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TRANSCRIPT
Co-op Work Term Manual
MANAGEMENT
CO-OPERATIVE EDUCATION
AH154 Anderson Hall University of Lethbridge 4401 University Drive
Lethbridge AB T1K 3M4 Phone: 403-380-1810
Fax: 403-329-2112 Email: [email protected]
Web: www.uleth.ca/management/co-op Twitter: www.twitter.com/mgtcoop
Spring 2013
Table of Contents
Before You Go
What you should do before you go ........... 1 International Co-ops ................................. 1
Co-op Requirements
Co-op Requirement Checklist .................... 2 Important Dates ........................................ 3 Course Enrolment ..................................... 4 Contact Information .................................. 4 Work Term Learning Plan (WTLP) ............... 4 Work Term Learning Plan SAMPLE ............. 6 Progress Report ........................................ 8 Site Visit ................................................... 8 Tuition ...................................................... 9 Progress Report SAMPLE ........................... 10 Informational Interview ............................. 12 Performance Appraisal ............................... 12 Focus Group ............................................. 13
Course Outline Co-op Course Outline ............................... 14
Helpful Information
What you should know before you go ....... 16 Tips For Success in the Workplace ............ 18
Appendix
Contact List .............................................. 20 Performance Appraisal .............................. 21
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What you should do before you go
□ Student Loans You have interest free status while on a work term because you are still considered a full-time student. However, if you have government student loans, be sure to have Confirmation of Enrol-ment forms completed for each semester you are on a work term so that your loans do not go into repayment. Please ensure that these forms are completed after you are registered in your work term, but before you leave. If you have existing loans, please contact the Scholarships and Student Finance Office as soon as possible to discuss what you must do with your loan while on a work term.
□ Program Planning Please meet with an Advisor and obtain a copy of your program from the advising office at your respective campus before leaving for their work term so you know you are on track for gradua-tion.
International Co-ops
□ Scholarships for International Travel Scholarships are available for international co-ops. Please see scholarships and deadlines at http://www.uleth.ca/management/programs-degrees/undergraduate/enhance-your-resume/co-op-program/student-info/current-students/schol.
Please contact Scholarships and Student Finance for application forms and information about these scholarships.
□ Risk Meeting If you are going on an international co-op, please contact Toby Clark, Risk Analyst, in Risk and Safety Services at the University of Lethbridge to sign a release form and review international travel information.
Toby will cover topics such as vaccinations, visas, passports, travel reports, dual citizenship and driving permits. Many of these topics are covered online by Foreign Affairs and International Trade Canada on their website at travel.gc.ca.
□ Registration of Canadians Abroad Please register your travel with the Government of Canada and forward the confirmation email you will receive back to the Co-op Office ([email protected]) .
You can register online at http://www.voyage.gc.ca (See “Services” section at right of page).
To sign up for a Registration of Canadians Abroad account, you must be a Canadian citizen and have:
a valid passport contact information in the country you plan to visit an emergency contact in Canada
Before You Go
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Spring 2013 (Mgt __ __ __ __) Non-credit; P/F/X=incomplete
Summer 2013 (Mgt __ __ __ __) Non-credit; P/F/X=incomplete
See online version of these tables at www.uleth.ca/management/coopworkterms
Co-op Requirement Checklist
Co-op Requirements
DUE DATE
REQUIREMENT SUBMISSION METHOD
□ 31-May Work Term Learning Plan Email to [email protected].
□ 30-Jun Progress Report Email to [email protected].
□ Jul/Aug Site Visit Arranged by co-op office
□ 16-Aug Tuition Pay to Cash Office
□ 20-Aug Register for a Focus Group to take place in Aug/Sept Online at www.uleth.ca/management/node/278
□ 31-Aug Informational Interview Email to [email protected].
□ 31-Aug Performance Appraisal (NOTE: Last semester of co-op only) Have supervisor email to [email protected] or com-plete online at www.uleth.ca/management/node/2990
DUE DATE
REQUIREMENT SUBMISSION METHOD
□ 31-Jan Work Term Learning Plan Email to [email protected].
□ 28-Feb Progress Report Email to [email protected].
□ Mar/Apr Site Visit Arranged by co-op office
□ 20-Apr Tuition Pay to Cash Office
□ 20-Apr Register for a Focus Group to take place in Apr/May Online at www.uleth.ca/management/node/278
□ 30-Apr Informational Interview Email to [email protected].
□ 30-Apr Performance Appraisal (NOTE: Last semester of co-op only) Have supervisor email to [email protected] or com-plete online at www.uleth.ca/management/node/2990
□ 15-Jan Contact Information Online at www.uleth.ca/management/node/1199
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Fall 2013 (Mgt __ __ __ __) Non-credit; P/F/X=incomplete
Spring 2014 (Mgt __ __ __ __) Non-credit; P/F/X=incomplete
Important Dates In addition to the dates given in this booklet, please refer to the University calendar/timetables found at http://www.uleth.ca/ross/deadlines for important dates such as registration, add/drop, withdrawal, convocation applications, etc. The co-op office will endeavour to remind you of important dates related to co-op as they arise throughout the semester.
DUE DATE
REQUIREMENT SUBMISSION METHOD
□ 30-Sep Work Term Learning Plan Email to [email protected].
□ 31-Oct Progress Report Email to [email protected].
□ Nov/Dec Site Visit Arranged by co-op office
□ 06-Dec Tuition Pay to Cash Office
□ 20-Dec Register for a Focus Group to take place in Dec/Jan Online at www.uleth.ca/management/node/278
□ 31-Dec Informational Interview Email to [email protected].
□ 31-Dec Performance Appraisal (NOTE: Last semester of co-op only) Have supervisor email to [email protected] or com-plete online at www.uleth.ca/management/node/2990
DUE DATE
REQUIREMENT SUBMISSION METHOD
□ 31-Jan Work Term Learning Plan Email to [email protected].
□ 28-Feb Progress Report Email to [email protected].
