

Saskatchewan Polytechnic No part of the work(s) contained herein may be reproduced or copied in any form or by any means – graphic, electronic, or mechanical, including photocopying, recording, taping of information and retrieval systems – without written consent of Saskatchewan Polytechnic.

The Human Resources Management program is dedicated to removing barriers and broadening the access to programs at Saskatchewan Polytechnic. We believe that adults acquire knowledge and skills through life and work experience that may align with courses within our programs.

Developed by program September 2007

Revised June 2008 October 2011 October 2013 June 2016

Web ready – PLAR office

September 2009 December 2011

Revised template by

RPL program October 2013 January 2015


Table of contents

Why consider a PLAR assessment? ...................................................................................... 5

What are the PLAR options? ................................................................................................ 5

Option A: Individual course challenge ............................................................................. 5

Fees: ...................................................................................................................... 5

How many courses can be challenged through PLAR? ........................................................... 5

Which courses are PLAR-ready? .......................................................................................... 6

Is PLAR available at any time of the year? ............................................................................ 7

Is it easier to challenge a course through PLAR or take the course? ....................................... 7

Methods of assessing prior learning ..................................................................................... 7

If I live out of town, do I have to travel to a main campus to do PLAR? .................................. 7

What if I have a disability & need equity accommodations? ................................................... 7

Are there other methods to gain Saskatchewan Polytechnic course credits for prior learning? ... 8

Contact us ......................................................................................................................... 8

The PLAR process .............................................................................................................. 9

Guiding principles for developing a PLAR evidence file .......................................................... 10

Types of evidence ............................................................................................................. 10

How long will it take to prepare evidence for PLAR? ............................................................. 11

Steps to complete a self-audit ............................................................................................ 11

Self-audit guide(s) ............................................................................................................ 12

ACCT 122 – Introductory Financial Accounting I .............................................................. 12

ADMN 220 - Organizational Behaviour ............................................................................ 16

ADMN 224 – Entrepreneurship ....................................................................................... 20

ADMN 255 – Managing Conflict in the Workplace ............................................................. 25

BCOM 105 – Business Communications ........................................................................... 29

BCOM 120 – Business Communications 1 ........................................................................ 33

BCOM 121 – Business Communications 2 ........................................................................ 37

HR 120 – Introduction to Human Resource Management ................................................. 40

HR 230 – Talent Acquisition ........................................................................................... 45

HR 231 – Strategic Compensation .................................................................................. 50

HR 232 – Training and Development .............................................................................. 54

HR 233 – Labour Relations ............................................................................................ 58

HR 234 – Employee Engagement ................................................................................... 63

HR 236 – Organizational Change .................................................................................... 67

MKTG 225 – Event Planning and Public Relations ............................................................. 71


MKTG 227 – Digital Media ............................................................................................. 75

Appendices ....................................................................................................................... 76

Appendix A: ADMN 220 Organizational Behaviour documents .......................................... 77

Employer/validator information sheet for evidence ....................................................77

Employer validation checklist ...................................................................................78

Exam invigilator form ..............................................................................................80

ADMN 220 - PLAR assignment .................................................................................81

Appendix B: HR 237 – Wellness in the Workplace documents .......................................... 82

Appendix C: BCOM 120 and BCOM 121 documents ......................................................... 83

BCOM 120 & BCOM 121 – Sample letter for employer................................................83

BCOM 120 & BCOM 121 – Employer/validator information sheet for evidence ..............84

BCOM 120 – Detailed information and validation checklists for evidence file ................85

BCOM 120 – Feedback sheet for direct letter/memo ..................................................86

BCOM 120 – Feedback sheet for indirect letter/memo ...............................................88

BCOM 120 – Direct memo/letter ..............................................................................90

BCOM 121 – Detailed information and validation checklists for evidence file ................91

BCOM 121 – Feedback sheet for informal informational report ...................................92

BCOM 121 – Feedback sheet for informal analytical report .........................................94

BCOM 121 – Feedback sheet for formal report ..........................................................96

BCOM 121 – Feedback sheet for presentation skills ...................................................98

BCOM 121 – Direct memo/letter ............................................................................ 100


Why consider a PLAR assessment?

PLAR refers to the combination of flexible ways of evaluating people’s lifelong learning, both formal and informal against a set of established standards. You can receive academic credit for your relevant lifelong learning. The Human Resources Management program recognizes prior learning in a number of ways. We recognize:

Previous formal learning from an accredited training institution through transfer of credit.

Previous informal learning or experiential learning through a comprehensive prior learning and recognition process.

What are the PLAR options?

To be eligible for PLAR, an applicant must first register or already be registered as a Saskatchewan Polytechnic student. Option A: Individual course challenge If you have 2 years of successful experience in the human resources field, and have learned the skills and knowledge for one or more of the Human Resources Management courses, you may apply to be assessed for each applicable course. Fees:

There will be a charge for each individual course assessment.

For a listing of the specific PLAR fees, check the PLAR database or call Saskatchewan Polytechnic and ask to speak to the PLAR advisor/counsellor assigned to the Human Resources program at: 1-866-467-4278.

How many courses can be challenged through PLAR in the Human Resources

Management program?

Currently we have 16 courses with PLAR challenges available. There is no limit. You may challenge as many of these courses as you are able to prove prior skills and knowledge through assessment.

https://webprod.siast.sk.ca:8000/ceroneprod/szpkplar.P_PLARInformation


Which courses are PLAR-ready?

Human Resources Management Program Pro f i le

COURSE CODE

COURSE NAME PLAR Challenge(s)

available through program

PLAR Challenge(s)

not available

ACCT 122 Introductory Financial Accounting 1

ADMN 206 Leadership Development X

ADMN 220 Organizational Behaviour

ADMN 224 Entrepreneurship X

ADMN 255 Managing Conflict in the Workplace

BCOM 105 Business Communications

BCOM 120 Business Communications 1

BCOM 121 Business Communications 2

FIN 121 Finance for Non-financial Managers X

FIN 225 Relationship Building X

HR 120 Intro to Human Resource Management

HR 230 Recruitment and Selection

HR 231 Compensation and Benefits

HR 232 Training and Development

HR 233 Labour Relations

HR 234 Employee Relations

HR 236 Organizational Effectiveness

HR 237 Wellness in the Workplace

MKTG 223 Marketing Research X

MKTG 225 Public Relations

MKTG 226 Strategic Marketing X

MKTG 227 Digital Media

MKTG 228 Project Management X

MGMT 127 Accounting for Managers X

For assistance call Saskatchewan Polytechnic and ask to speak to the PLAR advisor/counsellor assigned to the Human Resources Management program at: 1-866-467-4278.


Is PLAR available at any time of the year?

PLAR challenges are offered from September to June of each academic year. Is it easier to challenge a course through PLAR or take the course?

Neither is easier. By using PLAR you may reduce the repetition of studying information that you already know. The PLAR process allows you to demonstrate knowledge you already have. PLAR is not an easy way to certification, rather a “different” way to obtain certification. Your personal level of skill and experience will dictate which courses you choose to challenge. The self-audit section found later in this guide will help you decide if you have a good match of skill and knowledge for a specific course.

Methods of assessing prior learning

Assessment methods measure an individual’s learning against course learning outcomes. The assessment methods listed below are the ones most commonly used, but other forms of flexible assessment may be considered. These assessments may include one or a combination of the following assessment tools:

product validation & assessment

challenge exam

standardized tests

performance evaluations (including skill demonstrations, role plays, clinical applications, case studies)

interviews and oral exams

equivalency (evaluations of learning from non-credit training providers)

evidence or personal documentation files (providing evidence of learning from life and work experiences and accomplishments)

If I live out of town, do I have to travel to a main campus to do PLAR?

There will be times that you will need to meet with the program on campus. However, we will try to keep travel to a minimum. What if I have a disability & need equity accommodations?

At Saskatchewan Polytechnic, we understand that sometimes services must be provided to students in a variety of ways to achieve the goals of fair representation. Therefore, the range of services provided for Education Equity students is as diverse as the needs of those students. We strive for equity (not uniformity) and provide varied services for students with differing needs. If more information is required, please contact a Saskatchewan Polytechnic counsellor at a campus closest to you or refer to the Saskatchewan Polytechnic website: Saskatchewan Polytechnic – Counselling Services.

http://saskpolytech.ca/student-services/support/counselling-services.aspx



Are there other methods to gain Saskatchewan Polytechnic course credits for prior

learning?

Transfer Credit

Yes, Saskatchewan Polytechnic will grant credit for previous training that is similar in content, objectives, and evaluation standards to Saskatchewan Polytechnic training. Transfer of credit is different from the PLAR process. Transfer Credit guidelines may be found at: http://saskpolytech.ca/admissions/resources/transfer-credit.aspx It is the student’s responsibility to check with Registration Services for specific campus procedures on this policy. For specific information and guidelines regarding transfer of credit, contact a Saskatchewan Polytechnic educational counsellor. Equivalency Credit Equivalency credit refers to the application of credit you may have earned in a previously taken Saskatchewan Polytechnic course to your current Saskatchewan Polytechnic course. Apply at registration services for equivalency credit. This process should also be completed prior to your PLAR challenge. If these credits cannot be used for equivalency credit, you may use these accredited courses as part of your evidence for your PLAR challenge. Contact us

If more information is required, please contact a designated PLAR counsellor at a campus closest to you. Saskatchewan Polytechnic in Moose Jaw Counselling Services, Room 2.203 306-691-8311 or 306-691-8310 [email protected]

Saskatchewan Polytechnic in Prince Albert Counselling Services, Room F203 (Technical Centre) 306-765-1611 [email protected]

Saskatchewan Polytechnic in Regina Counselling Services, Room 228 306-775-7436 [email protected]

Saskatchewan Polytechnic in Saskatoon Counselling Services, Room 114 306-659-4050 [email protected]

http://saskpolytech.ca/admissions/resources/transfer-credit.aspx


mailto:[email protected]





Prior Learning Assessment and Recognition process

Consult with PLAR designated contact

Complete application to PLAR

Schedule PLAR audit meeting

Develop an action plan

Pay assessment fees

Prepare for prior learning assessment

Challenge facilitated by assessor

Challenge evaluated by assessor

Results submitted to Saskatchewan Polytechnic registration services

Candidate notified of results

call 1-866-467-4278 & speak with an education counsellor

identify goals

discuss process & forms

identify courses for challenge

meet with program head/faculty

review the self-audit

determine eligibility

obtain approval for PLAR

consult with program faculty responsible for each PLAR

confirm assessment methods & procedures

follow an action plan

review your skills & knowledge

collect, create & compile evidence

obtain validations

meet timelines

Successful: see academic

transcript

Not successful: letter sent

consult with program head

register for course

grade appeal process available

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Guiding principles for developing a PLAR evidence file

1. As you begin the PLAR process you will be advised if any evidence is required. This will be identified in your action plan. Check with the PLAR designated contact before you begin to gather evidence.

2. Evidence must be valid and relevant. Your evidence must match the learning outcomes

identified for each course.

It is your responsibility to create, collect and compile relevant evidence – if required.

3. Learning must be current (within the last 5 years). 4. The evidence should demonstrate the skills and knowledge from your experiences. 5. The learning must have both a theoretical and practical component.

Types of evidence

There are three types of evidence used to support your PLAR request:

1. Direct evidence – what you can demonstrate for yourself. 2. Indirect evidence – what others say or observe about you. 3. Self-evidence – what you say about your knowledge and experience.

Ensure that you provide full evidence to your Human Resources faculty assessor so that your prior learning application is assessed appropriately. Well organized, easy to track evidence will also ensure that none of the evidence is missed or assessed incorrectly. Here are some examples of evidence that you may be requested to submit as part of your evidence file (if required):

resource lists

written descriptions and analysis

work or job descriptions

human resource plans

training and development plans

OHS committee development

performance management process

experience (activity) outlines

mission/vision statements

philosophy statement

observations

workplace validations

work samples

photos of environments

videotapes/DVDs/CDs

prop boxes

All documents that are submitted to Saskatchewan Polytechnic may be returned to the student after the final results have been given and the grade appeal deadline of seven days has passed. A copy of transcripts and certificates may be included in your evidence file, but be prepared to show original documents at the PLAR audit meeting for validation.


How long will it take to prepare evidence for PLAR?

