CSCSC e-Newsletter

July 30, 2009

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Council News

Career Focus Program Launched: Funds Available to Help Companies Hire New Employees
The Council has received funding from the Government of Canada's Sector Council Program to create a Career Focus program for the supply chain sector. The funds will be used to attract recent graduates to the sector through the provision of wage subsidies to employers for new hires.

The three-year program is expected to help Canadian companies hire 50 or more new employees. Participants will be under-employed or unemployed, between the ages of 15 and 30, and recent graduates of college, university or other training programs who are seeking employment in one of the 26 NOC groupings comprising jobs in the sector. They will have completed (or be nearing completion) of a program that has in its focus the supply chain and its related competencies. Preference will be given to graduates of programs accredited by the Council as part of its National Accreditation Program (NAP).
 
If you are interested in learning more about the Career Focus program, contact the CSCSC, at 905-897-6700 or 1-866-616-3468.

A New Online Service for Examining the Equivalency Between International and Canadian Academic Credentials

By Andrew Czerwinski

For Canada to have an adequate supply of talented workers, The Conference Board of Canada estimates that at least 300,000 individuals will have to immigrate into Canada annually after 2011. There is no doubt that many immigrants to Canada have good credentials: in 2006, 66.3 percent had a post-secondary qualification, according to The Conference Board of Canada. Nevertheless, Canadian employers to date are not equipped to give proper value to international academic credentials and recognize them. An ongoing survey in 2008 by the Council for Access to the Profession of Engineering, for instance, indicates that 60 percent of their members are unemployed.

World Education Services (WES) has developed an online service that facilitates credential recognition. An employer, human resources professional or recruiter can instantly preview the Canadian equivalency of an international academic credential through the Preliminary Online Equivalency (POE). The POE database presently covers 91 countries, and more countries will continue to be added. For these countries, the equivalency for post-secondary credentials at almost every institution is available. You can view a short online demonstration of how POE is done at www.wes.org/ca/employers/prescreening.asp.
 
POE offers users the advantage of immediately knowing whether an international academic credential meets the educational requirement of the job posting. This reduces uncertainty at the time of scheduling an interview. Since the POE database consists of recognized academic institutions around the world, another advantage to employers is the knowledge that a credential is from a recognized institution. Indeed, the advantage of POE to job applicants is knowledge of the value of their credentials and the ability to share this information when applying for a job.

The countries for which POE is available presently are: Albania, Algeria, Argentina, Australia, Austria, Belarus, Belgium, Bolivia, Brazil, Bulgaria, Cameroon, Chile, China, Colombia, Costa Rica, Cuba, Czech Republic, Denmark, Dominican Republic, Ecuador, Egypt, Eritrea, Estonia, Ethiopia, Finland, France, Germany, Ghana, Greece, Guatemala, Guyana, Haiti, Hong Kong, Hungary, Iceland, India, Indonesia, Iran, Iraq, Ireland, Israel, Italy, Jamaica, Japan, Jordan, Kenya, Korea, Kuwait, Lebanon, Libya, Latvia, Madagascar, Mexico, Morocco, Myanmar, Netherlands, New Zealand, Nigeria, Norway, Pakistan, Paraguay, Peru, Philippines, Poland, Portugal, Qatar, Romania, Russia, Saudi Arabia, Singapore, South Africa, Spain, Sri Lanka, Sudan, Syria, Sweden, Switzerland, Taiwan, Thailand, Trinidad, Turkey, Uganda, UK, Ukraine, United Arab Emirates, Uruguay, USA, Uzbekistan, Venezuela, Vietnam and Zimbabwe.

Both employers and job applicants should keep in mind that, because POE information is not based on a review of the actual verified academic document, WES does not consider this an official evaluation. However, if an official evaluation is done by WES, the cost of POE is credited towards the cost of the official evaluation report. Complete information about WES evaluation and authentication of international academic credentials is available at www.wes.org/ca.

Any employer who is interested in more information on WES or a presentation on WES services, including POE, is invited to contact the author at aczerwin@wes.org or 1-866-343-0070, ext. 226.

Andrew Czerwinski is the Manager of Employer Services at World Education Services (WES), which evaluates and authenticates academic credentials of newcomers to Canada. WES has been operating since 1974, and is the largest and one of the oldest credential-evaluation services in North America. WES-Canada is recognized, and funded in part, by the Government of Ontario, and is a member of the Alliance of Credential Evaluation Services of Canada (ACESC).

Employer Strategies for Newcomer Success

From ForcesatWork, a publication of the Grand Erie Training and Adjustment Board. Presented here with permission.
 
Employment is a major source of pride for many newcomers, and successful integration into their new job is one way they measure success in a new country. Because of this, newcomers often show a great deal of commitment to training and ongoing performance in their job.
 