□ Mar/Apr Site Visit Arranged by co-op office
□ 20-Apr Tuition Pay to Cash Office
□ 20-Apr Register for a Focus Group to take place in Apr/May Online at www.uleth.ca/management/node/278
□ 30-Apr Informational Interview Email to [email protected].
□ 30-Apr Performance Appraisal (NOTE: Last semester of co-op only) Have supervisor email to [email protected] or com-plete online at www.uleth.ca/management/node/2990
Course Enrolment The co-op office will register each co-op work term. Each course is for a four month work term/semester. Each is a non-credit course with an associated tuition fee.
Students who have obtained co-op positions longer than four months will be registered in the next successive course for each additional four month work term/semester. The work term courses are: Mgt 3002 Work Experience I Mgt 3005 Work Experience IV Mgt 3003 Work Experience II Mgt 3008 Work Experience V Mgt 3004 Work Experience III Mgt 3009 Work Experience VI
Contact Information
Purpose
A student must send contact information for both him/herself and his/her work supervisor to the co-op office so he/she can be contacted by phone or email regarding co-op requirements.
Instructions
Contact Information should be submitted online. If contact information (supervisor, office #, phone etc.) changes, please update by submitting again.
Timing
Contact Information is submitted in the first two weeks a new co-op position or if information change.
Work Term Learning Plan (WTLP)
Purpose
The WTLP is a planning document that outlines your goals and objectives for the upcoming four month work term semester. Because it is a planning document, it is done early in your work term rather than at the end. As with any planning document, things happen as the plan unfolds and hence no WTLP will capture 100 percent of what you learn over the course of your four-month work term. This is quite acceptable, and even desirable, since being exposed to contin-gencies is one of the more significant aspects of organizational life.
The purpose of the WTLP is to plan the acquisition of new skills and knowledge in order to im-prove performance effectiveness. Managing workplace learning to maximize return-on-investment is an acquired skill that has important implications for long-term career manage-ment.
Upon completion of the work term leaning plan, you should have a solid understanding of the skills and knowledge you will be acquiring through your experiences. A solid understanding of the skills and knowledge being developed and/or advanced will allow you to better articulate the strengths of your candidacy for future positions and focus on areas requiring further devel-opment. In order to consider your work term a success, you will want to acquire and document experiences that develop / enhance industry, organizational, departmental, and job specific knowledge.
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Instructions
Complete a two-page WTLP in consultation with your immediate work supervisor, who under-stands the demands and characteristics of the position you will be occupying and the associat-ed learning opportunities. Towards the middle of your work term, your Co-op Coordinator reviews your progress on the WTLP with you and your work supervisor during an on-site visit. Ultimately, you will summarize the outcome of your WTLP in your focus group at the end of each term.
The WTLP consists of two tables: Job Related Experience/Objectives (which should include job duties & responsibilities on the left and skills or knowledge learned on the right) and Self-directed Learning/Objectives (which should include goals that are not directly job related, but may be career-related or discipline-related in the left and skills or knowledge learned on the right).
The core skills to consider when setting objectives include: written communication, verbal com-munication, interpersonal, teamwork, computer, analytical, problem solving, creative, time man-agement, organization, multi tasking, accuracy, presentation, and project management skills.
Timing
Students are asked to complete a work term learning plan within the first thirty (30) days of the start of each four month work term/semester even if it is within the same position. Although your job duties may remain very similar, it is likely that responsibilities will be added to the posi-tion and based on experiences gained in the previous four months, you will initiate additional personal objectives.
See Work Term Learning Plan SAMPLE.
Additional Information
Much of the knowledge and skills acquired in the workplace are attained through self-management of one’s personal learning: taking advantage of formal and informal learning op-portunities that occur inside and outside the workplace. Thus, we have the notion of career management by objective.
Learning to maximize return-on-investment has important implications for long-term career management. Thinking about how you will most effectively learn from your co-op work term, and how you will best contribute to the organizational objectives of your co-op employer, begins with generating your Work Term Learning Plan at the start of each four-month work term. This plan will provide a guideline relative to the knowledge and skills you have the opportunity to attain, develop, and/or enhance. It should be noted that knowledge and skills can be devel-oped personally and professionally, formally and informally, as well as inside or outside the du-ties of the position.
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Work Term Learning Plan SAMPLE
Student: Uni V. Student Semester: Fall 2012 Employer: Excalibur Petroleum Company Ltd. - Calgary, AB Position: Accounts Receivable Management, Mineral Lease Revenue Supervisor: Mr. Leonard Hays
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Job Related Experience/Objectives Knowledge/Skills
Account for revenues and royalties relative to joint venture partners and governments.
Acquire an understanding of the relationships that exist between energy companies, their industry partners, and governments, while enhancing communication, interpersonal, organization, time management, multitask-ing, problem solving, and accuracy skills. Proficiency enhanced in Excel, SAP, JIBLink, Attachmate, and AccuMap.
Reduce inefficiencies in the volume / revenue processing system.
Acquire and understanding of the revenue / processing system while en-hancing analytical and problem solving skills.
Prepare a detailed flowchart of the various pro-cesses as part of a company wide approach to conducting CIMS assessments with the objective to satisfy external audit decisions.
Enhance knowledge in MS Word, process mapping and enhancing analyti-cal skills, while developing an understanding of the CIMS process.
Prepare a presentation on overriding royalties, volume sampling, and safety / change manage-ment to the department.
Acquire a professional understanding in the areas of overriding royalties, volume sampling, and safety / change management, while honing Power-Point, communication, and presentation skills.
Plant Tour Acquire a broader knowledge of the oil and gas industry and the processes required in the creation of product for consumption.
Organize and attend departmental meetings Enhance organization, communication, and interpersonal skills, while ac-quiring knowledge relevant to my position, the department, the organiza-tion, and the industry.
Maintain tracking binders Enhance organization, attention to detail, and communication skills.
Handle Email, phone, and Fax queries Enhance interpersonal, communication, multi tasking, analytical and deci-sion making skills.
Develop a training manual for subsequent co-op students
Enhance written communications skills and knowledge of the tasks/duties of the position.