Since the requirements are different for each course, and each candidate has different experiences, the amount of time it takes to prepare your evidence will vary. Steps to complete a self-audit

1. Read through the levels of competence as listed below.

Mastery: I am able to demonstrate the learning outcome well enough to teach it to someone else.

Competent: I can work independently to apply the learning outcome.

Functional: I need some assistance in using the outcome.

Learning: I am developing skills and knowledge for this area.

None: I have no experience with the outcome.

Learning outcomes

For each learning outcome listed, please self-evaluate your competency levels and record in the

appropriate column for each self-audit.

2. Take a few minutes and read through the following self-audit for each course you are

interested in as a PLAR candidate.

3. Check your level of competence as you read through each of the learning outcomes for each course. The information will help you in your decision to continue with your PLAR application.

4. In order to be successful in a PLAR assessment, your abilities must be at the competent or mastery level for the majority of the learning outcomes. Some things to consider when determining your level of competence are:

How do I currently use this outcome?

What previous training have I had in this outcome: workshops, courses, on-the-job?

What personal development or volunteer experience do I have in this area?

Be prepared to explain the reason you chose this level if asked by an assessor. 5. Bring the completed self-audit to a consultation meeting with the program head or faculty

member in step 3 – PLAR process of the candidate process for prior learning assessment.


Self-audit guide(s)

ACCT 122 – Introductory Financial Accounting I

Your studies will focus on an introduction to financial accounting designed to provide you with accounting skills to handle business transactions. The course will include bookkeeping techniques, accounting for a merchandising concern and control over cash and receivables. Accounting for payroll is also introduced in this course. ACCT 122 is a companion to ACCT 125 (Introductory Financial Accounting II) which continues the study of basic financial accounting. Credit unit(s): 6.0


Mastery: I am able to demonstrate it well enough to teach it to someone else.

Competent: I can work independently to apply the outcome.



None: I have no experience with the outcome. Ma

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1. Describe accounting and its uses.

Describe the purpose and importance of accounting

Identify the forms of business organization

Identify users and uses of, and opportunities in, accounting

Describe the major types of financial statements

Explain the components of basic financial statements

Identify the Generally Accepted Accounting Principles (GAAP)

2. Apply the “Accounting Equation” to business transactions.

Recall the accounting equation

Use the accounting equation to analyze business transactions

Explain the link between the accounting equation and the preparation

of financial statements

Prepare the financial statements

3. Prepare business transactions for a service company.

Describe a debit and credit account used in double-entry accounting

Prepare general journal entries

Post journal entries to the general ledger accounts

Prepare a trial balance

Prepare financial statements from a trial balance

Perform error corrections from the trial balance

4. Prepare period-end adjustments.








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Explain the importance of adjusting the accounts under accrual-basis

accounting for periodic reports

Prepare adjusting entries for prepaid expenses, depreciation and unearned revenues

Prepare adjusting entries for accrued expenses and revenues

Prepare accrual adjustments needed in future periods

Explain the difference between the cash and accrual basis of

accounting

5. Implement period-end accounting procedures.

Prepare a period-end worksheet

Record the adjusting entries from the worksheet

Prepare closing entries

Prepare a post-closing trial balance

Identify the steps in the accounting cycle

Prepare reversing entries

Prepare a classified balance sheet

6. Demonstrate accounting for a merchandising company.

Describe the nature and accounting components of a merchandising

company

Explain the two alternative inventory systems

Prepare purchase and sales transactions journal entries using a perpetual inventory system

Prepare adjusting entries for a merchandising company

Prepare a classified income statement

Calculate gross profit ratio

Prepare purchase and sales transactions journal entries with GST and PST

7. Apply alternative methods of valuing inventories.

Determine the cost of merchandise inventory

Compute the value of inventory and cost of sales using three different methods

Demonstrate the effects of different inventory methods on financial

statements

Calculate the lower of cost and net realizable value of inventory








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8. Describe the use of special journals and subsidiary ledgers.

Explain the purpose and use of the five special journals and subsidiary ledgers

Determine the special journal to be used for various transactions

Journalize transactions using the sales journal

Post to the general ledger and subsidiary ledgers from the sales

journal

9. Apply procedures for internal control over cash.

Identify basic principles of internal controls

Apply internal controls to cash receipts and disbursements

Explain the operations of a petty cash fund

Prepare entries for petty cash transactions

Prepare a month-end bank reconciliation

Prepare adjusting entries resulting from the bank reconciliation

10. Prepare transactions relating to receivables.

Determine how accounts receivable are created

Apply the allowance method of accounting for bad debts

11. Demonstrate accounting for payroll.

Identify items withheld from employee wages

Compute gross pay and deductions for individual employees using a payroll register and record payroll

Determine the need for employee individual earning records

Prepare entries to record employer remittances to various agencies

for employee withholdings and employer contributions

Prepare journal entries for the employer’s cost for employee benefits

12. Describe ethical accounting principles.

Identify one ethical consideration for each learning outcome in Accounting 122

Discuss one ethical challenge for each learning outcome in Accounting

122


PLAR assessment methods If you qualify for PLAR, you may be asked to demonstrate your learning in the following ways. Be prepared to discuss the expectations during a consultation meeting. 1. Evidence file: A targeted resume detailing the relevant work history of the candidate,

including years of experience.

AND 2. Challenge exam: 60% pass mark required – 8 long answer problems – journalizing,

calculations, preparing financial statements. Example of a problem: From the given information, please prepare a month end bank reconciliation.

Resources You may refer to any introductory accounting textbook book to prepare for your PLAR challenge. The textbook used for this course is:

Larson, K., & Jensen, T. (2013). Fundamental accounting principles (Fourteenth Canadian ed., Vol. 1). Toronto: McGraw-Hill Ryerson.


ADMN 220 – Organizational Behaviour You will study human behaviour in organizations and develop the skills needed to deal with people at work. Your studies include content on individual behaviour, values, interpersonal relationships and communications, groups and team dynamics, organizational culture, leadership, and change. You will study these aspects of human behavior within the context of diverse formal organizations. Credit unit(s): 4.0

ADMN 220 – Organizational Behaviour






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1. Describe organizational behaviour.

Define organizational behaviour

Describe an organization

Explain challenges in the workplace at the individual, group, and

organizational level

Define efficiency and effectiveness

Explain why organizational behaviour is not merely common sense

2. Explain how our perceptions, personalities, and emotions shape our behaviour.

Define perception

Discuss the impact of perceptual errors

Describe how stereotyping influences perception and behaviours

Describe the self-fulfilling prophecy and its impact on behaviour

Define personality and explain how it is determined

Explain how the dimensions of personality type (as determined by a

Myers-Briggs or similar test) influence behaviour

Explain the major personality attributes that are predictors of behaviour

Summarize the impact of emotions in the workplace

Define stress and identify ways to manage stress

Explain the dimensions of emotional intelligence

3. Explain how values influence behaviour.

Define values

Describe differences in generational values

Describe the cultural values of Francophones, Anglophones, Canadian

Aboriginals, and Asians








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Apply various motivational models to improve performance

Define motivation

Use needs theories to explain how individual motivation is affected by needs (Maslow’s theory and McClelland’s theory)

Explain each component of expectancy theory of motivation

Use each component of expectancy theory to explain individual

motivation

Describe goal-setting theory and explain how it can be used to motivate

Summarize equity theory and use it to explain how individuals respond

to rewards

Describe the importance of justice within an organizational setting

4. Develop effective teambuilding skills.

Define teams

Explain roles, role expectations, and role conflict

Define norms; explain how they develop, and how they are enforced

Use the five-stage model to describe team development

Explain the relationship among team cohesiveness, performance

norms, and productivity

Discuss factors to be considered in creating effective teams

5. Explain conflict management.

Define conflict

Explain functional and dysfunctional outcomes of conflict

Describe the five conflict-handling strategies and discuss the

circumstances in which each would be most appropriate

Define negotiation and explain bargaining strategies that could be used in negotiations

6. Explain how power and organizational politics relate to performance.

Define power

Describe the bases of power in organizations

Explain the dependency factors that affect the level of power

Describe the influence tactics that can be used to influence others

Explain the relationship between power and harassment








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Define organizational politics and discuss types of political activity

7. Describe the appropriate leadership style in a situation using leadership theory.

Explain the difference between managers and leaders

Outline the path-goal theory of leadership

Use the path-goal theory to determine the appropriate leadership style

in a situation

Distinguish transactional leadership from transformational and charismatic leadership

Explain how leadership can be exercised through mentoring, self-

leadership, team leadership, online leadership, and by leading without authority

8. Explain the benefits of, and the challenges faced with group decision making.

Explain how individuals actually make decisions and how this may result in making bad decisions

Explain the strengths and weaknesses of group decision making

Explain the difference between groupthink and groupshift

Discuss the symptoms and the prevention techniques for groupthink

Explain the different group decision-making techniques

Explain the four criteria we can use to help us make ethical decisions

9. Describe organizational culture.

Define organizational culture

Identify the functions of organizational culture

Explain how strong cultures sometimes improve, and sometimes hurt

an organization’s effectiveness

Explain how organizations maintain and strengthen their culture

10. Explain organizational change and strategies to overcome resistance to change.

Explain Lewin’s three-step change model

Discuss individual and organizational resistance to change

Discuss strategies for overcoming resistance to change


PLAR assessment methods If you qualify for PLAR, you may be asked to demonstrate your learning in one or more of the following ways. Be prepared to discuss the expectations during a consultation meeting. 1. Evidence file: The candidate will need to develop an evidence file with documents

including an employer validation, resume including references (include letters of reference if available), training verification and work samples. Include any other documentation that demonstrates your knowledge and skills of this course’s learning outcomes. The following must be submitted:

Employer validation (Appendix A) Resume including references Relevant work based training or workshops – please include any certificates,

statements of attendance, agendas or workshop outlines you may have. Statement of work value – include a 350 word paragraph that describes the

importance of your work and what gives you satisfaction in your work.

The assessor may contact candidate for explanation or verification of submitted evidence.

AND / OR

2. Assignment: The assignment will consist of discussion or scenario based questions (case studies) related to organizational behaviour. This assignment must be completed within the time period determined by the program head and the ADMN 220 assessor. More information on the assignment can be obtained from the ADMN 220 assessor (lead instructor).

Resources

Langton, N., & Robbins, S. (2014). Fundamentals of organizational behaviour (5th Canadian ed.). Toronto: Pearson Education.


ADMN 224 – Entrepreneurship

You will learn the specifics of organizing and opening a small business, including legislation, licenses, types of businesses, and location. The course will end with an assignment that performs all the steps up to the opening of your business including the development of a Business Plan. Credit unit(s): 5.0

Prerequisite(s): MKTG 120

ADMN 224 - Entrepreneurship






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1. Describe the state of small business in Canada.

