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
Prior Learning Assessment and Recognition Human Resources Management Page 3
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
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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
Prior Learning Assessment and Recognition Human Resources Management Page 5
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.
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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.
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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.
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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]
Prior Learning Assessment and Recognition Human Resources Management Page 9
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.
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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.
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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
ACCT 122 – Introductory Financial Accounting I
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. 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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ACCT 122 – Introductory Financial Accounting I
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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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ACCT 122 – Introductory Financial Accounting I
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
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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.
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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
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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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ADMN 220 – Organizational Behaviour
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
Prior Learning Assessment and Recognition Human Resources Management Page 18
ADMN 220 – Organizational Behaviour
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
Prior Learning Assessment and Recognition Human Resources Management Page 19
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.
Prior Learning Assessment and Recognition Human Resources Management Page 20
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
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
Prior Learning Assessment and Recognition Human Resources Management Page 21
ADMN 224 - Entrepreneurship
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
Prior Learning Assessment and Recognition Human Resources Management Page 22
ADMN 224 - Entrepreneurship
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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ncti
on
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Le
arn
ing
No
ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 23
ADMN 224 - Entrepreneurship
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 24
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
Prior Learning Assessment and Recognition Human Resources Management Page 25
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
ADMN 255 – Managing Conflict in the Workplace
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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.
Prior Learning Assessment and Recognition Human Resources Management Page 26
ADMN 255 – Managing Conflict in the Workplace
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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.
Prior Learning Assessment and Recognition Human Resources Management Page 27
ADMN 255 – Managing Conflict in the Workplace
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 28
ADMN 255 – Managing Conflict in the Workplace
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
Develop responses to agitated or angry employees
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 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.
Prior Learning Assessment and Recognition Human Resources Management Page 29
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
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 30
BCOM 105 – Business Communications
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 31
BCOM 105 – Business Communications
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
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Le
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No
ne
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
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 C) Resume including references Relevant work based training or workshops – please include any certificates,
statements of attendance, agendas or workshop outlines you may have.
Prior Learning Assessment and Recognition Human Resources Management Page 32
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.
Prior Learning Assessment and Recognition Human Resources Management Page 33
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
BCOM 120 – Business Communications 1
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 34
BCOM 120 – Business Communications 1
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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”
Prior Learning Assessment and Recognition Human Resources Management Page 35
BCOM 120 – Business Communications 1
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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
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. 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
Prior Learning Assessment and Recognition Human Resources Management Page 36
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.
Prior Learning Assessment and Recognition Human Resources Management Page 37
BCOM 121 – Business Communications 2
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
BCOM 121 – Business Communications 2
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
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Le
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No
ne
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.
Prior Learning Assessment and Recognition Human Resources Management Page 38
BCOM 121 – Business Communications 2
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 39
BCOM 121 – Business Communications 2
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
Appraise oral presentations
Show concern and respect for speakers
Support speakers
Provide balanced feedback in speaker evaluations
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 **
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.
Prior Learning Assessment and Recognition Human Resources Management Page 40
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
HR 120 – Introduction to Human Resource Management
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
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Fu
ncti
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Le
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ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 41
HR 120 – Introduction to Human Resource Management
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
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Le
arn
ing
No
ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 42
HR 120 – Introduction to Human Resource Management
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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.
Prior Learning Assessment and Recognition Human Resources Management Page 43
HR 120 – Introduction to Human Resource Management
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
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 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.
Prior Learning Assessment and Recognition Human Resources Management Page 44
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/
Prior Learning Assessment and Recognition Human Resources Management Page 45
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
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
Prior Learning Assessment and Recognition Human Resources Management Page 46
HR 230 – Recruitment and Selection
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
Prior Learning Assessment and Recognition Human Resources Management Page 47
HR 230 – Recruitment and Selection
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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No
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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
Prior Learning Assessment and Recognition Human Resources Management Page 48
HR 230 – Recruitment and Selection
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
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 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.
Prior Learning Assessment and Recognition Human Resources Management Page 49
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
Prior Learning Assessment and Recognition Human Resources Management Page 50
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
HR 231 – Strategic Compensation
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
Prior Learning Assessment and Recognition Human Resources Management Page 51
HR 231 – Strategic Compensation
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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ry
Co
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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
Prior Learning Assessment and Recognition Human Resources Management Page 52
HR 231 – Strategic Compensation
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
Prior Learning Assessment and Recognition Human Resources Management Page 53
HR 231 – Strategic Compensation
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
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ncti
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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
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 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.
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.
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
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.