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Self Directed Learning / Objectives Knowledge/Skills
Involvement with Co-op Student endeavours Develop an understanding of what others are doing within the organiza-tion to broaden my understanding of the organization and potential op-portunities within.
Information interviews with co-workers Broaden my overall knowledge of the organization and gain a better un-derstanding of potential career paths.
Attend Lunch and Learn Sessions Enhance my knowledge of the organization and in the specific subject matter areas discussed.
Acquire an understanding of the various profes-sional designations available in my field through discussion with those in the organization.
Develop a network within the organization and acquire a solid under-standing of the CA, CMA, and CGA designations.
Make effort to contribute to discussions and de-partmental meetings
Enhance personal profile within the organization, develop a better under-standing of the organization and industry, while developing further confi-dence in public speaking.
Become proactive in suggesting new methods and processes when appropriate
Enhance personal profile within the organization, develop a more solid understanding of the accounting process in place, and enhance analyti-cal and decision making skills.
Assist in organizing the United Way Campaign Develop a network within the organization, while strengthening organiza-tion, interpersonal, teamwork and communication skills.
Become member of the Social Committee Develop a network within the organization, while strengthening interper-sonal skills.
Attend functions/seminars relative to the Canadi-an Association of Petroleum Producers Enhance my knowledge of and network within the industry.
Progress Report
Purpose
The purpose for the progress report is to reflect on and evaluate your own progress and achievements. Reflection can help you to better understand your strengths and weakness-es, identify your underlying beliefs and value system, and lead to greater self-awareness and growth. Though we learn by doing, we also learn by thinking about events, activities and experiences. Taking time to reflect can help you identify approaches that have worked well, and reinforce good practices.
Instructions
In a couple of pages, analyze the knowledge and skills gained thus far in the co-op term by reviewing your Work Term Learning Plan objectives and asking and answering these (or similar) questions:
What am I gaining from my co-op experience? What are my expectations for myself? Describe the organization and organizational unit/department. How large is the organization in
terms of staff and clients? What is its stated mission? What is a typical week like? How have academics prepared me for this experience? What theory have I learned to apply? What skills have I gained/demonstrated (communication, organization, computers, problem
solving, conflict resolution, teamwork)? What knowledge about the industry or discipline have I gained from my experience/co-op? What tips would I give to future employees/co-op students in this position or organization? What management (leadership, mentoring, delegation or operations) styles have I observed? What have I learned about the industry, culture or environment I’m working in? How has my co-op experience helped me in making future career decisions? What was my biggest accomplishment thus far? What progress have I made in my goals?
Timing
A Progress Report should be submitted by the end of the second month of a co-op term/semester.
See Progress Report SAMPLE.
Site Visit
Purpose
The purpose of the site visit is to assess the student’s progress to date and determine how suc-cessful they have been in meeting some of the objectives set out in the work term learning plan. The site visit is an informal opportunity to obtain feedback from the work supervisor and dis-cuss what the student has learned from the work term so far.
It is also an opportunity to assist the student in taking stock of their achievements and planning forward. It is not meant to be a “report card / parent-teacher interview” situation, but a casual open ended meeting based on the student’s needs and particular situation. The coordinator is looking to assist the student with concerns they may have, strategies for success, potential fu-ture opportunities based on their experiences, as well as gather information regarding the in-dustry, organization, and position so the information can be used to inform subsequent stu-dents.
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Instructions
The Management Co-op office will initiate (by phone or email) and complete a site visit approxi-mately one hour in length and will take place at a date and time that is convenient for the stu-dent and employer/supervisor in the third or fourth month of the semester. The student is expected to facilitate the scheduling of this meeting with their supervisor.
Here are examples of potential topics for discussion:
Success in meeting the goals set out in the work term learning plan Concerns that the student might have (ie. lack of challenge/direction, interpersonal difficulties) Assessment of the environment (team, corporate culture, and industry) How the experience may or may not be effecting future career decisions Skill areas being developed; Skill areas the student sees as strengths or requiring development Aspects of the job the student enjoys most and least Current issues relative to the organization (ie. strike, merger, layoffs, new ventures etc.) Is the organization and position a good fit for the student (why or why not?) Future opportunities with the organization Career development strategies
Timing
A Site Visit will be completed during the third or fourth month of a co-op term/semester.
Tuition 2012/2013 and 2013/2014
Co-op tuition goes toward finding jobs and recruiting potential employers; evaluating co-op opportunities, gathering and sending out applications; organizing and scheduling job interviews, following up with employers; providing career counselling and training, preparing students for work terms; monitoring and grading work terms and work term requirements; processing appli-cations, forms, and registrations; visiting students at work sites, liaising with Faculty, University, and community on co-op-related issues and policies, maintaining student and employer records; salaries for staff who assist students in obtaining employment; travel, telephone, mail, printing, copying, marketing, computing, equipment and supplies. Note: Recreation Services fees are not included and will need to paid separately for Lethbridge students through the Sport and Recreation Services office in PE 160.
The balance for co-op tuition is due the last day of classes for the semester, after which time interest will begin to accrue. Tuition should be submitted to the Cash Office as with any other class tuition. Payment methods are listed on the Cash Office website.
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Spring 2013 Canadian: $701.43 International: $738.18
Co-op Tuition Student Administrative Fee Student Union Fees 1st Choice Savings Contribution Meliorist Health Centre Insurance Fee
$603.00 $ 25.00 $ 53.43 $ 15.00 $ 5.00 $ 36.75 (Int’l Students only)
Summer 2013 Co-op Tuition Student Administrative Fee
$611.00 $ TBA
Fall 2013 Canadian: $954.85(701.43) with opt out International: $993.44 (748.44)
Co-op Tuition Student Administrative Fee Student Union Fees 1st Choice Savings Contribution Meliorist Health Centre Insurance Fee
$611.00 $ 25.00 $298.85 (- $245.00 Health & Dental opt out) $ 15.00 $ 5.00 $ 38.49 (Int’l Students only)
Progress Report SAMPLE Student: Uni V. Student Semester: Fall 2012 Employer: Excalibur Petroleum Company Ltd. - Calgary, AB Position: Accounts Receivable Management, Mineral Lease Revenue Supervisor: Mr. Leonard Hays
Introduction I began my Co-op work term with the Organizational Planning and Effectiveness Branch with Alberta Human Resources and Employ-ment as a research assistant in Edmonton on September 5, 2006. During my first week I got to know some of the people around the department as well as understand more in-depth the mechanics of the place. I did a lot of reading, so much that my eyes hurt. However, the reading paid off as it has laid an excellent foundation for me to really grasp aspects associated with this job for the rest of the semester. Some of my reading materials included the Department business plan, looking through the wealth of infor-mation on the AHRE Intranet, reading through my orientation package and becoming familiarized with the computer system.