Relate evidence to support the idea that an entrepreneurial revolution is taking place

Define a Canadian small business

Identify the contributions made by small business to society

Discuss important trends that will have an impact on small business in

Canada

Identify trends that could indicate a potential entrepreneurial opportunity

Explain “entrepreneurship”

2. Analyze the potential consequences of starting a small business.

List advantages and disadvantages of small business ownership

Relate personality and organizational characteristics required by

successful entrepreneurs

Examine environments that are conducive to small business success

Relate reasons why some businesses succeed and others fail

Describe the similarities and differences between the entrepreneur and

the manager

3. Analyze a small business opportunity to determine its feasibility.

Examine the nonquantitative factors that should be considered when assessing a business opportunity

Describe the methods by which an entrepreneur can enter the market

Relate the three steps involved in completing a feasibility analysis

Complete a feasibility analysis

4. Identify components of the Business Plan.

Discuss the purposes of developing a business plan








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Discuss the major components of a business plan

5. Identify small business legal requirements.

Identify the different forms of organization that a small business would consider when establishing a business

Discuss the legal requirements of small business ownership

6. Analyze a small business.

Describe the methods of establishing a small business

Examine advantages and disadvantages of organizing a small business from scratch

Examine advantages and disadvantages of purchasing an existing

business

Describe six key areas that should be investigated prior to making a

decision to purchase

Choose approaches that could be used for estimating the value of a business

Distinguish the sections that should be covered in a purchase

agreement

Explain franchising

Examine advantages and disadvantages of franchising

Discuss three categories of franchising relationships

Describe four key areas that should be thoroughly evaluated before signing the contract

7. Calculate the investment required to start a small business.

Describe start-up costs

Describe operating costs

Describe the statement, “owner’s net worth”

Calculate the funds needed to finance a new business

8. Describe potential sources of capital.

Describe general sources of financing

Describe the sources of equity financing

Describe the Business Development Bank of Canada (BDC)

Discuss advantages and disadvantages of equity capital

Discuss advantages and disadvantages of debt financing








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Describe the sources of debt financing

Discuss the advantages and disadvantages of using government agencies to finance your business

Discuss federal and provincial programs that support small business

Describe the five common mistakes when seeking financing

9. Prepare a marketing plan for a small business.

Plan the market approach

Describe the selection of location

Discuss the target customers

Describe marketing activities

10. Apply financial management systems.

Discuss the importance of accurate financial records

Explain the accounting cycle

Identify the types of accounting systems that could be used for small business

Discuss methods of purchasing and controlling inventories

Discuss the need for short-term and long-term financial planning

Discuss the importance of the evaluation of the financial performance

of a small business

Use the computerized financial planning template

Discuss the use of credit

11. Describe small business operations.

Identify the production process

Discuss management of the components of the physical facilities

Describe types of layouts used

Discuss methods of purchasing and controlling inventories

Define insurance

Identify the risks associated with purchasing insurance coverage

12. Describe the human resource requirements.

Explain the importance of human resource planning for small business








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Describe the human resource planning steps for a small business

Describe the hiring process

Discuss the principles of effective human resource

Discuss labour legal requirements

13. Prepare a business plan.

Develop executive summary

Develop background information

Develop table of contents

Develop description of products and/or services

Develop marketing plan

Identify location

Develop description of operations

Develop management and personnel structure

Develop financial projections

Demonstrate compliance with legal requirements

Develop summary

PLAR assessment methods

If you qualify for PLAR, you may be asked to demonstrate your learning in one or more of the following ways. Be prepared to discuss the expectations during a consultation meeting. 1. Evidence file

Targeted Resume (http://jobsearch.about.com/od/resumes/a/target.htm) to determine eligibility for a PLAR challenge.

2. Challenge exam

Time: 3 Hours

Format: Part A: Multiple Choice

Part B: Short Answer

http://jobsearch.about.com/od/resumes/a/target.htm


3. Clarification interview

The Program Head of the Business Accountancy Program may have to contact you or your employer to clarify eligibility for a PLAR challenge.

Resources

D. Wesley Balderson. Canadian Entrepreneurship and Small Business Management. McGraw-Hill Ryerson, (Current).

“Master 4” – Financial Template – Saskatchewan Economic and Co-operative Development

Dragon’s Den/Venture – Video Series


ADMN 255 – Managing Conflict in the Workplace

You will focus on an introduction to conflict resolution, designed to provide you with interest-based conflict resolution models and primary interpersonal skills to handle workplace conflicts. You will obtain insights and be educated in conflict theory, negotiation strategy, needs grounding related to basic interpersonal communication and management skills, such as rapport building, empathetic listening, behaviour modelling, reframing, problem solving, and decision making. You will develop conflict resolution skills through a combination of lecture material, in-class assignments, role-plays and demonstrations, reading assignments, and problem-solving challenges. Credit unit(s): 4.0

Equivalent course(s): DRCP 221







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1. Describe conflict.

Describe the costs of unresolved conflicts to organizations and

individuals

Define conflict

Describe the differences between positional and interest-based approaches to resolving conflict

2. Describe environmental conditions that minimize conflict.

Identify the signs of evolving conflict in the workplace

Discuss perspectives of conflict in the workplace

Describe different types of conflicts and organizational responses to conflicts

Describe the implications of groups on decision making and success of conflict resolution

Explain how the conflict escalation impacts interpersonal relationships

1. Select the appropriate strategic approaches for handling conflict.

Discuss the role of communication in resolving conflict

Describe the power-based, rights-based, and interest-based approaches to resolving conflict

Demonstrate communication skills at all levels during a conflict-

resolution process

Describe the purpose of individual skills and their role on conflict

resolution

Describe the negotiator’s dilemma and how to overcome it

Describe the differences between distributive and integrative

negotiation

2. Describe different approaches to managing conflict.








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Describe the “Thomas-Killmann Conflict Model Instrument” for

address conflict

Discuss the advantages of using different approaches for managing conflict

Describe the circumstances in which each approach will prove

ineffective

Describe the significance of non-verbal communication in managing

conflict

Describe the meaning and importance of empathy in conflict resolution

Describe the purpose of listening skills in creating a conflict resolution

environment

Describe the “Thomas-Killmann Conflict Model Instrument” for

addressing conflict

3. Demonstrate responses to individuals at places on the response continua.

Discuss the purpose of knowing the five response continua

Give responses to others that build rapport and trust

Demonstrate the use of utilizing the continua to help others solve problems

Use paraphrasing to develop better rapport and clarity in

understanding

4. Determine the ability of affected individuals to negotiate resolution to conflict.

List criteria to determine one’s readiness to resolve a conflict.

Use ego maturity to develop a conflict resolution strategy

Determine one’s “Conflict Capability”

5. Prepare to resolve a conflict (process).

Identify problem ownership

Explain the six steps involved in conflict resolution through supportive confrontation strategy

Organize your conflict resolution rehearsal

Describe “I” messages and “you” messages

Describe two conflict confrontation goals

Describe the characteristic differences between conversation and a

sell-job

6. Apply the elements of the collaborative discussion model.








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Describe the basic model for engaging someone in a collaborative

discussion

Describe the essential steps for collaboration during conflict resolution

Apply the collaborative model to a conflict situation in your life and

work

7. Apply appropriate strategies to conduct interest-based negotiation.

Develop a plan for negotiation.

Describe negotiation strategies and techniques

Plan for an interest-based negotiation

Apply interest-based strategies and techniques to conduct interest-

based negotiation

Conduct conflict resolution negotiation

8. Use communication skills to overcome barriers in integrative negotiation.

Describe the common barriers to reaching agreement through

integrative negotiation

Describe strategies for overcoming barriers

Practice strategies for overcoming these barriers

Demonstrate the feedback process

Demonstrate the use of speaking from “I” perspective

9. Use mediation skills to resolve workplace conflict.

Describe the purpose and role of the manager in the mediation

Describe the structure, elements, and strategies involved in mediating

conflicts

Apply mediation skills to the resolution of conflict

10. Demonstrate decision-making skills to resolve conflict amongst parties.

Describe the various decision-making processes a manager may

choose to resolve conflict among parties

Apply these processes to resolve conflict situations

11. Apply the basic confrontation model to manage and diffuse direct conflict.

Describe the basic model for confronting individuals using assertive

and positive behaviors

Apply the model for confronting individuals to address performance and discipline issues








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Develop responses to agitated or angry employees



The evidence file must include documents that demonstrate the skills and knowledge related to the learning outcomes above. These will require verification/validation by present and/or past employers.

And/or

2. Interview You will be required to participate in an interview with an instructor where you will be asked to demonstrate your knowledge in the above areas.

Resources

ADMN 255 Course pack.

Goodwin, C. & Griffith, D.B. (2013). The conflict kit: Tools for resolving conflict at work, 2nd edition.


BCOM 105 – Business Communications You will develop fundamental employability skills through study of the principles of communication and active listening techniques. The course content includes development of effective writing skills and formatting. You will apply the principles and skills by writing business messages for positive, negative and persuasive purposes. You will examine ways to apply communication skills to cross-cultural situations. You will learn to apply effective presentation skills when delivering oral presentations and conducting business meetings. You will write short reports. Credit unit(s): 5.0

BCOM 105 – Business Communications






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1. Explain the process of communication.

Recognize the purposes of business messages

Define internal and external audiences

Explain the elements of the communication model

Identify various ways to overcome miscommunication

Describe the adaptation of messages to suit the audience

2. Write grammatically correct sentences and paragraphs.

Describe the characteristics of effective business writing

Describe a paragraph structure

Write sentences using effective writing techniques

3. Explain the writing process.

Identify the steps in the writing process

Demonstrate the writing process

Define plagiarism

4. Write sentences using effective business writing skills.

Write sentences and paragraphs using you-attitude

Write sentences and paragraphs using positive emphasis

Write sentences and paragraphs using reader benefits

5. Produce business documents.

Discuss the choice of format and document design for business correspondence








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Produce business documents with correct formats

6. Compose informative, positive, and persuasive business messages.

Describe the direct pattern used for most positive and informative

messages

Discuss email business practices

Compose positive and informative messages using the direct pattern and standard format

Compose persuasive messages using the direct pattern and standard

format

7. Compose negative business messages.

Describe the purposes of a message delivering negative news

Explain the indirect pattern for negative business messages

Identify situations for using a direct approach to deliver negative news

Compose indirect negative business messages

8. Explain active listening techniques.

Identify barriers to active listening

Explain the techniques of active listening

9. Describe the importance of cultural awareness in communications.

Define culture

Explain how culture impacts business communication

Discuss techniques to communicate across cultures

Define non-verbal communication

Describe how information is transmitted through non-verbal messages

10. Explain teamwork skills.

Identify the characteristics of successful teams.

Explain effective teamwork skills.

11. Prepare for business meetings.

Explain appropriate rules of conduct in business meetings

Prepare a meeting agenda

Chair a meeting








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Prepare minutes

12. Use presentation skills.

Classify presentations according to purpose

Describe the major elements of introductions and techniques for

creating them

Discuss effective patterns for organizing the body of the presentation

Discuss effective and appropriate conclusions

Discuss delivery techniques

Explain the use of visual aids and their place in presentations

Develop presentations

Deliver oral presentations

13. Write informal short reports.

Compare types of information reports

Identify the major differences between informational and analytical

reports

Choose the appropriate format for an informal report

Discuss conventional content for informal business proposal

Analyze report findings

Write informal short reports



Employer validation (Appendix C) Resume including references Relevant work based training or workshops – please include any certificates,

statements of attendance, agendas or workshop outlines you may have.


Relevant Work samples – work samples that demonstrate knowledge of BCOM 105 Learning Outcomes and Steps as indicated in the above self-audit.

The assessor may contact candidate for explanation or verification of submitted evidence.

AND

2. Presentation: 5 minute business related presentation

AND / OR

3. Assignments: The BCOM 105 assessor (lead instructor) will provide more information on

the types of assignments that will be required.

Resources

Locker, K., Kaczmarek, S., & Braun, K. (2013). Business communication: Building critical skills (5th ed.). McGraw-Hill Ryerson.


BCOM 120 – Business Communications 1

You will develop fundamental employability skills by studying the principles of communication. The course content includes developing effective writing skills. You will apply the principles and skills by writing letters and memorandums for routine and negative purposes. You will develop teamwork employability skills and examine ways to apply communication skills to team and cross-cultural situations. Credit unit(s): 4.0

Equivalent course(s): BCOM 104







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1. Explain the process of communication.

Examine the elements of the communication model

Explain the role of each element

Recognize the barriers of effective communication

Illustrate by example various ways to overcome the barriers

Interpret the flow of information within an organization

Define internal and external communication functions

2. Discuss communication techniques in interpersonal and workplace situations.

Identify the characteristics of successful teams

Explain effective teamwork skills

Explain the techniques of effective listening

Describe how information is transmitted through non-verbal messages

Recognize non-verbal messages

3. Review the importance of cultural awareness in communications.

Define culture

Explain how cultural differences affect communication

Discuss communication techniques

4. Compose effective sentences and paragraphs.

Discuss the basic elements that distinguish business writing

Review the purposes of business messages

Describe audience analysis and adapting of messages to suit the audience








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Describe informal research methods for routine tasks

Compare direct and indirect organization of ideas

Write sentences using techniques for effective writing

Describe three classic paragraph plans

Use highlighting techniques (lists, bullets, headings, etc.) to

emphasize important items

Write sentences and paragraphs using appropriate tone and pattern

for the situation

5. Use standard format when writing business messages.

Discuss appropriate choices of paper, and general appearance and

layout of business letters

Recognize the conventional sequence of standard business letters

Examine the content and organization of each part of a standard

business letter

Examine additional parts which are commonly used in business letters

Use full block, modified block and simplified letter styles

Use open punctuation and mixed punctuation styles

Demonstrate use of standard letter format

Discuss variations of standard memorandum forms and format

Demonstrate use of standard memorandum format

Identify the differences and similarities between e-mail format and memorandum format

6. Write routine business messages.

Discuss the purposes of business correspondence

Discuss the importance of clarity and goodwill in business messages

Explain the use of audience analysis to determine appropriate message content and tone

Discuss the special requirements of tone when writing internal

organization messages

Analyze the purpose of a message to determine appropriate message

content

Describe the direct pattern used for most routine business messages

Compare and contrast letters with memos and e-mail messages

Discuss effective e-mail practices, including “netiquette”








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7. Write negative business messages.