In order to ensure successful integration of immigrants into their workforce, it is recommended that employers incorporate specific policies relating to immigration into human resource planning. Lack of understanding of cultural practices can lead to unintended discriminatory practices by employers and staff at workplaces.
 
Newcomers themselves have identified several employer-led initiatives that should be established in the community in order to help with their integration into working in the community:
  • Bridging programs
  • Workplace job shadowing
  • Mentorship programs
  • Training programs geared toward newcomers with university-level education
  • Cultural-competence training for employers and workplace staff

One strategy that service providers offered for newcomers was to volunteer somewhere. The table below shows the skills local service providers felt newcomers gained from volunteering.

Newcomers agree that volunteering can be useful, however many wish to gain unpaid experience in the area in which they are trained, or where they would like to work in the future. Local employers may want to consider offering meaningful volunteer or job-shadowing experiences for newcomers. In addition to helping the newcomer gain valuable experiences and resources, employers who offer these experiences gain headway in training the new staff and foster camaraderie among workers.
 
Usefulness of Volunteering for Newcomers to Brant, Haldimand and Norfolk
 
Ways in Which Volunteering Can Be Useful
 Useful
 Not Useful
 Undecided
To practice English/French
 93%
 2%
 5%
To get Canadian work experience/ references
 
91%
 
3%
 
6%
To help an organization/other people
 
91%
 
3%
 
6%
In networking
 91%
 2%
 7%
To develop/ increase job skills
 89%
 4%
 6%
To meet people from their own culture/ethnic background
 
71%
 
8%
 
20%
Only way they could work in their field
 65%
11% 
 24%
 
Angus, Jessica. “Employer Strategies or Newcomer Success" ForcesatWork, July 2009-07-28, www.getab.on.ca/force/jul309.html.

Aligning the “Supposed To” With the Action

By Chris Irwin, MBA

With my recent purchase of a new car, I have ceased membership in two groups to which I had a certain affinity: (1) those with cars built last millennium, and (2) drivers of standard transmission. All indications are that both these are dying breeds. The sales guy who facilitated my purchase won me over partly by saying that the automatic transmission turned “driving” into “aiming.”

There was only one time when I was truly embarrassed to drive my old car. Last year in March, ice on the highway caused me to spin out into a snow bank half way through a four-hour intercity trip. The bottom half of the trip was humbling; it is one thing to be driving an old car that runs well, quite another to drive one that rattles when you crack 85 km an hour. It was a very quick and inexpensive fix, which brings me to the topic of alignment, where little things can make a big difference.
 
Two summers ago, I sat with a client overlooking the newly installed volleyball nets on the lawn of the corporate campus. The idea was a good one: outdoors, exercise, taking a break, blowing off steam… The only problem was that, apparently, none of the senior staffers ever played. Directly or indirectly, the message to staff was “if you want to get ahead in this company, don’t waste your time on the volleyball court.” In my experience in and around organizations, there are many such instances that illustrate a misalignment between intention (what the organization wants) and action (what the organization does).
 
NOTE: HR has a tough role in these instances, and would do well to fully understand corporate cultures and values before launching “employee” initiatives.
 
Defining or clarifying some shared values can assist in making interactions and negotiations between working groups (e.g., on a micro level) more productive. Here are examples of gaps between the culture and the communication:
  1. A “strategic” partner talks about how much they value the relationship, but constantly resorts to “nickel-and-dime” approaches to negotiations;
  2. An internal workgroup, whose mandate is to improve efficiency, continually schedules meetings that fail to move the process forward; or
  3. In dealing with their “internal clients,” a support function provides little in the way of customer service.
Like with my beloved car, small problems with alignment can result in large problems. Tension between management values (stated and, better yet, understood) and actions/initiatives are fodder for cynicism, lack of trust, and unhealthy noise between people and groups. On a smaller scale, individuals can take the lead in clarifying some shared values through questions such as:
  1. Is this partner really that “strategic”?
  2. Do we need to be efficient in addressing efficiency?; and
  3. What is our understanding of “client service” internally and externally?

The answers to these questions may emerge easily, but more likely will spark a tough conversation between those involved. The discussion may force a clarification on what parties should expect (e.g., maybe it is unrealistic to expect to be treated as a “client” all the time).

Ideally, the corporation as a whole will have actions align with values. Individuals, I suspect, see misalignments more often than not. Approached in the right way, with a good degree of benefit of the doubt, I think that some of the smaller ones can be addressed, if not fixed. These little alignment issues can have wide-reaching effects. It may be worth a check.
 
Chris Irwin works with organizations undergoing change to reduce interpersonal noise in cross-functional and stakeholder communications. He is on faculty at the Schulich School of Business, and teaches in PMAC’s Strategic Supply Chain Management Leadership Program. He blogs on related issues at www.microob.com and can be reached through that website.
  