My first week also included getting to know my office co-workers. Most of the people working here are relatively young and new. I recognized immediately the potential opportunities within the branch I am working in. In fact, my coordinator has only been here three months. While there is usually another co-op student in my branch, during this placement I am the only one. Everyone has been very welcoming and I am continually reminded that if I need help with anything I only need to knock on someone’s door.
About the Organization Alberta Human Resources and Employment (AHRE) is a leader and active partner with industry, employers, training providers and individuals in “Building Alberta’s Workforce. In order to help the continued prosperity of Alberta AHRE works hard to inform, attract, retain and develop people in Alberta’s labour force. I work with Organizational Planning and Effectiveness (OPE).
Typical Week (September 25-29) Monday
• E-scanning
• Found and contacted key individuals regarding topics at Symposium
• Researched Outward Bound Canada and wrote an article for review and inclusion in a department wide newsletter.
• Researched The Interprovincial Standards “Red Seal” for the newsletter.
• E-mailed a representative of WorldSkills 2009 with questions regarding topics discussed at the Symposium.
• Read through and highlighted parts of quarterly housing affordability report put out by Royal Bank (RBC) for e-scanning.
Tuesday
• E-scanning
• Reread thoroughly Building and Educating Tomorrow’s Workforce Symposium presentations.
• Revised Outward Bound article/Found further details on Red Seal project.
• Began reading Industry and Employer Toolkit.
Wednesday
• E-scanning
• E-mailed contacts with thanks regarding information given on retired people in the workforce.
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• Read through and highlighted more information concerning Symposium.
• Key Economic Indicators for Amar.
Thursday
• E-scanning
• Found interesting articles/newspaper clippings for “What Works-Alberta” newsletter, which will feature Innovations in Health and Safety.
• Began E-scanning weekly summary.
• TD Report/Metropolitan Outlook information.
• Alberta Royalty Tax Credit information.
• Contributed to e-scan highlights which will be reviewed and used by executive management.
Friday
• E-scanning
• Meeting with staff to understand Appreciative Inquiry in Alberta Human Resources and Employment.
• Read through Symposium draft.
• Completed weekly e-scanning summary.
Update on Work Term Learning Plan Objectives I will be helping to write two newsletters, the “WhatWorks Newsletter” in Innovations in Health and Safety, which is distributed three times a year as well as the “Building and Educating Alberta’s Workforce: 10-year Strategy” newsletter. I have begun to collect information, and have started an organized binder on data, articles, and anything else pertaining to Health and Safety. I enjoy working on both newsletters and other projects because this requires multi-tasking, and a continual use of and development of my skills. It is important that I find information aimed at effective practices, which are practices that have been proven to have pro-duced positive results in the past. Since the newsletter is not a priority right now I have also worked on other things such as compil-ing information for the Building and Educating Alberta’s Workforce: 10 year strategy.
Summary/Comments My coordinator has been incredible in helping me to become more enmeshed in OPE in the short time I have been here. Through his guidance I have learned how to create an organized binder of information for the symposium, understand a storyboard, e-scan (this requires looking through newspapers, academic journals and web sites of research institutes for current events), create e-scan summaries, pull from e-scan summaries in order to compile a densely packed summary of e-scan highlights and begin to learn how to write effective practice summaries. This is all useful because one of the main objectives that the unit has is to share information on successful business practices.
While I have worked several jobs in the past, this is unlike any I have ever had. It is interesting to have set hours rather than differ-ent weekly schedules. I like that I can work on tasks at my own pace, and that there is constantly something and interesting to work on. I am the kind of person that enjoys completing assignments. However, since we are looking at best practices I have to keep in mind that the assignment can be changed or improved upon constantly. I find this unusual because I am so used to com-pleting assignments, tests, mid-terms and exams in University and moving on to the next chapter or course. Overall, this has been an exciting and challenging experience and I look forward to the following month.
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Informational Interview
Purpose
One of the best methods to aid in making career choices is to conduct an informational interview. Informational interviews involve talking to people about their careers and what they do in their jobs. Conducting an informational interview is about gathering information about a particular industry or occupation - it is not about asking for a job.
Instructions
Conduct and transcribe a 15-30 minute interview with a co-worker (not a student), manag-er, mentor or supervisor in your co-op workplace over lunch or coffee break. Gather infor-mation about the culture, organization and industry by using your own questions or by se-lecting questions from the following to ask: What kind of training/schooling prepared you for this type of work? How did you get this job, and what kinds of experience (work or volunteer) and preparation
helped you most? Who would you say has been the most help in your career? How did they help you? What are your major responsibilities in this position? What are 3 things that you enjoy most about working at your company/organization? What do you like most, least about this job? What kind of stress do you deal with? Knowing what you know now, what advice do you have for getting into this work? What personal qualities or abilities, are important for doing well in this kind of work? What skills
are required for your job? For you, what part of this job is most satisfying? most challenging? What kind of changes do you see coming in this line of work? If you were going to change direction now, where would you go? How would you do it? If you had a chance to do it all over again, what would you have done differently? Can you recommend the best entry level jobs to get started in this line of work? What qualifications, experience, do you look for when interviewing new people in this field? What impresses you in a resume from someone who is applying for a career in this field? What advice would you have for someone like me, who is considering this field? What resources, such as websites, journals or professional associations, would you recommend
that I check out to learn more about this career? [Tip: Research the associations and organiza-tions in advance so that you are knowledgeable about the more popular ones. You can then ask better questions as well as make a great impression by showing that you've obviously done your homework.]