Describe the goals of a message delivering a refusal/bad news

Recognize ways to avoid exposing yourself and your employer to legal liability when writing negative messages

Explain the components of an indirect negative/bad news message

Identify situations which require refusal or bad news messages

delivered in a (sensitive) indirect approach

Identify circumstances which warrant using a direct approach to deliver bad news

Describe strategies for tactful refusal messages

Write indirect negative letters and memos


If you qualify for PLAR, you may be asked to demonstrate your learning in one or more of the following ways. Be prepared to discuss the expectations during a consultation meeting. The evidence file and documented evidence of presentation and evaluation skills are PLAR requirements for BCOM 120. If a candidate is unable to meet these requirements, an appropriate combination of assessment methods will be used in addition to the evidence file. 1. Evidence file **

2 routine business memos

2 routine business e-mails

1 letter of application to PLAR

2 routine business letters

2 negative business letters

Validation letter(s) from employer(s)

Performance checklist to validate communication skills

** Please refer to Appendix C for more information about the evidence file. **

And/or


2. Assignments Memos, e-mails, and/or letters may be assigned if the evidence file is incomplete.

And/or

3. Challenge exam

Passing mark of 60%

Learning outcomes 1-4 are weighted at 20% of the exam

Critical learning outcome 6 is weighted at 40% of the exam

Critical learning outcome 7 is weighted at 40% of the exam

Resources

Note: A PLAR candidate may find it beneficial to review the following material in preparation for the assessment. The resources may be referred to, but are not required to PLAR the course.

Locker, Kitty (2013). Business communication w/connect access card, Edition 5.



You will continue to develop effective business writing skills and employability skills. The course focuses on writing business reports in both informal and formal styles. In addition, classroom study and experience will help prepare you for a business career by developing your presentation skills. Credit unit(s): 4.0

Equivalent course(s): COMM 149

Prerequisite(s): BCOM 120







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1. Conduct research for a report.

Define a research topic, considering the audience and purpose of the

report

Research a topic using print sources

Research a topic using Internet sources

Describe primary research methods

2. Create documentation notes and bibliographies.

Explain the purpose of crediting resources

Discuss standard documentation and bibliography formats

Select the appropriate format for documentation within a report

Write in-text citations

Create a bibliography using MLA format

3. Organize business reports.

Choose the appropriate format for an informal report

Choose an appropriate sequence for report content

Use transition techniques

4. Use graphics to illustrate reports and presentations.

Identify the purpose of adding graphic aids to reports

Choose the appropriate graphic aids for a report considering the data,

objective, report content, and audience

Develop graphic aids

Incorporate graphic aids into reports

5. Write informal short reports.








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Compare types of information reports

Identify the major differences between informational and analytical reports

Discuss conventional content for informal business proposals

Analyze report situations to determine whether organization should be

direct or indirect

Analyze report data/findings

Write informal reports

6. Write informal reports.

Describe the components of formal reports

Choose language, style and format appropriate to the purpose and

audience of a report

Examine data to justify the report’s conclusions

Write an executive summary for a report

Generate an informative introduction for a formal report

Prepare prefatory (front) and supplementary (end) parts for a report

7. Deliver effective oral presentations.

Classify presentations according to purpose

Review audience analysis

Discuss methods of adapting material for listening comprehension

Describe the major elements of an introduction and techniques for achieving these goals

Discuss effective and appropriate conclusions

Review the use of graphic/visual aids and their place in presentations

Discuss delivery techniques

Apply techniques for reducing stage fright

Develop presentations

Deliver oral presentations

8. Evaluate oral presentations.

Recognize effective use of delivery techniques

Recognize effective presentation content








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Appraise oral presentations

Show concern and respect for speakers

Support speakers

Provide balanced feedback in speaker evaluations


If you qualify for PLAR, you may be asked to demonstrate your learning in one or more of the following ways. Be prepared to discuss the expectations during a consultation meeting.

1. Evidence file **

Formal report/formal research paper

1 analytical report (memo or letter format)

2 informational reports (memo or letter format)

Graphics used in at least one of the above reports

Letter(s) of validation from employer(s)

Employer validation of presentation skills

Testimony from Toastmasters International (or similar organization) to validate presentation and evaluation skills

** Please refer to Appendix C for more information about the evidence file

2. Assignments

1 formal report

1 analytical assignment

2 short informational reports

2 presentations which may be pre-recorded

1 evaluation of a pre-recorded presentation

3. Challenge exam

Passing mark of 60%

Critical learning outcome 5 is weighted 60% of the exam

Critical learning outcome 7 is weighted 40% of the exam

Resources

Note: A PLAR candidate may find it beneficial to review the following material in preparation for the assessment. The resources may be referred to, but are not required to PLAR the course.

Locker, Kitty (2013). Business communication w/connect access card, Edition 5.


HR 120 – Introduction to Human Resource Management

Your studies will focus on an overview of human resource management and practices. You will learn the impact of job analysis; planning, recruiting, and selection processes; training, developing and compensation considerations, and management performance and labour relations. You will discuss employee and organizational ethics throughout the course, and your studies will emphasize the use of human resource management to achieve high organizational performance. Credit unit(s): 4.0 Equivalent course(s): ADMN 222







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1. Describe how an organization utilizes various systems and the management of human resources to achieve its objectives.

Define human resource management and its contribution to

organizational performance

Discuss the roles and responsibilities of an organization’s human resource management function

Summarize areas in which human resource management can support

organizational strategies

Identify the skills, certification, and ethical requirements of human

resource professionals

Explain the roles of supervisors and line managers in human resource management

Identify the trends in labour force composition and their influence on

human resource management

Explain how the nature of the employment relationship is changing

2. Explain the legal and ethical responsibilities of both an organization to its employees and the employees to the organization.

Describe the legal framework for Canadian human resource

management

Discuss employment equality and privacy laws and the role of agencies

that enforce them

Describe the ways employers can meet the duty to accommodate

Define harassment and how employers can minimize it

Discuss the importance of valuing diversity and how a respectful and

diverse workplace impacts an organization’s success

Explain the context of Occupational Health and Safety regulations and

the duties of the employer and the rights and responsibilities of the

employee

3. Apply the concepts of analyzing work and designing jobs.

Summarize the elements of workflow analysis in the production of a

product or service








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Examine the significance of the job analysis process and its application

Discuss the methods and sources of gathering information for job analysis

Demonstrate the elements of a job analysis

Explain the different approaches to job design and its uses

Discuss the use of ergonomics in creating safe jobs

Discuss designing jobs for mental demands

4. Discuss how to plan and recruit for the human resources to meet an organization’s strategy.

Explain how to align a company’s strategic direction with its human

resource planning

Describe the advantages and disadvantages of various ways of

eliminating a labour surplus or avoiding a labour shortage

Describe employment branding and recruitment policies organizations adopt to make job vacancies more attractive

List the various sources from which job applicants can be drawn, their

relative advantages and disadvantages and the methods for evaluating them

Discuss succession planning

Explain the recruiter’s role in the recruitment process, the limits the

recruiter faces and the opportunities available

5. Describe the elements of the selection process.

Identify the common elements and methods used in selecting human resources

Discuss the reliability, validity, generalizability, utility and legality of

selection methods

Describe the major types of employment tests

Discuss various techniques of interviewing

Identify and explain the various elements of a selection decision

6. Explain how training and development can impact employee and organizational effectiveness.

Discuss the link between training and organizational needs

Explain a needs assessment

Describe how to plan and design an effective training program

Discuss various training methods








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Summarize the steps in the implementation and evaluation of a successful training program

Describe training methods used for employee orientation and diversity management

Discuss the approaches organizations use for employee development

Identify the steps in the career management process

7. Explain how performance management contributes to organizational efficiency and effectiveness.

Identify the major determinants of individual performance

Describe the general purposes of performance management

Identify the criteria for effective performance management

Discuss the major approaches of performance management, the

specific techniques of each approach, and how these approaches

compare with the criteria for effective performance management systems

Describe the advantages and disadvantages of the different sources of

performance information

Discuss rating errors and how to minimize each in a performance

evaluation

Explain how to effectively provide performance feedback

Summarize ways to achieve performance improvement

Discuss legal and ethical issues that affect performance management

8. Describe the strategies of the total rewards model that is designed to attract, motivate and retain employees.

Describe the “total rewards” approach to employee compensation and rewards

Identify the major factors to consider in providing base pay to

employees

Describe how organizations use incentives to recognize individual,

team and organizational performance

Discuss the role of benefits as part of the employee total rewards

Summarize the benefits employers are required to provide by law

Describe optional benefit programs employers may provide

Explain the importance of effectively communicating the nature and

value of benefits to employees

Discuss issues related to compensating and rewarding executives

9. Discuss the employment relationship in a unionized setting.








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Describe what is meant by unions, collective bargaining, and labour relations

Discuss the history of labour unions

Identify the labour relations goals of management, labour unions, and

society

Summarize laws and regulations that affect labour relations

Describe the union organizing process

Describe the major labour-management interactions of contract negotiations and contract administration

Discuss more cooperative approaches to labour management relations

10. Explain the contributions and effectiveness of human resource management on a high-performance organization.

Define high-performance work systems and the elements of such systems

Identify the conditions that create a high-performance work system

Summarize the outcomes of a high-performance work system

Describe how organizations assess employee satisfaction and

engagement

Explain how human resource management can contribute to a high-performance work system



Employer validation (Appendix C) Targeted resume including references Relevant work based training or workshops attended – please include any certificates,

statements of attendance, agendas or workshop outlines you may have. Work samples that demonstrate the skills and knowledge related to the learning

outcomes above. Take home assessment which includes cases and questions related to the learning

outcomes in HR 120.


As part of your evidence file you will be required to participate in an interview with an assessor where you will be asked to demonstrate your knowledge in the above areas.

OR

2. Challenge exam: 60% pass mark required. The exam has multiple choice, short answers

and case study problems. More information on the challenge exam can be obtained from the HR 120 assessor (lead instructor).

For Sarcan applicants only: If you have a pass mark in the SARC Leadership Excellence Advancement Program, you will receive PLAR credit. Please go through the PLAR application process. Resources Steen, S., & Gerhart, B. (n.d.). HRM (Third Canadian ed.). McGraw-Hill. Government of Canada, Service Canada:

http://www.servicecanada.gc.ca/eng/home.shtml

Government of Canada, Canada Revenue Agency: http://www.cra-arc.gc.ca/menu-eng.html

Canadian HR Reporter, The National Journal of Human Resource Management:

http://www.hrreporter.com/

http://www.servicecanada.gc.ca/eng/home.shtml

http://www.cra-arc.gc.ca/menu-eng.html

http://www.hrreporter.com/


HR 230 – Talent Acquisition

You will focus on the role and functions of sourcing of applicants and the acquisition of employees in human resource management. You will develop an appreciation for professional sourcing, acquisition, and onboarding practices that meet Canadian legal standards. You will develop an understanding of the essential role of sound talent acquisition practices in relation to an organization’s performance management goals. You will recognize the constraints under which an organization operates and how it relates to the process of sourcing and acquisition of talent. Credit unit(s): 4.0

Equivalent course(s): ADMN 230

HR 230 – Recruitment and Selection






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1. Describe the talent acquisition process.

Define talent acquisition

Discuss the talent acquisition in context of the organization’s business

strategy

Discuss the Talent Management functions and the integration with the human resources strategy

Discuss the effects of the external environment and internal business

strategy on talent acquisition

Discuss the steps in the process of talent requisition

Describe how the human resources organizations in Saskatchewan link to provincial and national organizations

Describe the basic ethical issues in talent acquisition

2. Recognize the importance of ensuring valid and reliable measurement and assessment instruments and processes used as part of the talent acquisition process.