Prior Learning Assessment and Recognition Human Resources Management Page 54
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
Equivalent course(s): ADMN 232
HR 232 – Training and Development
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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Co
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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
Prior Learning Assessment and Recognition Human Resources Management Page 55
HR 232 – Training and Development
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
Prior Learning Assessment and Recognition Human Resources Management Page 56
HR 232 – Training and Development
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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.
Prior Learning Assessment and Recognition Human Resources Management Page 57
HR 232 – Training and Development
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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Co
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ncti
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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
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 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
HR 232 Coursepack.
Canadian Policy Research Network: http://www.jobquality.ca . http://cprn.org/index.cfm
HR Council for the Voluntary/Non-Profit Sector: http://www.hrcouncil.ca/projects/council-projects.cfm.
KOLB Learning Styles Booklet – Hay Group.
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
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.
Prior Learning Assessment and Recognition Human Resources Management Page 58
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
Equivalent course(s): ADMN 233
HR 233 – Labour Relations
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
Prior Learning Assessment and Recognition Human Resources Management Page 59
HR 233 – Labour Relations
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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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
Prior Learning Assessment and Recognition Human Resources Management Page 60
HR 233 – Labour Relations
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
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nt
Fu
ncti
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Le
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No
ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 61
HR 233 – Labour Relations
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
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Fu
ncti
on
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No
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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
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 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.
And/or
3. Challenge exam
You may also be asked to complete a comprehensive exam based on the learning outcomes for this course.
Prior Learning Assessment and Recognition Human Resources Management Page 62
Resources
HR 233 Coursepack.
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
Pierce, Jon. (2012). Industrial relations in Canada, 2nd edition. Nelson Canada.
Prior Learning Assessment and Recognition Human Resources Management Page 63
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
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
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ry
Co
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ncti
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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
Prior Learning Assessment and Recognition Human Resources Management Page 64
HR 234 – Employee Relations
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
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nt
Fu
ncti
on
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Le
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No
ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 65
HR 234 – Employee Relations
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
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nt
Fu
ncti
on
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Le
arn
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No
ne
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
Prior Learning Assessment and Recognition Human Resources Management Page 66
HR 234 – Employee Relations
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
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Fu
ncti
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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
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 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
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
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
DuBrin, Andrew J. & Geerinck, Terri. Human relations: interpersonal, job-oriented skills, 3rd Canadian edition.
Prior Learning Assessment and Recognition Human Resources Management Page 67
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
Equivalent course(s): ADMN 236
HR 236 – Organizational Effectiveness
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
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Fu
ncti
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Le
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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
Prior Learning Assessment and Recognition Human Resources Management Page 68
HR 236 – Organizational Effectiveness
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
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nt
Fu
ncti
on
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Le
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No
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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.
Prior Learning Assessment and Recognition Human Resources Management Page 69
HR 236 – Organizational Effectiveness
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
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Le
arn
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No
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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
Prior Learning Assessment and Recognition Human Resources Management Page 70
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 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.
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.
Prior Learning Assessment and Recognition Human Resources Management Page 71
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
MKTG 225 – Event Planning and Public Relations
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
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ete
nt
Fu
ncti
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Le
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No
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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
Prior Learning Assessment and Recognition Human Resources Management Page 72
MKTG 225 – Event Planning and Public Relations
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
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Fu
ncti
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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
Prior Learning Assessment and Recognition Human Resources Management Page 73
MKTG 225 – Event Planning and Public Relations
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
mp
ete
nt
Fu
ncti
on
al
Le
arn
ing
No
ne
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
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
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.
Prior Learning Assessment and Recognition Human Resources Management Page 74
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.
Prior Learning Assessment and Recognition Human Resources Management Page 75
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
Mastery: I am able to demonstrate it well enough to teach it to someone else.
Competent: I can work independently to apply the 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. Ma
ste
ry
Co
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nt
Fu
ncti
on
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Le
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No
ne
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.
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
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
Prior Learning Assessment and Recognition Human Resources Management Page 76
Human Resources Management
Appendices
Prior Learning Assessment and Recognition Human Resources Management Page 77
Appendix A: ADMN 220 – Organizational Behaviour documents
*On Employer’s letterhead
Employer/validator information sheet for evidence:
ADMN 220 – Organizational Behaviour
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: ________________________________________________
Prior Learning Assessment and Recognition Human Resources Management Page 78
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
cto
ry
Un
sa
tisfa
cto
ry
No
t Ap
plic
ab
le
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
Prior Learning Assessment and Recognition Human Resources Management Page 79
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: ______________________________
Prior Learning Assessment and Recognition Human Resources Management Page 80
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
Prior Learning Assessment and Recognition Human Resources Management Page 81
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.