What do you see as the major problems for those working in this field today? What do you think needs to be changed?
What kind of opportunities are there for advancement in this field, and how would one qualify?
Timing
An Informational Interview should be submitted by the end of the last month of a co-op term/semester.
Performance Appraisal
Purpose
The Performance Appraisal is used to give co-op students feedback on their work at the very end of their co-op position. The Co-op Coordinator will investigate work term performance evalu-ations which are less than satisfactory to determine whether a failing grade or withdrawal from the Co-op Program is necessary.
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Instructions
Students should ask their supervisor to fill out the form toward the end position. The student should ensure that the employer has sent a completed evaluation to the Co-op Program. Em-ployer’s own custom evaluation forms can be used instead of this form, if preferred.
Timing
A Performance Appraisal should be submitted by the end of the last month of a co-op position.
Focus Group
Purpose
The Focus Group is a mandatory review and summary of the experiential learning that has taken place on the work term. It is based on your WTLP and the learning that occurs in addition to what you specifically set out to learn at the beginning of your work term.
The Focus Group is an opportunity to self-assess the outcomes of your WTLP. You reflect upon what has and what has not been accomplished, bringing into focus the properties of your co-op work term experience. In effect, through the Focus Group you are learning what you learned. By learning what you learned, you can then use that information to plan for and implement fu-ture action.
Instructions
Students will be instructed by email to register for a focus group. There is no preparation nec-essary for the Focus Group other than looking at the questions below, while deciding what top-ics you feel would be most useful to yourself and others. There are a number of topics to be covered during the Focus Group (most of which will be determined by those participating through free -lowing dialogue).
The following are some potential areas of discussion: How well were you able to meet the learning objectives of your Work Term Learning Plan? What technical, personal or interpersonal barriers to achieving your Work Term Learning Plan did
you encounter, if any? How did you cope with these? At what point in the work term did you feel like you were no longer a “tourist” had become com-
fortably integrated into your team. What specifically made you perceive this? Compare and contrast your second Co-op work term (for those who have completed more than
one) with your previous work term in terms of a) differences in your duties and responsibilities b) differences in your skills and abilities c)differences in your understanding of the business
What things did you do differently as a result of the learning you acquired during your work term? Based on your experiences, what advice would you give to a new co-op student in the future? What was the most important piece of knowledge acquired while on your work term? How did this work term effect your thoughts regarding future career plans? What three (3) things would you advise co-op students going into their first work terms to do to
ensure they are successful? In your opinion, what are the primary benefits of participating in co-operative education.
How could the co-op experience be made better for students? What could Management Co-op do differently? In what ways do you intend to leverage your co-operative education work terms into graduate employment?
Timing
The Focus Group will take place during the first month following each four month work term/semester and be approximately two hours in length. It will consist of 6—8 students and a Co-op Coordinator to facilitate. Focus Groups will be held in Lethbridge, Calgary and Edmonton.
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Co-op Course Outline Mgt 3002 Work Experience I Mgt 3005 Work Experience IV Mgt 3003 Work Experience II Mgt 3008 Work Experience V Mgt 3004 Work Experience III Mgt 3009 Work Experience VI Instructor: Stephen Craig Office: AH154 Telephone: (403) 380-5181 Fax: (403) 329-2112 E-mail: [email protected]
Calendar Year
Mgt 3002, Mgt 3003, Mgt 3004, are required to obtain the Co-op Designation. Mgt 3005, Mgt 3008 and 3009 are optional work terms which may completed to a maximum of 24 months of work terms in total.
1. Rationale
Driving our co-operative education program is the issue of relevance: how can what University of Lethbridge Management students learn in the classroom be made more transferable to the professional world? In the rapidly changing workplace, employers expect transferability and Management students demand it.
What we and our workplace partners teach through the Co-op process is a particular approach to career management that focuses on employability: that set of personal and business skills, knowledge and abilities which combine with your academic training to make you an employable person. Typically, your gains in employability through Co-op are accompanied by better understanding of your classroom studies, hence the investment of time and effort you make in Co-op offer a particularly high rate of return.
2. Instructional Approach I hear and I forget. I see and I remember. do and I understand. (Quote attributed to Confucius ) Co-operative education is a world-wide phenomenon in which students, their educational institutions and employers in many kinds of organizations partner for the purpose of integrating practical experience into the student's academic curriculum.
This model allows students to learn about career management and about how your particular area of classroom focus (your major) is practiced in the external organizational world. In both cases, the issues raised by your experience lead you to think about and often to question, the assumptions and conventions, which you have been taught in the classroom. Experiential education adds a layer of intellectual complexity to your personal human development. Your ability to cope with change, and to be an effective organ-izational citizen, will be greatly enhanced.
3. Prerequisites
A. ACADEMIC PROGRAM
i You must serve your Co-op work term(s) prior to your degree being conferred.
B. CO-OP WORK TERM
i Mgt 3002 admission to the Mgt Co-op program (completion of workshop and intake) ii Mgt 3003 completion of Mgt 3002 and good academic standing iii Mgt 3004 completion of Mgt 3003 and good academic standing iv Mgt 3005 completion of Mgt 3004 and good academic standing v Mgt 3008 completion of Mgt 3005 and good academic standing vi Mgt 3009 completion of Mgt 3008 and good academic standing
Note: Good academic standing means the student maintains a minimum GPA of 2.7.
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Course Outline
4. Required Pre-Work Term Materials and Processes
MGT 3002 PREREQUISITES
Part A Mandatory workshop. This imparts contemporary information on resume and cover letter construction and inter-viewing techniques
Part B Intake Appointment. This is an individual meeting with a Co-op Coordinator.
5. Academic Program Requirements
The academic courses you must take to earn the Bachelor of Management degree do not change; undergraduates must take 40 courses post-diploma students must take 20 courses, second degree students must complete not less than 15 courses and certifi-cate students must complete 10 courses. Consult planning materials and the University Calendar as usual to ensure that you are in compliance with your particular program.