Describe job analysis, selection, and criterion measurements of

performance: A Systems Approach

Describe the hiring approach

Describe concepts of standardization, reliability and validity

Discuss various approaches to establishing the reliability of a measure

Discuss the steps in validating a selection tool

Discuss the importance of validating a test for different employee

groups

3. Describe the legal issues that affect the practice of talent acquisition in Canada.

Discuss how relevant legislation including human rights and

employment equity legislation and policies affect recruitment and selection








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Discuss national and provincial labour legislation as it relates to

recruitment and selection

Discuss the adverse effects of (indirect) discrimination

Explain bonafide occupational requirement

Discuss reasonable accommodation, undue hardship, and individual accommodation

Discuss actions to foster bias-free hiring and a culture that values

diversity

4. Discuss the general process as well as the importance of job analysis relative to talent acquisition.

Describe job analysis

Define common job analysis terms

Discuss steps in job analysis

Discuss approaches to gather data and better understand the job

Discuss basic techniques to analyze the job

Define and discuss competencies and importance in the talent acquisition process

5. Discuss performance requirements and human resource planning.

Describe performance criteria

Discuss how Job Analysis provides information to identify performance

standards and job specific competencies

Discuss the development of performance competencies as a multidimensional measurement

Discuss measuring performance

Discuss the development of performance standards for jobs

Discuss human rights and performance appraisals

6. Demonstrate how to develop an applicant pool using a variety of sourcing techniques and approaches including social media.

Describe strategic recruitment and the link between recruitment and

selection

Discuss how the characteristics of the job and organization influence

the attraction of job applicants

Describe the job search process used by potential recruits

Discuss Social Network Recruiting

Discuss the benefits of realistic job previews








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Describe the internal and external factors that influence an

organization's recruitment strategy

Construct a recruitment advertisement

Discuss the need to evaluate the effectiveness of different recruitment methods

7. Use the screening process to select candidates.

Explain the steps in the selection of employees

Discuss the common screening devices

Outline the typical job application/resume format

Discuss social media networks

Discuss virtual career fairs

8. Discuss selection tests and the technical, ethical, and legal requirements governing them.

Discuss the reasons for the popularity of employment tests

Discuss the potential dangers of using selection tests

Discuss the popular types of tests

Discuss steps to ensure the proper use of selection tests

9. Practice the interview process.

Discuss interviewing formats

Discuss the validity of interviews

Discuss the usefulness of interviews in assessing various job-related constructs

Describe the common interviewer mistakes

Describe how to conduct a valid interview

Demonstrate effective interview questions

Use a scoring guide

Describe an unstructured interview

Discuss the validity and reliability of unstructured interviews

Develop a behavioural description interview

Conduct a behavioural interview

Outline actions to enhance the usefulness and validity of reference

checks








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10. Demonstrate the selection decision-making process.

Discuss the complexity of the employee selection process

Discuss the approaches to the collection and combination of applicant

data

Describe the different decision-making models

Discuss the process of setting cut-off scores for selection

Explain the steps to take once the selection decision has been made

11. Discuss the onboarding, engagement, development, and termination of human resources.

Describe the on-boarding and engaging procedures for new employees

Discuss the employer’s role in employee career development

Discuss the steps for dismissing an employee

Discuss exit interviews

12. Discuss the evaluation of talent acquisition practices and procedures.

Identify the importance of auditing staffing functions

Outline the steps in a staffing audit

Discuss approaches to auditing

Discuss the methods used for data collection for audit

Discuss the characteristics of a self-renewing organization




And/or

2. Interview

You will be required to participate in an interview with an instructor where you will be asked to demonstrate your knowledge in the above areas.


Resources

HR 230 Coursepack.

Das, Hari (2007). Recruitment selection deployment of human resources, Canadian perspective. Person Prentice Hall.

HR Council for the Voluntary/Non-Profit Sector: http://www.hrcouncil.ca/projects/council-projects.cfm.

Service Canada – HR for Employers: http://www.hrmanagement.gc.ca/gol/hrmanagement/site.nsf/en/index.html.

https://www.jobsetc.gc.ca/eng/pieces1.jsp?category_id=2920

http://www.hrcouncil.ca/projects/council-projects.cfm


http://www.hrmanagement.gc.ca/gol/hrmanagement/site.nsf/en/index.html


HR 231 – Strategic Compensation

You will develop a general understanding of the processes, techniques and issues human resource professionals encounter in developing and administering a total rewards program. You will learn the strategic importance of total rewards and how its issues can impact other areas of human resources. In addition, you will gain an understanding of the impact of contemporary social trends and legislative developments that affect decision making about the design of total rewards programs. Credit unit(s): 5.0 Equivalent course(s): ADMN 231







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1. Discuss effective total rewards programs.

Describe the purpose of a total rewards system

Discuss the aspects of a total rewards strategy

Explain intrinsic and extrinsic rewards

Discuss the key criteria for evaluating the success of a total rewards

system

2. Discuss the link between total rewards and the key characteristics of an organization.

Describe an organizational system

Explain how the strategic framework for compensation is used as a

tool for designing effective total rewards systems

Discuss the elements in the strategic compensation framework

Describe the managerial strategies an organization can adopt

Discuss the determinants of managerial strategy

Explain the interdependence between the compensation system, the structural variables, the managerial strategy and the contextual

variables

Discuss the effects of changes in the twentieth century on today’s managerial and total rewards strategies

3. Discuss the behavioural framework for a total rewards strategy.

Discuss types of reward problems

Discuss key behaviours and attitudes desired by employers

Describe the causes and consequences of reward dissatisfaction

Explain how to generate membership behaviour

Outline the process through which task behaviour is motivated








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Explain how to generate organizational citizenship behaviour

Discuss the content and process theories of motivation

Describe the role of managerial strategy in determining employee

attitudes and behaviour needed by the organization

Describe the implications of the behavioural framework for designing effective total reward systems

4. Discuss the components of a total rewards strategy.

Discuss base pay and how to establish it

Discuss performance pay

Define indirect pay

Discuss market pricing

Describe job evaluation and its applicability

Describe pay-for-knowledge systems and their applicability

5. Discuss performance pay.

Discuss the applicability of individual performance pay

Discuss the applicability of group performance pay

Discuss the applicability of organizational performance pay

6. Develop a total rewards strategy.

Describe the constraints that limit the design of a total rewards

strategy

Explain the total rewards formulation process

Discuss the considerations in deciding whether to adopt a lead, lag or match compensation policy

Apply the total rewards strategy formulation process to a specific organization

Explain how to evaluate a total rewards strategy prior to

implementation

7. Discuss the job evaluation process.

Explain the job evaluation process

Discuss the process for job analysis

Discuss job descriptions and job specifications

Describe the common methods of job evaluation








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Discuss the key issues in managing the job evaluation process

8. Develop a pay structure using the point method of job evaluation.

Describe the steps in designing a point system of job evaluation

Identify the possible pitfalls in designing a point system of job evaluation

Design a base pay structure, including pay grades and pay ranges

9. Apply the key concepts of evaluating the job market.

Discuss the key considerations in understanding labour markets

Identify possible sources of compensation data

Demonstrate the process of working with a compensation survey

Apply compensation survey data interpretation

10. Discuss the process of evaluating individuals.

Discuss the usage of performance appraisals

Discuss the problems associated with performance appraisals

Discuss the different methods of assessing performance

Describe the sources of appraisals

Discuss how pay is linked to appraisals

Examine the conditions for merit pay

Discuss evaluating individuals in teams

11. Discuss designing performance pay plans.

Discuss gain-sharing plans and key issues in their design

Discuss goal-sharing plans and key issues in their design

Discuss profit-sharing plans and key issues in their design

Describe employee stock plans and their key issues

Discuss non-monetary reward

12. Discuss designing indirect pay plans.

Discuss the major categories of employee benefits

Discuss the legally required benefits in Canada

Discuss defined benefit and defined contribution pension plans








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Discuss the advantages and disadvantages of fixed and flexible

benefits

Discuss developing a benefit system

Discuss the process of communicating total rewards information to employees




And/or

2. Interview


And/or

3. Challenge exam

You may be asked to complete a comprehensive exam which will demonstrate your knowledge and the skills related to the learning outcomes of this program.

Resources

HR 231 Coursepack.




Long, Richard (2009). Strategic compensation in Canada, 4th edition. Nelson Human Resource Management Series.

Long, Richard (2010). Strategic compensation: a simulation w/CD. Nelson Canada.





HR 232 – Training and Development

You will analyze the strategic value of developing talent within organizations with a focus on employee training and career development. Specifically, through a combined theory and hands-on approach, you will examine the functions of training and development needs analysis, training program design, the selection and application of training methods, transfer strategies, training evaluation and building employee engagement in career development. Credit unit(s): 5.0








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1. Discuss the strategic considerations of the training and development process.

Discuss how T&D activities relate to performance management

Describe how T&D benefits the organization, the individual, and

society

Describe the relationship between environment, organization strategy, and training

Describe the Instructional Systems Design model of T&D (ADDIE

model)

2. Discuss the theoretical dimensions of organizational learning.

Describe a learning organization

Discuss organizational knowledge and knowledge management practices

Describe what organizations can do to facilitate informal learning

Explain the relationship between training and a learning organization

3. Explain how learning and motivation theory impact training effectiveness.

Define learning

Consider the implications of different learning styles in training design

Discuss the implications for learning and training of several learning

theories

Discuss the implication for learning and training of different motivation

theories

4. Perform a needs analysis in response to any given organizational concern to determine what intervention is appropriate.

Describe the needs analysis process

Describe the organizational factors which should be considered in

every needs analysis

Discuss why and how a task analysis is performed in a needs assessment








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Discuss why and how a performance analysis is performed in a needs

assessment

Explain the importance of conducting a needs assessment before

training is designed

Explain different methods for conducting a needs assessment

5. Design the blueprint to guide the development of instruction.

Write learning objectives for training courses

Discuss factors to consider when deciding to purchase or design a

training program

Describe ways to determine and sequence the content of a training program

Discuss practice and conditions of practice before and during training

Develop a training design plan for a training course

6. Apply off-the-job training methods.

Explain how to use each of the commonly used training methods.

Discuss the criteria that should be considered when selecting training methods

Select effective, efficient, and practical off-the-job training methods

when appropriate for any given training objective and target audience

7. Apply on-the-job training methods.

Compare structured and unstructured on-the-job training

Describe the steps to provide effective job instruction training

Describe performance aids, job rotation and apprenticeship programs

Explain the role of coaching and mentoring in organizations

Discuss the advantages and disadvantages of off-the-job versus on-

the-job training methods

8. Select technology-based methods for existing training courses.

Define technology-based learning

Discuss technology-based training methods

Explain the major advantages and disadvantages of technology-based

training versus traditional training

Discuss the effectiveness of technology-based training

9. Prepare materials to deliver and implement training.

Describe a lesson plan








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Describe the characteristics of an effective trainer

Discuss training issues including materials, equipment, site,

scheduling, administration

Describe the elements of a positive learning climate

Discuss Gagne’s nine events of instruction

Discuss some of the problems and solutions of training delivery

10. Select transfer methods to support the transfer of newly-trained skills to the workplace.

Define transfer of training as well as positive, negative, zero, far, near, horizontal and vertical

Describe the major barriers to the transfer of training

Describe the activities managers, trainers and trainees can do before,

during, and after training to improve the transfer of training

Explain what a transfer of training intervention is

Select appropriate, effective, and practical transfer methods to ensure or maximize transfer and maintenance of KSA’s from any training

initiative to the work environment

11. Perform a training program evaluation for any given training initiative.

Describe the main reasons for conducting training evaluations

Explain Kirkpatrick’s four levels of evaluation

Define non-experimental, quasi-experimental and experimental

training evaluation design

Explain the approach and limitations of each of the evaluation designs used to evaluate training

Apply all four levels of Kirkpatrick’s evaluation model to any given

training program

Design an appropriate evaluation procedure for any given training

program

12. Perform a financial cost benefit analysis for any given training program for presentation to management.

Explain the need and benefits of doing a cost benefit analysis of

training activities

Explain the difficulty in calculating the benefits of T&D

Explain the degree to which indirect costs and benefits should be included in a cost benefit analysis

Perform a cost benefit analysis for any given training program

13. Explain and examine employee engagement in personal career development.








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Define and explain career development

Examine the value of career development to employers and

employees

Discuss models, strategies and tools employers can leverage to support employee engagement in career development




And/or

2. Interview


Resources

HR 232 Coursepack.

Canadian Policy Research Network: http://www.jobquality.ca . http://cprn.org/index.cfm


KOLB Learning Styles Booklet – Hay Group.