Website Links

 

News from the Pillar Associations

Ontario Institute of the Purchasing Management Association of Canada
Ryerson University Supply Chain MBA Students Offered Advanced Standing Toward PMAC’s Professional Designation in Supply Chain Management

The Ontario Institute of the Purchasing Management Association of Canada (OIPMAC) and the Ted Rogers School of Management at Ryerson University recently announced that advanced standing will be granted to Ryerson MBA supply chain management graduates in the national accreditation program leading to the Purchasing Management Association of Canada’s (PMAC’s) professional designation in supply chain management.
 
The Ted Rogers School of Management at Ryerson University and its MBA program is the first academic institution and program to receive advanced standing toward the national designation. Ryerson’s MBA supply chain management graduates will receive credit for their MBA course work, but are required to meet other PMAC accreditation criteria. These include successful completion of selected interactive workshops in PMAC’s Strategic Supply Chain Management Leadership Program, passing PMAC’s National Written Examination, and, if not already gained, three years of practical supply chain experience.
 
The Ryerson MBA in the Management of Technology and Innovation curriculum is coursework-based and develops the student's proficiency in applying the principles of technology and innovation management to practical problems and cases. The small-class learning environment cultivates problem-solving, critical thinking, communication and teamwork skills. Graduates have the skills to analyze technology requirements and manage innovation in a variety of contexts.
 
PMAC’s Strategic Supply Chain Management Leadership Program (SSCMLP), which is the professional development component of the accreditation process leading to its professional designation, offers a graduate-level competency-based curriculum, balanced to deliver advanced supply chain management knowledge and high-level business skills. The curriculum of Ryerson’s technology-based MBA program with a specialization in supply chain management fulfills the learning outcomes of PMAC’s SSCMLP.
 
To learn more about this opportunity, contact Deborah Bourk, OIPMAC's Director of Accreditation and Public Affairs, at dbourk@ontarioinstitute.com or 416-977-7566, ext. 2146.
 

Coming Events

Council of Supply Chain Management Professionals, A Blueprint for Supply Chain Visibility, August 5, Webinar
 
 

National Institute of Governmental Purchasing Inc., NIGP Forum 2009, August 22 to 26, St. Louis, Miss.
 
WTG Webinars, Supply Chain – It's Risky Business!, September 3, Webinar
 
Supply Chain & Logistics Association Canada – Quebec (CAL Québec), Golf Tournament to Benefit Fondation En Cœur, September 10, Ste-Anne-des-Plaines, Que.
 
HK Systems, 2009 Material Handling & Logistics Conference: Supply Chain Forward, September 13 to 16, Park City, Utah
 
B.C. Institute of PMAC, 17th  Annual Workshop: Triple Bottom Line - "People, Planet, Profit," September 16 to 18, Nanaimo, B.C.
 
Canadian Supply Chain Sector Council, Focus Group Meeting: Material Handler Skills Upgrading, September 17, Calgary, Alta.
 
Canadian Supply Chain Sector Council, Focus Group Meeting: Material Handler Skills Upgrading, September 18, Vancouver, B.C.
 
Council of Supply Chain Management Professionals, Annual Global Conference 2009: Global Supply Chain – Chicago Style, September 20 to 23, Chicago, Illinois
 
International Federation of Freight Forwarders Associations (FIATA), 2009 World Congress, September 21 to 25, Geneva, Switzerland
 
The Journal of Commerce, 4th Annual Canada Maritime Conference, September 23 and 24, Vancouver, B.C.
 
APICS – The Association for Operations Management, 2009 International Conference & Expo, October 4 to 6, Toronto, Ont.
 
The Journal of Commerce, East Coast Maritime Conference, October 5 and 6, Jersey City, New Jersey
 
The Journal of Commerce, 20th Annual Breakbulk Transportation Conference & Exhibition, October 13 to 15, New Orleans, Louisiana
 
Ontario Institute of PMAC, Supply Chain... Capital Decisions, October 23 and 24, Ottawa, Ont.
 
Purchasing Management Association of Canada and McMaster eBusiness Research Centre of the DeGroote School of Business, Seventh Annual International Symposium on Supply Chain Management: Managing Global Supply Chain Networks in Uncertain Times, October 28 to 30, Toronto, Ont.

Canadian Public Procurement Council, Forum and Products Expo, October 31 to November 4, Victoria, B.C.
 
CITT, Reposition 2009, November 4 to 6, Niagara-on-the-Lake, Ont.
 
Conference Board of Canada, Workplace Diversity and Inclusiveness 2009, December 2 and 3, Toronto, Ont.
 
Always up to date in our online event listing!

©2018 Canadian Supply Chain Sector Council
©2018 Conseil canadien sectoriel de la chaîne d'approvisionnement
www.supplychaincanada.org