6. Co-operative Education Work Terms
Co-op courses, because they are experiential learning, do not earn academic credit and cannot be used to fill elective slots in your academic program. This applied component thus adds there four-month non academic course (Mgt 3002, 3003 and 3004) to your program, resulting in a 43-course degree. Mgt 3005, 3008 and 3009, if served, are also non-academic.
7. Required Work Term Processes / Grading
The period of employment notwithstanding, there are five (5) requirements you must complete for the duration of your co-op em-ployment. Co-op work terms are serve on a Pass/Fail basis and so entered on your transcripts. To earn a mark of “Pass”, the fol-lowing is required:
A. WORK TERM LEARNING PLAN (ONCE PER SEMESTER)
Within thirty (30) days of commencing a work term, you must submit a Work Term Learning Plan to the Co-op Office.
B. PROGRESS REPORT ( ONCE PER SEMESTER)
You must submit a progress report by the end of the second month of the co-op work term.
C. INFORMATIONAL INTERVIEW ( ONCE PER SEMESTER)
You must submit an Informational Interview by the end of the fourth month of the co-op work term.
D. SITE VISIT (ONCE PER SEMESTER)
Successful completion of the employment assignment, as judged by a site visit to your place of work by a Co-op Coordinator.
E. WORK TERM FOCUS GROUP (ONCE PER SEMESTER)
Within thirty (30) days following a work term semester, you must participate in a focus group that will serve as a reflection exercise regarding the learning that has taken place.
F. PERFORMANCE APPRAISAL (ONCE UPON COMPLETION OF YOUR CO-OP EMPLOYMENT)
Successful completion of the employment assignment, as judged by the performance appraisal supplied by your employer. This is only completed ONCE at the end of the last semester of a co-op term with an employer.
8. Non-contracted End of Employment
Terminating employment prior to the contracted end date without prior approval from the Co-op Office may result in receiving a fail-ing grad and being removed from the co-op program.
Dismissal of a student by an employer will be investigated by the Co-op Office and may result in a failing grade and being removed from the co-op program.
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What you should know before you go
Taking Classes during your Work term
If you take courses while on a work term, please limit yourself to one per semester thus helping to ensure that your time and energy are directed towards a successful term. If you wish to take more than one class in addition to co-op, you must receive written permission from the Co-op Director and your employment supervisor. This will be strictly enforced.
Communicate concerns, extensions, changes and triumphs
Please READ and RESPOND to your email regularly. Report any concerns, extensions or chang-es in work term circumstances including contact information immediately to the Co-op Office. In addition to letting the co-op office know of your change of address, you should also update on the “Personal Information Menu” on the Bridge.
Extensions to the originally stipulated period of co-operative education employment are treated as additional Management Co-op work terms and subject to the same terms and conditions as the original employment period. An “extension” is the immediate continuation of employment after the conclusion of the originally stated employment period, or employment at a later date resulting from recall by the same employer in the same discipline as the original position.
And don’t hesitate to contact us regarding any personal triumphs or achievements!
Employer Contracts
Read your Contract/Letter of Offer carefully, especially with respect to hours of work, dates, salaries, bonus pay, vacation time, expectations, and working conditions. Ask questions and clarify uncertainties before signing.
Salary—The salary offered by a particular employer will be determined by the type of industry it is (for example, university vs. government or corporate organization), location, and company policy. The Co-op Office cannot dictate a salary to an employer, nor bargain on behalf of a stu-dent. All jobs posted by our office are considered to have fair wages.
Vacation—As a co-op student your work term is considered an educational experience and there-fore employers are not required to pay students vacation pay, although some may include this in student’s salary. Students may ask permission from their employer to take a day off during their work term; however, employers are not required to provide vacation days other than statu-tory holidays.
Overtime—If a student works overtime the employer may choose to compensate the student at an increased rate of pay but they are not required to. Students are expected to contribute in-come tax and unemployment insurance and will be covered by worker’s compensation. Any additional benefits are left to the discretion of the employer.
Strikes
It is each individual student's prerogative (without penalty) to decide whether or not to cross a picket line in the case of a strike at the place of employment. The role of the Supervisor in this situation is to inform the student of the potential of either decision.
Student Health & Dental Plan
All full-time students, including students on work terms, are automatically included in the Ex-tended Health & Dental Care plan (unless you have opted out). Students can opt out of the plan in September of each year. Plan coverage is in effect Sept. 1 to Aug. 31 for full-time Fall se-mester registrants, and Jan. 1 to Aug. 31 for full-time Spring semester registrants. Students with proof of alternative coverage can opt out by submitting waiver from through the Student’s Union.
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Helpful Information
Tuition, Education Tax Credit and Tax Forms
Students on a co-op work term retain their full-time status within the University and can claim their co-op tuition against their taxes, but cannot claim the education tax credit unless taking academic courses in addition to co-op. This is simply due to the wage that co-op students earn versus students pursuing academics.
PERSONAL TAX CREDITS RETURN (TD1 & TD1AB)
You will likely be asked to complete a TD1 Federal Personal Tax Credit Return (shown below) and a TD1AB Provincial Personal Tax Credit Return. These forms are used by employers to cal-culate income tax deductions from your pay cheque. When filling out both TD1 forms under the “Tuition, education, and [textbook] amounts (full time and part time)” sections, students can claim the co-op tuition fee for each work term in that year in addition to any tuition for part-time or full-time semesters for the full year.
However, students cannot claim an education amount (either full-time or part-time) for the months they are on a work term and not enrolled in any additional courses. Students enrolled in one or two courses in the same semester as a work term may claim the part time education amount for that time period.
FILING TAXES—T2202/T1 (SCHEDULE 11)
Students can contact the Cash Office (or check the Bridge) to request their Income Tax Receipt (Form T2202) for the previous calendar year. The tuition (indicated on T2202), pertinent educa-tion amount and textbook amounts for the year can be claimed the T1 (Schedule 11) when filing your taxes.