Belcourt, M., Wright, P.; Saks, A.M. Managing performance through training and development, 6th edition, 2013, Nelson Series in Human Resources Management, Nelson Thomson Learning, Scarborough, ON.

http://www.jobquality.ca/





HR 233 – Labour Relations

Your studies will focus on labour relations, including union certification procedures, union structure, managing in unionized environments, applicable legislation affecting labour relations, collective bargaining, dispute resolution methods, and recent developments in the labour relations field. You will be encouraged to discuss and debate labour relations issues, to critically evaluate case studies and to monitor and report on current labour relations events. Through intensive simulations and experiential exercises, you will develop practical skills and abilities to reach a collective bargaining agreement. Credit unit(s): 4.0








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1. Describe the Canadian Labour Relations (L.R.) environment.

Discuss common union perceptions

Discuss common motivations behind workers’ unionization decision

Describe the basic steps to forming a union

Define Industrial Relations & Labour Relations

Describe perspectives on Labour Relations

Identify major players in a Labour Relations system

Describe major players’ interdependent relationship

Contrast Human Resource Management and Labour Relations Management

Describe the unique features of Canadian Labour Relations

2. Describe the importance of Canada’s labour history to its current labour movement.

Describe early roots of Canada’s labour movement

Contrast Craft Unionism and Industrial Unionism

Explain why American unions established in Canada

Analyze today’s labour movement relative to past significant

legislation

Analyze today’s labour movement relative to major historical events

Describe the significance of the Rand Formula to today’s unions

Describe how unions were impacted by industrial downsizing, privatization, and globalization

3. Explain why “organizing” is one of the major challenges for unions.

Describe the Regular Certification Process for unions








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Discuss common employer tactics to counter unionization

Identify determinations Labour Relations Boards can use in dealing with a certification application

Contrast the use of a Pre-hearing Vote with the Regular Certification

Process

Identify some common unfair labour practices that can occur during

organizing drives

Define common organization terms

4. Analyze the structure and composition of Canadian unions.

Contrast the twentieth century growth of Canadian unions with that of

United States’ unions

Identify the typical Canadian union member

Identify issues of concern arising from labour statistics

Describe the interdependence of key players in the Canadian union structure

Identify roles of local union members

Describe “union democracy”

Identify safeguards members have to ensure union democracy

5. Analyze methods of strategically managing unionized workplaces.

Explain the effect of significant influences on the labour movement in the 1990’s to 2011

Describe the developments in labour relations management from the

pre-industrial era to the 1980’s

Identify the five possible “challenge-response” relationships that

evolve between union and management in day-to-day functioning

Explain tools that assist labour relations managers

Describe how to strategically manage unions

Contrast strategic management tactics

6. Assess the impact of current economic issues on organized labour.

Describe the effects of aging “baby boomers” on unions

Describe how the increased percentage of female workers has

changed traditional collective bargaining issues

Identify issues for which unions might lobby on behalf of visible minorities and workers with disabilities

Assess the impact of an increasing rate of part-time employment on

organized labour








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Assess the impact of an increasing occurrence of atypical work

situations on unions

Explain how unions are affected by a shift in jobs from primary and secondary sectors to service sectors

Tell why unions tend to be anti-globalization and anti-free trade

Assess the impact of an increasing rate of youth unemployment rate

on the labour movement

7. Recognize how effective labour legislation leads to a healthy labour relations environment.

Explain the significance of the Wagner Act

Focusing on the Saskatchewan Trade Union Act describe the rights of

the employer and employees

8. Identify key components of collective bargaining in a unionized workplace.

Define “collective bargaining”

Describe union and management’s responsibility under the “good faith

requirement”

Describe surface bargaining, concession bargaining, and pattern bargaining

Identify common collective bargaining issues

Describe the importance of bargaining power

Describe typical stages of the bargaining process

Identify essential tasks and activities in bargaining preparation and in

bargaining

Describe interest-based bargaining

9. Contrast labour relations in the public sector with those in the private sector.

Define “public sector worker”

Identify significant issues faced by public sector unions in the late 20th century and early 21st century

Contrast public and private sector unions

Describe dispute resolution options available to public sector unions

10. Describe the role of strikes in a labour relations environment.

Define “strike”

Describe the conditions required for a legal strike

Identify the advantages and disadvantages of a strike








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Using strike statistics, review characteristics of Canadian strike activity

using strike statistics

Explain common strike causes

Review common dispute resolution methods

11. Analyze how effective grievance handling leads to a healthy labour relations environment.

Define “grievance”

Identify common grievance types

Analyze the steps in the grievance procedure

Explain the purpose of the grievance procedure

Describe what happens at an arbitration hearing

Define arbitration terms

Analyze the factors an arbitrator might use in making a decision




And/or

2. Interview


And/or

3. Challenge exam

You may also be asked to complete a comprehensive exam based on the learning outcomes for this course.


Resources

HR 233 Coursepack.




Pierce, Jon. (2012). Industrial relations in Canada, 2nd edition. Nelson Canada.





HR 234 – Employee Engagement

You will focus on the major influences on employee engagement and the impact on individual managers and the organization. You will examine the importance of sound employee relationship practices in the role of reaching organizational objectives. You will look at equity and fairness, the influence of culture, diversity and equity, motivation, job design principles, performance management and occupational health and safety. You will research and develop a proposal that management can implement to enhance corporate employee engagement. Credit unit(s): 4.0 Equivalent course(s): ADMN 234

HR 234 – Employee Relations






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1. Describe the major influences on the quality of employee relations and the relationship of employee engagement to the achievement of organizational goals.

Define an organization

Explain what employee relations is generally about and why management should care about it

Identify those factors that directly relate to the quality of employee

relations

Describe programs/activities management can undertake to support

and enhance good employee relations

Explain the core and critical importance of good interpersonal relationship skills on the part of management to the development of

good employee relations

2. Describe the influence of organizational culture and ways that management can create and support a healthy organizational culture.

Define culture and organizational culture

Explain the process of socialization and how it takes place

Explain employees’ incentive to accept the values and norms of the

organizational culture

Define a healthy organizational culture

Explain what (HR) management can do to create and support a healthy culture

3. Discuss employee motivation and its relationship to employee engagement.

Explain the basis of all motivation

Explain what organizations must do to motivate employees

Explain the types of motivation and their ability to sustain the hearts and minds of the employee

Discuss the common theories of motivation








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Describe the terms satisfying, maximum sustainable and maximum

levels of employee effort and their relationship to the notion of control

4. Discuss the influence of job design on employee engagement and the maximization of the achievement of organizational goals.

Explain how or why job design is important to employee relations

Identify the major considerations in job design and explain why each

is important

Define a job cycle and identify the advantages and disadvantages of

both long and short job cycles

Identify and explain the job characteristics/behavioural elements that create job satisfaction

Explain what “ergonomics” refers to and how it relates to employee

engagement

Explain why a tradeoff must be made between efficiency and job

satisfaction and concept of the optimum trade off

5. Discuss the importance of employee relations in managing organizational change.

Explain how change within an organization affects employee

engagement

Discuss good management practices in managing change

Discuss management practices that should be avoided in the management of change and the reasons for avoiding them

Explain the role of professionally conducted needs analysis in change

management

Discuss benefits and costs of employee participation in workplace

decisions

6. Discuss the significance of following fair and equitable employment practices.

Identify the framework of equity legislation

Discuss diversity / employment equity and the importance of following

equitable employment practices

Discuss the duty to accommodate

Discuss disability management and return-to-work plans

Discuss the role and functions of Workers’ Compensation Boards

7. Discuss the employee appraisal process and managing performance.

Identify the activities of performance management

Discuss developing an effective performance program

Discuss appraisal methods








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Discuss 360 degree feedback

Identify common rating errors

Explain effectively providing performance feedback

Summarize ways to achieve performance improvement

Discuss absenteeism management

8. Describe core principles of a world class occupational health and safety system.

Define safety climate and culture

Identify the purpose of written safety beliefs and values

Explain fundamental beliefs about safety management

Discuss safety management practices

Discuss respectful workplace practices

9. Explain the components of an internal responsibility system.

Define internal responsibility system/workplace responsibility system

Identify Ham’s three principles of internal responsibility

Summarize the philosophy of the internal workplace responsibility system

Explain the goal of an internal workplace responsibility system

10. Describe the rights and responsibilities of workers, employers and occupational health and safety committees.

Identify the rights and responsibilities/duties of employers

Identify the rights and responsibilities/duties of workers

Identify the rights and responsibilities/duties of supervisors

Identify the rights and responsibilities/duties of Occupational Health

and Safety Committees

Define reasonable practicable

Define due diligence

Discuss the principles of due diligence

11. Describe the role of positive political skills.

Discuss workplace political skills

Identify political skills for building interpersonal workplace

relationships








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Review common political blunders

Discuss workplace etiquette

12. Demonstrate the practice of workplace ethics.

Identify the characteristics of ethical behaviour

Describe typical workplace ethical dilemmas

Research workplace policies for ethics

Develop a system for making ethical workplace decisions




And/or

2. Interview


Resources

HR 234 Coursepack.

Conference Board of Canada: http://www.conferenceboard.ca/humanresource/default.htm .

Canadian Policy Research Network: http://www.jobquality.ca . http://cprn.org/index.cfm




DuBrin, Andrew J. & Geerinck, Terri. Human relations: interpersonal, job-oriented skills, 3rd Canadian edition.

http://www.conferenceboard.ca/humanresource/default.htm

http://www.jobquality.ca/





HR 236 – Organizational Change

You will develop strategies and processes related to creating and fostering an evolving workplace culture that supports innovation, change, quality and learning. You will also explore your own attitude toward change as a means of understanding that of employees. The result of this approach to organizational change will be harmony between the organization’s needs and employee’s expectations while remaining consistent with the organization’s business plan in a competitive and changing environment. The course content emphasizes the importance of implementing change in the proper sequence of events and interactions. Credit unit(s): 4.0


HR 236 – Organizational Effectiveness






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1. Explain the concept of organizational development and change theory.

Identify the role of strategic renewal in propelling change

Describe the behavioural aspect of organizational change

Explain the dynamics of motivating employees to alter their behaviours

Explain the source of both employee resistance to and support for

change

2. Describe the theories of effective change management.

Discuss Kurt Lewin’s planned change theory

Discuss the perspective the field of OD offers on how and why people behave and organizations operate

Describe the differences between content-driven and process-driven

change

Explain an approach to change management that emphasizes task

requirements and performance results

Discuss a framework for change implementation that encompasses multiple theories

3. Discuss principles of engagement and diagnosis in change management.

Describe the role of diagnosis in assessing behaviours and values

Discuss the use of a systematic framework for guiding diagnosis

Explain the key ingredients of diagnostic intervention

Describe the role played by after-action reviews in created quick

learning and improvement

4. Discuss leadership theories and their impacts on change management.

Explain the difference between a manager and a leader








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Describe the traits, behaviours, and situations that affect how

someone leads

Discuss transformational, transactional, and charismatic leadership

Discuss contemporary issues in leadership

5. Describe how employees engage in a process of organizational redesign to help share required new behaviours.

Define organizational design

Describe the difference between formal and informal design elements

Discuss the main challenges posed by organizational redesign

Explain the requirements for building coordination and teamwork in an organization

Discuss the dynamics of changing the design of an organization in

order to impact patterns of behaviour

6. Apply the change management process in a given situation.

Determine who can oppose or facilitate change

Discuss how to build a broad coalition to support change

Explain how to fill key positions with competent change agents

Discuss how to use task forces or teams to guide implementation

Describe how to make dramatic symbolic changes that affect work or

how to implement change initially on a small scale

Apply processes that can be used to monitor and benchmark the progress of change

7. Illustrate the impact of human resource management interventions on an organization.

Define human resource development and its role in implementing

organizational change

Describe how to match selection and recruitment with the shifting requirements of behavioural change

Explain how an organization can help employees gain the new skills

required of the change effort

Discuss the choices available to organizations as they seek to align

employee competencies with the requirements of the organization as

part of their change effort

Explain the role and usage of removal and replacement in

implementing change

Practice HR Management interventions to implement organizational change

8. Explore choices available in reinforcing new behaviours through the “hardwiring” of the organization.








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Identify major structural choices faced by organizational leaders

Discuss behavioural implications of choices made by leaders

Explain the importance of aligning financial measures with a

company’s strategic goals

Describe compensation’s role in shaping desired behaviours

Discuss the role of IT in impacting employee behaviours

9. Examine organizational culture and its role in hindering and implementing change.

Define organizational culture as an emergent phenomenon in organizations

Describe the relationship between culture and organizational change

Describe the cultural traits most associated with organizational

adaptation and change

Describe how organizations can assess their culture

10. Discuss current trends driving the roles of leaders in implementing and leading the process of strategic renewal in an organization.

