Michael Cole
Learner -
(1)
2
Portals
Categories
Leadership Organizational structure

Skills

Automation 1 Communication 1 Content writing 1 Financial services 1 Hiring practices 1 Hiring strategy 1 Learning management systems 1 Training and development 1

Achievements

Latest feedback

Caroline Farley
HR Training Senior Advisor
December 9, 2020
Team feedback
Group 4 Feedback – Here is some specific feedback on your report and deliverables • Some of the SCCU history had a couple of typos – Port Mellon (not Melbourne), SunCu formed in 2006 (not 2016). As a point of interest there is also a Sunshine Coast in Australia, which we get confused for on occasion, so there may very well be a Port Melbourne. • Excellent summary of the Credit Union difference – you have clearly articulated our philosophy and what is important to our business model. • You have represented our organizational onboarding needs well and our current state. Recommendations: • We currently outfit all of our employees with adequate technological equipment to work from home as well as provide them with an internet allowance. While there are some small pockets of the Sunshine Coast where service is spotty, our employees are able to adequately access our systems. • I would have liked to see an expansion on the concern that tech requirements might not align with Human Rights legislation? • I like the recommendation to use the flipped classroom method • Recommendation to hold daily meetings could be very effective in building connectiveness and providing support to the new employee. It is a bit unclear who these meetings would be with; ie. the leader or mentor. • You have understood the role of the FSA fairly well and what an onboarding plan could look like. The plan for week one might need a bit more on the job skills training as it may be too much to do online courses for a full week (and quite isolating). Otherwise, the plan is quite feasible and well thought out. • LinkedIn learning – good suggestion for the soft skills of the role • I love the suggestion of creating a New employees channel in MS Teams for new employees to chat and support each other and scheduling Group Think sessions for this group. • I am unclear as to why the Buddy program should be renamed a “Staff Mentorship program” and how that would change the current state. We have both a buddy and mentor for the new employees currently; the buddy being responsible for the informal learnings of the role and the mentor being responsible to teach the on the job/technical learning. Is the recommendation, therefore to scrap the Buddy program? • Good suggestion to have the mentors meet together regularly. • A cheat sheet of virtual meeting etiquette is a great idea. I also like the suggestion that all staff have a professional profile picture. • Your timelines look reasonable for the implementation of changes to the onboarding program. • The addition of the worksafe videos will definitely enhance what is usually somewhat dry, yet very vital material. Overall – it was a pleasure to work with your group. Our meetings were very professional and well organized. Your questions were well thought out and clear. I wish you all the very best in your chosen career paths.
Training and development Financial services Learning management systems Automation
McMaster University Continuing Education
Training and Development Consultancy
McMaster University Continuing Education
Sunshine Coast Credit Union
New Employee Training Development
Sunshine Coast Credit Union

Recent projects

Greater Victoria Housing Society
Greater Victoria Housing Society

RECRUITMENT STRATEGY for the Greater Victoria Housing Society

We will be hiring a Development Projects Manager (Job Description available below and under the "Resources" tab along with other attachments). Because of the amount of construction in British Columbia, this type of skill set is in big demand. Previously we promoted this position on Indeed.ca , and at UDI Victoria & Vancouver. We also need to distinguish ourselves as an "employer of choice." DEVELOPMENT PROJECTS MANAGER This person will be a professional, with experience in land use planning, design and construction of multi-unit buildings in excess of $20 million. PURPOSE OF THE POSITION Reporting to the Director of Real Estate Development the Development Project Manager oversees the planning and construction of housing development projects on behalf of GVHS. Responsibilities include but are not limited to: writing affordable housing funding proposals, feasibility studies, facilitated stakeholder engagement activities, and overseeing construction and design teams to achieve new development, redevelopment of non-profit housing and compatible social-purpose real estate. DUTIES AND RESPONSIBILITIES · Define the scope of projects in collaboration with the Director of Real Estate Development. · Create a detailed work plan that identifies the critical path needed to successfully complete the project. · Assess and apply relevant municipal, provincial and federal regulations, policies and procedures to development projects. · Develop plans to achieve successful rezoning and municipal approvals for projects. · Develop and manage procurement/tendering processes for all design professionals. · Develop schedules and reporting systems for projects. · Develop operating and capital budgets, monitor budgets until project is fully operational. · Liaise with a wide variety of internal and external stakeholders, including community consultations related to rezoning and municipal approvals processes. · Review project schedules with GVHS staff or GVHS partners affected by the project activities. · Determine the resources (time, money, equipment and human resources) required to complete projects. · Manage the progress of projects and make adjustments as necessary to ensure successful completion of projects. · Establish communications schedules to update stakeholders as required on the status/progress of projects. · Write grant/funding proposals and reports communicating project status. · Monitor cash flow, reporting actual cash flow and variances to senior management monthly. · Work with GVHS staff and external partners to prepare financial reports and supporting documentation for funders as outlined in funding agreements. · Work with GVHS staff, external partners to manage project funds according to established accounting policies and procedures. · Ensure that projects/deliverables are on time, within budget and at the required level of quality. · Evaluate and assess results of projects. CORE COMPETENCIES · Flexibility · Collaboration · Effective Communication · Commitment · Empathy · Attention to Detail · Reliability · Resiliency KNOWLEDGE, SKILLS AND ABILITIES · Knowledge and understanding of Land and Real Estate Development, Land Use Planning and Business Planning · Knowledge of real estate financing · Knowledge of Share Point, Microsoft Word, Excel and Project Management Software · Ability to develop project proformas to assess the feasibility of a project · Ability to read and understand drawings and specifications regarding construction projects · Ability to make decisions, assess situations and to determine the importance, urgency and risks and make clear decisions which are timely · Ability to work cooperatively with others on an interdisciplinary team · Excellent written and oral communication, presentation and interpersonal skills · Excellent decision-making and leadership capabilities EDUCATION AND EXPERIENCE · Minimum 5 years’ experience in Real Estate Development Project Management · Post-secondary degree or diploma in Planning, Architecture, Urban Land Economics, Real Estate, or Business/Commerce or an equivalent combination of education and experience · Experience developing multi-unit family housing (preferably affordable housing) · Experience managing or coordinating multi-disciplinary teams and resolving conflict WORKING CONDITIONS · Excluded from union membership · Occasional evening and weekend work as required · Must have a valid driver’s license and use of a reliable vehicle · Office and Field work environments – Business Casual Dress Code plus appropriate PPE when attending site visits in the field

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Category Human resources - general
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Sunshine Coast Credit Union
Sunshine Coast Credit Union

New Employee Training Development

Our company has complex and detailed training requirements due to the sensitive and highly technical nature of financial services. Manually executing onboarding tasks with each new employee is an inefficient use of resources. We need an online program that will introduce employees to their new roles, take employees through all start-up resources, and provide our HR personnel with standardized feedback and data about employee progress. This project should focus on: Gathering relevant course design and content information from interviews with key stakeholders. Onboarding plans for individuals in the branch delivery system Ensuring new employees complete specific onboarding tasks and the ability to track progress Reducing new employee’s adjustment period. Research and recommendation of potential Learning Management Systems. Automation of our onboarding process and reduction of redundancies Virtual onboarding Role of the mentor in virtual onboarding

Matches 1
Category Human resources - general + 2
Closed