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Tips for Success in the Workplace Effectively managing the transition from student to employee will maximize the return on invest-ment regarding your Co-op work term and assist in providing for a solid work reference upon completion. This transition may seem like a simple process, but there are some keys to consid-er.
Pay close attention to details and procedures
Procedures are there for a reason, perhaps to reinforce organizational culture or as an artifact of some earlier way of doing things. Established procedures are a source of comfort for some and an irritation for others, so query as to why they exist cautiously.
Learn the organization of your organization
Get to know the names and responsibilities of those you are in regular contact with when you are carrying out your duties. Ask for an organizational chart to find out where formal accounta-bility lines are, but be aware that there is also an informal organization that never appears on a chart.
Seek feedback and clarification
If you are unsure about how you have performed or what is expected of you, be proactive in seeking feedback. Managers frequently are busy and do not realize they have forgotten to let you know how you did, and so they do not always take the initiative in giving you feed-back. Try to keep the lines of communication open to the extent you can.
Asking for help or advice when you need it shows people that you are sensible enough to seek assistance rather than muddling through or completing a task incorrectly. Make sure however that you have done all within your power to answer your own question before enlisting the aid of others. Always be ready to say “I made a mistake” when you have indeed done so. Few things damage your credibility faster than making excuses or blaming others.
Deal with interpersonal problems when they occur
It is better to deal with issues sooner rather than later. Be direct and unemotional when report-ing such problems. Avoid finger pointing. Never assume that someone with whom you are inter-acting is operating “on your wavelength”. You may not share standards, goals, personal rules or culture with the other person, all of which can lead to misunderstanding.
If you cannot solve an interpersonal issue yourself or need assistance regarding an appropriate plan of action, please contact the co-op office. We may not solve the concern for you as this impedes the learning process, but we are certainly here to guide you in what ever way possible.
Be professional
Please remember you represent the University of Lethbridge and the co-op program and should behave accordingly. This means acting in a mature and responsible manner, dressing appropri-ately , using acceptable language and showing respect to your co-workers.
Cell phones can be a distraction in the workplace. Unless your cell phone is used for work, turn it off and put it away during office hours.
Do not get involved in workplace politics or gossip.
Use of Employer Materials
Do not use office resources for personal reasons unless approved by your supervisor. This in-cludes using the pone or Internet during work house and sending personal email or t. Using company resources for personal use is very serious and can be grounds for dismissal.
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Use your time effectively
Although a supervisor may not say much about your tardiness if you are late for work, it will like-ly be noted when it comes time to be considered for future employment and/or a reference. Use flexible time arrangements or sick leave cautiously, remembering that these are privileges, not rights. You have entered a commitment upon embarking on a co-op term and this term should be your priority. Time off for exams and assignments outside of your work term are frowned upon. You must make the transition from student to employee.
Be as productive as possible throughout your work term. Ask for work from your supervisor or ask others on the team if you can assist them in any way if you have down time. Work on devel-oping your skills relative to software you are working with and/or attempt to gain further knowledge (read manuals etc.) that will assist you in your position. What you get out of your term is largely within your control.
Organizational change is a constant
Develop the ability to “roll with the punches”. Remember that organizational change is systemic and has an impact on everyone. Organizational change is more likely to be stressful for perma-nent and contract staff members than co-op students because your career is not truly at stake. Because you work with permanent and contract people, you are bound to pick up on their anxie-ty. Consider it a learning opportunity for the future.
Develop your employability skills
This can be done through courses, workshops, and volunteer work. Employers are looking for students with writing, critical thinking, organizational, and computer skills. As well, potential employees can improve their chances of securing a job if they can demonstrate initiative, as well as show strong communication, teamwork , and presentation skills. On your co-op term, develop these skills by taking advantage of learning opportunities as they occur. Do not shy away from a challenge.
Become part of the organization
Try not to think of yourself as “just a student” when on a co-op term. You are there to get the most from the experience and become an integral part of the operation. If you wish to gain fu-ture employment, receive a strong reference and/or get the most from the experience relative to the acquisition of skills, you must get involved. Participate in volunteer and social opportuni-ties, as well as seminars, committees and other endeavors that will assist you in becoming part of the team.
Set Objectives & Look to the future
Along with the work term learning plan, set goals for yourself regarding what you wish to achieve while on your work term. This opportunity will go a long way in shaping your career and it is up to you to take control of the situation. Also, plan your academic career carefully so your focus is on your career options. You may with to contact an Academic Advisor or a Co-op Coordinator.
Keep a diary or blog of your achievements, goals reached and other information on your work term experiences. Your entries can be used as raw data when it is time to up-date your resume, or respond to behavioral description interview questions. Invest the time to record entries as they occur, because memory decays quickly. Also ensure your resume is updated regularly, including your current semester courses/descriptions and latest work term information
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Contact List
Management Co-op Coordinators
Steve Craig, Director Ph: 403.329.5181 Fx: 403.329.2112 Em: [email protected]
Andrea Spackman, Coordinator Ph: 403.380.1810 Fx: 403.329.2112 Em: [email protected]
Heather Petherick, Field Coordinator Ph: 403.380.1867 Fx: 403.329.2112 Em: [email protected]
Book Store
www.uleth.ca/bookstore/ Ph: 403.329.2611 Fx: 403-329.2595 Em: [email protected]
The Bridge
www.uleth.ca/bridge/twgkwbis.P_WWWLogin
Cash Office
www.uleth.ca/fsr/cash Ph: 403.329.2469 Fx: 403.380.1871 Em: [email protected]
Housing Services
www.uleth.ca/housing/ Ph: 403.329.2584 Fx: 403.329.2030 Em: [email protected]
International Centre for Students
www.uleth.ca/global/ Ph: 403.329.2053 Fx: 403.382.7140 Em: [email protected]
Risk & Safety Services
Toby Clark, Risk Analyst Ph: 403.329.2099 F x: 403.329-2685 Em: [email protected]
Registrar's Office
www.uleth.ca/ross Ph: 403.320.5700 Fx: 403.329.5159 Em: [email protected]
Scholarships and Student Finance
www.uleth.ca/ross/student_finance Ph: 403.329.2585 Fx: 403.382.7110 Em: [email protected]
Student's Union Health & Dental
www.ulsu.ca/ Ph: 403.329.2039 Fx: 403.329-2224 Em: [email protected]
Campuses
Lethbridge Campus Advising Faculty of Management Ph: 403.329.2153 Fx: 403.329.2253 Em: [email protected] Markin Hall M2060 4401 University Drive Lethbridge, AB T1K 3M4
Calgary Campus Rocky Mountain Plaza, Suite 1100 615 Macleod Trail SE Calgary AB T2G 4T8 Ph: 403.571.3360 Fx: 403-261-2944 Em: [email protected]
Edmonton Campus Alumni House; 7128 Ada Boulevard Edmonton AB T5B 4E4 Ph: 780.424.0425 Fx: 780.424.0455 Em: [email protected]
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Appendix
FACULTY OF MANAGEMENT Co-operative Education and Internships
AH154 Anderson Hall
University of Lethbridge 4401 University Drive
Lethbridge AB, T1K 3M4 Phone: 403-380-1810 Fax: 403-329-2112
Email: [email protected] Web: www.uleth.ca/management/co-op
PERFORMANCE APPRAISAL (5 pages)
The following performance appraisal is to be submitted by the student's supervisor toward the end of the work experience. Feed-back is critical to the experiential learning process and the information contained will be used in order to further the student’s ca-reer development.