Define effective leadership

Explain the difficulty in enacting effective leadership

Describe the tasks associated with leading change

Discuss the requirements for developing future leaders in an

organization

Discuss actions that organizational leaders can take to reshape culture

11. Describe current trends and issues in change management.

Discuss change management trends occurring in Canada, North

America, and globally

Describe the effects of economic conditions and structural impacts on

the workplace environment

Discuss intergenerational issues and their impact on change management initiatives

Discuss key change management issues in public versus private sector

domains

Describe how virtual management is impacting change management initiatives





And/or

2. Interview


And/or

3. Challenge exam

You may also be asked to complete a comprehensive exam based on the learning outcomes for this course

Resources

HR 236 Coursepack.

Spector, Bert (2013). Implementing organizational change: theory into practice. 3rd edition. Pearson Education.

H R Management Simulation – interpretive simulations.


MKTG 225 – Event Planning and Public Relations

You will learn basic public relations theory and practice including public relations writing, media relations, and crisis management. You will gain knowledge in the nature of publicity and learn how to get favorable public attention using news releases, interviews, events and press conferences. You will also study the role of the CMA (Canadian Marketing Association) in providing ethical guidelines for professional conduct, and learn about the responsibilities of working within the marketing field. Credit unit(s): 5.0







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1. Discuss public relations and how it can add value to marketing efforts.

Define public relations and how it differs from other marketing

communications activities

Recognize the components of public relations

2. Explain the role of professionalism in marketing.

Define professionalism

Identify the characteristics of professionalism in the workplace

Discuss professionalism as it relates to marketing

3. Explain how ethics and law apply to marketing related decision making.

Define ethics and its relevance for marketing professionals

Discuss the role of the CMA (Canadian Marketing Association) in

providing ethical guidelines

Discuss defamation, employee and privacy rights, copyright and

trademark laws

4. Describe how public relations can be used to manage corporate reputation.

Explain how media relations, customer relations, employee relations

and investor relations foster corporate health

Discuss how public relations tactics can effectively support marketing objectives of a business

Describe how environmental relations and corporate philanthropy have a positive impact on the public image of a corporation

5. Discuss the value of firm’s use of events and other marketing tools in achieving public relations objectives.

Discuss the characteristics of the Internet that make it a powerful public relations tool

Identify social media tactics and how they are being used in public

relations








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Describe the types of events public relations professionals can use to

meet objectives

6. Measure the effectiveness of public relations communication objectives.

Identify the steps of effective public relations

Discuss the goals of public relations communication

Describe the methods used to measure the effectiveness of public relations programs

Use a method to measure the effectiveness of a public relations

campaign

7. Examine the concept and impact of newsworthiness and attracting publicity.

Discuss the role mass media plays in shaping public opinion

Recognize the factors that influence message reception, comprehension, retention, credibility and adoption

Describe the factors in persuasive communication

Identify elements that make a story newsworthy

Discuss methods and tactics for pitching stories to connectors

8. Compose a news release.

Discuss the use of news releases as a public relations tactic

Describe how media advisories, fact sheets, and media kits are used

in public relations

Identify the components of a news release

Write a press release

9. Demonstrate how to prepare for a media conference.

Discuss when it is necessary to hold a media conference

Discuss locations and format for media conferences

Identify media considerations for a press conference

Demonstrate how to prepare for a media conference

10. Demonstrate a properly executed interview.

Describe how to prepare for an interview

Discuss practice techniques for interviews

Demonstrate a properly executed interview








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11. Examine the role of public relations as it relates to conflict and competition.

Discuss the role of public relations in managing conflict

Describe the factors that affect conflict management

Identify the elements of the conflict management life cycle

Recognize how early issue identification can help prevent a crisis

12. Manage a conflict situation.

Recognize when a conflict situation may arise

Determine the options for handling the conflict situation

Communicate your message to the public



Resume

Employer validation checklist (Refer to Appendix B)

Work sample documents – Any work samples that demonstrate candidate’s knowledge and skills in the area of international business administration. For authenticity, these must be validated by his/her employer/supervisor.

A work sample of a public relations project and a work sample of an event planning project

If applicable, any relevant documentation of completion of private training courses, non-credit courses, and/or workshops (photocopies only)

If applicable, any additional items to support the evidence file

AND/OR

2. Assignment

MKTG 225 Public Relations Plan Project

o Prepare a Public Relations Plan for an organization you believe could use some positive public relations. (e.g. your place of employment, a non-profit agency you volunteer for, a business you are familiar with, etc.)

Refer to Appendix B for details.


AND/OR

3. Challenge exam

MKTG 225 Event Planning Exam

o 2 hours

o Open book exam

Sample Question:

As the event planner, you will delegate some of the planning activities to committees. Identify

five committees required for this event and describe their responsibilities.

(5 marks)

Resources

Cardin and McMullan. Canadian PR for the Real World. (2015) Pearson Canada.


MKTG 227 – Digital Media

You will explore the role of digital media in the marketing and promotion strategies of a business. Your studies will examine the relationship between market research, audience identification, and digital marketing strategy. You will develop business content designed to create interest and engagement in a business. You will learn how to establish metrics and build assessment tools to measure the effectiveness of your digital media marketing strategy.

Credit unit(s): 4.0 Equivalent Course(s): ADMN 203

MKTG 227 – Digital Media






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1. Analyze social communities for branding and promotion.

2. Create business narratives and talk-able moments for digital marketing platforms.

3. Describe the use of social media for consumer insights.

4. Evaluate metrics and measurement tools to evaluate the effectiveness of a digital marketing strategy.

5. Create a digital marketing engagement strategy.



Resume

Employer validation checklist (Refer to Appendix C)

Work sample documents – Any work samples that demonstrate candidate’s knowledge and skills in the area of international business administration. For authenticity, these must be validated by his/her employer/supervisor.

If applicable, any relevant documentation of completion of private training courses, non-credit courses, and/or workshops (photocopies only)

2. Structured Interview


Human Resources Management

Appendices


Appendix A: ADMN 220 – Organizational Behaviour documents

*On Employer’s letterhead

Employer/validator information sheet for evidence:


I have actually seen ___________________________________ complete the tasks (Candidate’s name)

that I have signed for on the PLAR employer validation checklist for the

ADMN 220 Organizational Behaviour course. I am confident that he/she can perform the

identified factors at the skill level indicated.

Name of validator: _____________________________________ Employer: ____________________________________________ Job title: _____________________________________________ Telephone: ___________________________________________ Fax: _________________________________________________ Email: _______________________________________________ General comments regarding the candidate’s performance (optional): ______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Signature: ____________________________________________ Date: ________________________________________________


Employer validation checklist: ADMN 220 – Organizational Behaviour

Employer instructions: Review each of the skills and knowledge factors that are listed in the table below. Indicate with a checkmark whether the PLAR candidate can perform the factor at a “Satisfactory”, “Unsatisfactory”, or “Not Applicable” level. Add any comments that you might have to clarify your responses in the comment area. Provide your signature at the bottom of this form and complete the validator information sheet

Skills and knowledge

Sa

tisfa

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Un

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No

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Optional comments

Determines goals and sets priorities

Plans and schedules activities

Completes tasks within an established deadline

Solves problems and makes thoughtful and

reasonable decisions, even if unpopular

Effectively uses verbal skills

Effectively uses non-verbal skills

Leads discussion groups

Prepares presentations

Delivers presentations

Understands and works well in a diverse

workplace (gender, age, race, other)

Negotiates work tasks and assignments

Functions as an effective team member

Effectively manages conflict

Maintains good relations with others

Encourages and motivates others to accomplish

tasks

Monitors the performance of others when required


Please complete the PLAR validation checklist for ADMN 220 – Organizational Behaviour. Verify whether the PLAR candidate has performed each of the factors, then sign below and include with the letter of validation. Comments: ______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Signature: __________________________

Date: ______________________________


Exam invigilator form for Prior Learning Assessment

Please fill in and return the following information with exams to your Saskatchewan Polytechnic contact (Rick Wagman, Saskatchewan Polytechnic Moose Jaw Campus, PO Box 1420, Moose Jaw SK, S6H 4R4).

The exam supervisor should be a professional (teacher, RCMP, RN, secretary, clergy, etc.) and must be a non-relative. EXAM SUPERVISOR Name: Address: Postal code_____________

Occupation: Place of employment: Business phone: Home phone:

Student's name: (please print) _______________________________________

Note: Please validate student’s identity. After validation, please enter your signature.

Signature of exam supervisor __________________________________________ List course


ADMN 220 – PLAR assignment

Instruction sheet for candidate Note to candidates:

Please take careful note of the marks assigned to each of the following questions and plan your time and answers according to the value of each question. As well, when given a choice of questions, please only answer one as you will only be marked on one (refer below to number 3). This information is included in the candidate guide so you will have more information about the assignment. You will receive the actual assignment from the program area once you have made your PLAR application.

1. Candidates are to complete the following questions:

a) Either Question 1 OR Question 2

b) Questions 3, 4, 5, and 6. Note that question 4 has two choices. Your assignment will be graded depending on the choice you have made.

c) Either Question 7 OR Question 8

2. Questions 1 and 2 can be done directly into the assignment booklet. The other questions must be done on the paper that has been supplied to you. Please ensure that your writing is neat and legible.

3. Assessors will only mark the first response in questions where candidates are given a choice.

4. This assignment has been developed so that candidates who have had organizational experience would be able to complete it without reference to a textbook. However you are allowed to use your textbooks.


Appendix B: HR 237 – Wellness in the Workplace documents

A Sample letter you may use to request Employer validation of your skills and knowledge for HR 237. Candidates, you may change this letter to reflect your work situation.

Date Ms. Jill McKee Star Trucking Regina, Sask. S4P 2B6 Dear Sir/Madame: As we discussed on the telephone, I am writing to ask you for a letter to validate the knowledge, skills and attitudes I developed while working with your company. I am in the process of seeking credit recognition in a Saskatchewan Polytechnic program for some of the skills, knowledge and attitudes I developed and demonstrated while working with your organization. Your letter will assist me by providing evidence that I have successfully performed the tasks outlined in the HR 237 self-audit which I have attached to this letter. Please provide me with a letter indicating the term of my employment with your company, my position there, and a general statement about my role, and the scope of my responsibilities. The subject matter of some of the courses I am seeking recognition for may require me to provide evidence of issues involving employees. Due to the sensitive nature of human resource management, I would like to assure you that any examples of my work that I share as part of my portfolio or as evidence to demonstrate my competency will not disclose any personal information of an employee past or present or any materials considered confidential to the organization. If you require clarification, please contact me at (306) _______________ Thank you for assisting me in achieving recognition for the skills, knowledge and attitudes I developed while working for your company. Yours truly,


Appendix C: BCOM 120 and BCOM 121 documents

Sample letter for employer

Date

Ms. Jill McKee Star Trucking Regina, Sask. S4P 2B6

Dear Sir/Madame:

As we discussed on the telephone, I am writing to ask you for a letter to validate the knowledge, skills and attitudes I developed while working with your company.

I am in the process of seeking credit recognition in a Saskatchewan Polytechnic program for some of the skills, knowledge and attitudes I developed and demonstrated while working with your organization. Your letter will assist me by providing evidence that I have successfully performed the tasks outlined in the attached PLAR Employer validation checklist. If I can provide evidence that I have successfully performed tasks and demonstrated skills, knowledge and attitudes in the areas outlined in the attached checklist I will receive credit for the course(s):

____________________________________________________________________________

____________________________________________________________________________

in the Human Resources Management program.

Please provide me with a letter indicating the term of my employment with your company, my position there, and a general statement about my role, and the scope of my responsibilities. Also, please complete the attached checklist by indicating those areas I have carried out. I may be eligible to receive credit for those areas in which you indicate a yes rating.