Prior Learning Assessment and Recognition Human Resources Management Page 82
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,
Prior Learning Assessment and Recognition Human Resources Management Page 83
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,
Prior Learning Assessment and Recognition Human Resources Management Page 84
*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): __________________________________________________________________ ______________________________________________________________________________
Prior Learning Assessment and Recognition Human Resources Management Page 85
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
Prior Learning Assessment and Recognition Human Resources Management Page 86
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
Prior Learning Assessment and Recognition Human Resources Management Page 87
TRAITS & EXPECTATIONS RATING
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
Prior Learning Assessment and Recognition Human Resources Management Page 88
Feedback sheet
*Please use this feedback sheet as a guide when completing an indirect 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
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
WRITING STYLE E G A U
Includes effective writing techniques such as:
"You" focus/Reader benefit
Positive attitude
Concise language
No trite expressions
Fluent expression of ideas
Prior Learning Assessment and Recognition Human Resources Management Page 89
TRAITS & EXPECTATIONS RATING
Original
Parallel construction
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
If letter, consistent letter & punctuation style
If memo, correct memo set-up
Complete information
Prior Learning Assessment and Recognition Human Resources Management Page 90
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: _________________________
Prior Learning Assessment and Recognition Human Resources Management Page 91
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
Prior Learning Assessment and Recognition Human Resources Management Page 92
Feedback sheet
*Please use this feedback sheet as a guide when completing an informal informational report for BCOM 121*
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
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)
Provides appropriate in-text citations
Summary/Conclusion E G A U
Reviews main points
Discusses what action will follow (if appropriate)
Offers a concluding thought
Facilitates quick response
WRITING STYLE E G A U
Includes effective writing techniques such as:
Precise/concise language
Reader oriented
Active verbs
Prior Learning Assessment and Recognition Human Resources Management Page 93
TRAITS & EXPECTATIONS RATING
Consistent verb tense
Transitional devices
Fluent expression of ideas
Parallel construction
GRAMMAR/SPELLING/PUNCTUATION/MECHANICS E G A U
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
Prior Learning Assessment and Recognition Human Resources Management Page 94
Feedback sheet
*Please use this feedback sheet as a guide when completing an informal analytical report for BCOM 121*
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
Introduction
Explains the authorization/purpose of the report
Previews the organization 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.
Supports findings with facts/evidence
Enhances readability with graphic highlighting
Provides appropriate in-text citations
Organizes findings for logic and readability
Visuals E G A U
Introduces & explains graphics
Uses appropriate format (number & caption)
Provides appropriate in-text citations
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
WRITING STYLE E G A U
Includes effective writing techniques such as:
Precise/concise language
Reader oriented
Prior Learning Assessment and Recognition Human Resources Management Page 95
TRAITS & EXPECTATIONS RATING
Active verbs
Consistent verb tense
Transitional devices
Fluent expression of ideas
Parallel construction
GRAMMAR/SPELLING/PUNCTUATION/MECHANICS E G A U
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
Uses consistent letter & punctuation style OR
Uses correct memo set-up including initials at the FROM line
Prior Learning Assessment and Recognition Human Resources Management Page 96
Feedback sheet
*Please use this feedback sheet as a guide when completing a formal report for BCOM 121*
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
Introduction
Identifies the purpose of the report
Explains the significance/background of the study
Includes scope, limitations, sources & methodology
Previews the organization of the report
Findings E G A U
Discusses topic thoroughly and objectively
Supports findings with facts/evidence
Enhances readability with graphic highlighting
Uses clear headings
Uses logical order to present information
Provides appropriate in-text citations
Visuals E G A U
Chooses appropriate charts/graphs/illustrations
Introduces & explains graphics
Uses appropriate format (number & caption)
Provides appropriate in-text citations
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
WRITING STYLE E G A U
Includes effective writing techniques such as:
Precise/concise language
Reader oriented
Active verbs
Appropriate degree of formality
Transitional devices
Prior Learning Assessment and Recognition Human Resources Management Page 97
TRAITS & EXPECTATIONS RATING
Fluent expression of ideas
Parallel construction
GRAMMAR/SPELLING/PUNCTUATION/MECHANICS E G A U
Correct:
Grammar
Punctuation
Numbers
Spelling
Abbreviations
Word Usage
FORMAT E G A U
Places all parts of document in the correct order
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
Prior Learning Assessment and Recognition Human Resources Management Page 98
Feedback sheet
*Please use this feedback sheet as a guide when completing presentation skills for BCOM 121*
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
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
Prior Learning Assessment and Recognition Human Resources Management Page 99
TRAITS & EXPECTATIONS RATING
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)
Prior Learning Assessment and Recognition Human Resources Management Page 100
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: _______________________