Please discuss the feedback with your student before submitting. It will take about 15-30 minutes to complete the form This is a voluntary exercise and if your organization has a performance appraisal system in place, supervisors should feel
free to use their own form or the method deemed most appropriate. Thank you very much for your time and effort in providing our students with another enriching experience. If you have questions or comments, please feel free to contact our office at your convenience by phone at 403-380-1810 or by email at [email protected]. NOTE: This form can be filled out online at http://www.uleth.ca/management/node/2990
Employer/Supervisor Information (Person completing this evaluation)
Name of Organization: * ______________________________________________________________________________________
Supervisor's Name (First Last): * ________________________________________________________________________________
Supervisor's Email Address: *_________________________________________________________________________________
Supervisor's Job Title: ________________________________________________________________________________________
Student Info (Student being evaluated)
Student's Name (First Last): * __________________________________________________________________________________
Student's Job Title or Area of Employment: ________________________________________________________________________
Appraisal - 19 Questions
1. Interest in Work: *
1. High interest in work. Very enthusiastic.
2. More than average amount of interest and enthusiasm for job.
3. Satisfactory amount of interest and enthusiasm for job.
4. Interest sporadic: Occasionally enthusiastic.
5. Little interest or enthusiasm for job. 2. Initiative: *
1. Self-starter, asks for new jobs. Looks for work to do.
2. Acts voluntarily in most matters.
3. Acts voluntarily in routine matters.
4. Relies on others. Must be told frequently what to do.
5. Usually waits to be told what to do next. 3. Organization/Planning: *
1. Does an excellent job of planning and organizing work.
2. Usually plans and organizes work well.
3. Does normal amount of planning and organizing.
4. More often than not fails to plan and organize work effectively.
5. consistently fails to plan and organize work effectively. 4. Quality of Work: *
1. Highly productive.
2. More than expected amount of productivity.
3. Expected amount of productivity.
4. Less than expected amount of productivity.
5. Very low productivity. 5. Judgement: *
1. Exceptionally good. Decisions based on thorough analysis of problem.
2. Uses common sense. Makes good decisions.
3. Judgement usually good in routine situations.
4. Judgement often unreliable.
5. Poor judgement.
6. Reliability: *
1. Can always be relied upon in any situation.
2. Can be relied upon in most situations.
3. Can usually be relied upon in routine situations.
4. Somewhat unreliable: needs above average supervision.
5. Unreliable. 7. Interpersonal Skills: *
1. Always works in harmony with others. An excellent team worker.
2. Congenial and helpful. Works well with associates.
3. Most relations with others are harmonious under normal circumstances.
4. Occasionally difficult to work with.
5. Often difficult to work with. 8. Leadership: *
1. Excellent, promotes enthusiasm. Will lead others.
2. Above average.
3. Satisfactory.
4. Poor, unable to organize and motivate others.
5. Not applicable in this position. 9. Response to Supervision: *
1. Expresses appreciation for feedback and takes prompt action on suggestions made by supervisors.
2. Willingly accepts suggestions and criticism by super-visor.
3. Accepts suggestions by supervisor in a satisfactory manner.
4. Reluctantly accepts suggestions and criticism by supervisor.
5. Resents suggestions and criticism by supervisor and/or needs close supervision. 10. Written Communication: *
1. Always clear and well organized. Concise and well-written.
2. Normally very clear, well organized, and easily read.
3. Satisfactory. Usually clear and concise.
4. Occasionally encounters difficulty in speaking clearly and concisely.
5. Not clear to the extent that it causes confusion or interferes with work performance.
11. Verbal Communication: *
1. Conveys information in a clear, well-organized and easily understood manner.
2. Normally very clear and understandable.
3. Satisfactory. Usually clear and concise.
4. Occasionally encounters difficulty in speaking clearly and concisely.
5. Not clear to the extent that it causes confusion or interferes with the performance of work. 12. Adaptation to Organizational Rules and Policies : *
1. Excellent. Adapted to and recognized formal organization structures, rules and policies
2. Above average.
3. Satisfactory.
4. Poor. Refused to recognize formal procedure and rules.
5. Not applicable. 13. Attendance: *
1. Regular
2. Irregular 14. Punctuality: *
1. Regular
2. Irregular 15. Professionalism: *
1. Regular
2. Irregular 16. Overall Performance: *
1. Outstanding
2. Very Good
3. Satisfactory
4. Marginal
5. Unsatisfactory
17. Areas of Strength:
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__________________________________________________________________________________________________________ 18. Areas for Improvement:
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__________________________________________________________________________________________________________ 19. General Comments:
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