The subject matter of some of the courses I am seeking recognition for may require me to provide evidence of issues involving employees. Due to the sensitive nature of human resource management, I would like to assure you that any examples of my work that I share as part of my portfolio or as evidence to demonstrate my competency will not disclose any personal information of an employee past or present or any materials considered confidential to the organization.

If you require clarification, please contact me at (306) _______________

Thank you for assisting me in achieving recognition for the skills, knowledge and attitudes I developed while working for your company. Yours truly,


*On Employer’s letterhead

Employer/validator information sheet for evidence:

BCOM 120 & BCOM 121

I have actually seen ___________________________________ complete the tasks (Candidate’s name)

that I have signed for on the PLAR employer validation checklist for the

BCOM 120 and/or BCOM 121 communication courses. I am confident that he/she can perform

the identified factors at the skill level indicated.

Name of validator: _____________________________________ Employer: ____________________________________________ Job title: _____________________________________________ Telephone: ___________________________________________ Fax: _________________________________________________ Email: _______________________________________________ General comments regarding the candidate’s performance (optional): ______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Signature: ____________________________________________ Date: ________________________________________________ List course(s): __________________________________________________________________ ______________________________________________________________________________


BCOM 120

Detailed information and validation checklists for evidence file The following terms are used in BCOM 120

Routine business emails, memos, and letters

"Routine" business messages are typical business messages and take the form of memos, emails, or letters:

Memos are internal messages; that is, they are sent to employees in the business for

which the writer is working.

Emails may be either internal or external messages.

Letters are external messages, which are sent to organizations other than the business for which the writer is working.

Routine business messages describe procedures and distribute information. The reader is expected to be pleased, mildly interested, or possibly neutral. Routine messages use the direct organizational pattern. The three parts are:

the purpose of the message

explanations, details, or evidence in the next paragraph

action information including dates or deadlines, a summary of the message, or a closing thought

Negative Business Letters

Negative business letters deliver bad news. The reader is expected to receive the news with displeasure or even hostility. "Bad news" letters are written using an indirect organizational pattern. The four parts are:

a neutral statement

an explanation of the causes of the bad news

an understated announcement of the bad news

a pleasant statement that focuses on the future


Feedback sheet

*Please use this feedback sheet as a guide when completing a direct memo/letter for BCOM 120*

Key: E: Excellent G: Good A: Average U: Unacceptable

The PLAR candidate must achieve at least an "A" rating in each category.

TRAITS & EXPECTATIONS RATING

CONTENT/ORGANIZATION E G A U

Subject Line and Opening Paragraph

Summarizes main idea in the subject line (as applicable)

Restates and amplifies main idea in the opening paragraph

States purpose clearly

Opens with a question or polite command if applicable

General Explanation E G A U

Provides reader with adequate background to understand the writer's needs and interests

Specific Details E G A U

Includes all relevant information

Asks open-ended questions and clarifies as needed

Organizes information effectively (like items grouped; most important to least important etc.)

Closing Paragraph E G A U

Includes clear, dated action with an explanation if applicable

Expresses appreciation if applicable

Provides closure

WRITING STYLE E G A U

Includes effective writing techniques such as:

"You" focus/Reader benefit

Positive attitude

Active verbs

Concise language

No trite expressions

Ideas expressed fluently

Parallel construction

Original thought



GRAMMAR/SPELLING/PUNCTUATION/MECHANICS E G A U

Correct:

Grammar

Punctuation

Numbers

Spelling

Abbreviations

Word Usage

FORMAT E G A U

All parts:

Correct order

Correct spacing

Consistent letter & punctuation style OR

Correct memo set-up including initials at the FROM line

Complete information


Feedback sheet

*Please use this feedback sheet as a guide when completing an indirect memo/letter for BCOM 120*





Buffer

Neutral

On topic

Logical transition to explanation

Explanation E G A U

Complete

Believable

Explanation presented before the refusal

Reader benefit

Refusal E G A U

Softened using several of the following techniques:

Imbedded placement

Longer sentence

Alternative suggestion

Passive voice

Dependent clause

Implied refusal

Close E G A U

Positive look forward

Action if appropriate

No mention of bad news



"You" focus/Reader benefit

Positive attitude

Concise language

No trite expressions

Fluent expression of ideas



Original



Correct:

Grammar

Punctuation

Numbers

Spelling

Abbreviations

Word usage

FORMAT E G A U

All parts:

Correct order

Correct spacing

If letter, consistent letter & punctuation style

If memo, correct memo set-up

Complete information


Direct memo/letter

Please have form filled out by your employer or direct supervisor (On Employers Business Letterhead)

_______________________________ (candidate’s name) has satisfactory knowledge of how to compose e-mails, memos, and letters to send the following business messages: Routine business messages. The candidate composes effective sentences and paragraphs and uses standard format when writing routine messages. Examples are e-mails and memos that relate to the daily operation of an organization and letters that request information or reply to customer's queries. Negative business messages. The candidate composes effective sentences and paragraphs and uses standard format for writing messages which may contain bad news. Examples are refusing requests, declining invitations, and delivering negative news to employees and customers. Name of validator: ____________________________________________

Employer: ___________________________________________________

Job title: ____________________________________________________

Telephone: __________________________________________________

Fax: _______________________________________________________

Email: ______________________________________________________

General comments regarding the candidate’s performance (optional): _____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

Signature: __________________________ Date: _________________________


BCOM 121

Detailed information and validation checklists for evidence file

The following terms are used in BCOM 121.

This appendix includes an explanation of the terms "informal report," "informational report,"

"analytical report," and "formal report" as they are used in the PLAR validation checklist for BCOM 121.

Informal report

An informal report is a short report of ten pages or less. It presents the information in either memo or letter format, according to whether the report is needed inside or outside the writer's organization.

Informational report

The main purpose of an informal informational report is to present information (data) without analyzing it or making recommendations. The writer collects and organizes the data.

Examples are periodic reports such as sales reports; trip, convention, and conference reports; progress reports; and investigative reports.

Analytical report

The main purposes of an analytical report are not only to present information, but also to analyze the information and provide conclusions. If requested, the writer will also make recommendations.

Examples of analytical reports are justification/recommendation reports, feasibility reports, and yardstick reports (which examine problems with two or more solutions so they compare/contrast criteria).

Formal report

A formal report may be either informational or analytical. It is similar to an informal report except that it is longer and it is formatted differently. Written in response to a request from the decision makers in an organization, a formal report contains the following parts:

Cover

Title page

Letter or Memo of transmittal

Table of contents

List of figures

Executive summary

Introduction

Body

Conclusions

Recommendations (if applicable)

Appendix (if applicable)

Works cited

Examples of formal reports are an organization's annual report, a report to an outside agency, which provides funding to the writer's organization, or a long report, which presents information to a decision maker


Feedback sheet

*Please use this feedback sheet as a guide when completing an informal informational report for BCOM 121*





Introduction

Explains authorization/purpose of the report

Describes sources & methodology (if appropriate)

Provides necessary background information for readers

Previews the organization of the report

Findings E G A U

Groups facts or findings into 3 to 5 subtopics

Supports findings with facts/evidence

Uses clear headings

Chooses appropriate degree of formality

Enhances readability with graphic highlighting

Uses logical order to present information

Provides appropriate in-text citations

Visuals E G A U

Introduces & explains graphics

Uses appropriate format (number & caption)


Summary/Conclusion E G A U

Reviews main points

Discusses what action will follow (if appropriate)

Offers a concluding thought

Facilitates quick response



Precise/concise language

Reader oriented

Active verbs



Consistent verb tense

Transitional devices




Correct:

Grammar

Punctuation

Numbers

Spelling

Abbreviations

Word Usage

FORMAT E G A U

Places all parts of document in the correct order

Provides appropriate spacing

Includes Works Cited page in appropriate documentation style

Applies consistent letter & punctuation style OR

Uses correct memo set-up including initials at the FROM line


Feedback sheet

*Please use this feedback sheet as a guide when completing an informal analytical report for BCOM 121*





Introduction

Explains the authorization/purpose of the report


Summarizes conclusions & recommendations (receptive audiences)

Findings E G A U

Describes the problem or need if not in Introduction

Establishes criteria (if applicable)

Uses clear headings

Discusses & evaluates alternatives, pros & cons etc.




Organizes findings for logic and readability

Visuals E G A U




Conclusions & Recommendations E G A U

Draws reasonable conclusions from the findings

Justifies conclusions with highlights from findings

Makes recommendations if asked; based on the conclusions

Enumerates & explains needed actions

Writes recommendations as commands




Reader oriented



Active verbs

Consistent verb tense





Correct:

Grammar

Punctuation

Numbers

Spelling

Abbreviations

Word Usage

FORMAT E G A U


Provides appropriate spacing

Includes Works Cited page in appropriate documentation style

Uses consistent letter & punctuation style OR

Uses correct memo set-up including initials at the FROM line


Feedback sheet

*Please use this feedback sheet as a guide when completing a formal report for BCOM 121*





Introduction

Identifies the purpose of the report

Explains the significance/background of the study

Includes scope, limitations, sources & methodology


Findings E G A U

Discusses topic thoroughly and objectively



Uses clear headings

Uses logical order to present information


Visuals E G A U

Chooses appropriate charts/graphs/illustrations




Summary/Conclusion E G A U

Reviews main points

Explains what the findings mean in relation to the problem

Makes recommendations that suggest action (if requested)

Enumerates & explains actions; writes actions as commands




Reader oriented

Active verbs

Appropriate degree of formality







Correct:

Grammar

Punctuation

Numbers

Spelling

Abbreviations

Word Usage

FORMAT E G A U


Includes appropriate preliminary parts in correct format: Cover, Title page,

Transmittal Document, Table of Contents/List of Illustrations, Executive Summary

Includes supplemental parts: Appendix & Works Cited

Uses appropriate documentation style for Works Cited page

Uses appropriate spacing & pagination


Feedback sheet

*Please use this feedback sheet as a guide when completing presentation skills for BCOM 121*




CONTENT & ORGANIZATION E G A U

Topic

Appropriate for the audience

Stayed on topic—no digressions

Introduction E G A U

Introduced himself/herself

Established credibility

Gained listeners attention & interest

Previewed main topic areas

Body E G A U

Stated main ideas clearly

Provided supporting details

Used examples, humour etc. to create audience rapport

Provided adequate information

Organized speech logically

Defined unfamiliar terms

Interested audience

Conclusion E G A U

Restated central theme/purpose

Provided closure (summary, quotation)

PRESENTATION & DELIVERY E G A U

Preparation

Used jot notes

Rehearsed speech

Showed good command of the material

Visuals E G A U

Made effective eye contact

Displayed animated facial expression



Used natural mannerisms

Showed natural posture & movement

Aids E G A U

Well prepared

Easy to read

Attractive

Enhanced presentation

Effective

Vocal E G A U

Pronounced words correctly

Demonstrated well-regulated pacing/fluency

Maintained adequate volume

Used effective expression

Included few vocalized pauses (ahs, ums)


Direct memo/letter

Please have form filled out by your employer or direct supervisor

(On Employers Business Letterhead)

_______________________________ (candidate’s name) has satisfactory knowledge of how to compose both informal short reports and formal reports, how to deliver effective oral presentations, and how to evaluate oral presentations.

Informal reports include knowledge of:

Informational reports. Informational reports present information without analyzing it or making recommendations. Examples are sales reports; trip, convention, and conference reports; progress reports; and investigative reports.

Analytical reports. Analytical reports present information, analyse it, and provide conclusions. They may include recommendations . Examples are recommendation reports, feasibility reports and yardstick reports (which compare/contrast criteria).

A formal report may be informational or analytical. It contains the following parts: cover, title page, letter or memo of transmittal, table of contents, list of figures, executive summary, introduction, body, conclusions, appendix, and bibliography.

An oral presentation might take the form of a short presentation to a staff meeting, a sales pitch to a customer, or a speech before a professional gathering. An evaluation of a presentation involves encouraging the speaker and making helpful suggestions. Name of validator: ____________________________________________

Employer: ___________________________________________________

Job title: ____________________________________________________

Telephone: __________________________________________________

Fax: _______________________________________________________

Email: ______________________________________________________

General comments regarding the candidate’s performance (optional): _____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

Signature: __________________________ Date: _______________________

Documents

Human Resources Management - Saskatchewan Polytechnic...BCOM 120 Business Communications 1 BCOM 121 Business Communications 2 FIN 121 Finance for Non-financial Managers X FIN 225 Relationship