CANSCOTT

16 terms that are important for all supervisors to understand

MBTI Personality Assessment. Participants will learn about personalities and will determine their own personality and the 15 others that make up the 16 personality types. Note: **Our Instructors are certified by Psychometrics Canada to perform MBTI training and to determine participant type. Approx. 2-to-2.5-hour session. We encourage a proper management role out of this topic to avoid concerns that can occur without proper preparation for personality assessments.

Objectives:  To develop a working knowledge / understanding of:

• THE SUPERVISOR AS AN AGENT OF THE EMPLOYER, THE AUTHORITY DELEGATED TO YOU,
• THE 3 FUNDAMENTAL SKILLS (HUMAN, TECHNICAL & CONCEPTUAL)
• THE 7 BASIC RESPONSIBILITIES OF A SUPERVISOR
• THE MANAGERIAL FUNCTIONS OF A SUPERVISOR
• THE TRANSITION FROM HOURLY TO MANAGEMENT (LEADING FRIENDS)
• THE COMMON CHARACTERISTICS OF A GOOD LEADER
• THE 3 BASIC STYLES OF LEADERSHIP
• SITUATIONAL LEADERSHIP

Objectives:  To develop a working knowledge / understanding of:

WORPLACE PRIVACY:

• THE PRIVACY LEGISLATION AFFECTING THE WORKPLACE (e.g. PIPA)
• THE 4 TYPES OF INFO DISCUSSED IN PRIVACY LAW
• THE 3 BASIC RULES TO ENSURE PRIVACY COMPLIANCE
• THE ROLE OF THE SUPERVISOR AS AN AGENT IN PROTECTING PRIVACY

DOCUMENTATION:

• WHY DOCUMENTATION IS IMPORTANT – THE LEGAL CONTEXT
• CONTRAST THE DIFFERENCE: EFFECTIVE VS. POOR DOCUMENTATION
• TYPES OF DOCUMENTATION
• DOCUMENTATION TIPS

Objectives:  To develop a working knowledge / understanding of:

INTRO TO HUMAN RIGHTS:

• THE LEGAL CONTEXT FOR EMPLOYER AND SUPERVISOR AS AGENT
• WHAT IS DISCRIMINATION, PROHIBITED GROUNDS, BFOR’S
• THE JURISDICTIONS HUMAN RIGHTS LAW (DISCRIMINATION IN EMPLOYMENT) & PROHIBITED GROUNDS
• WHAT IS SEXUAL HARASSMENT (2 TYPES) & PERSONAL HARASSMENT
• WHAT HARASSMENT IS NOT – CORRECTIVE ACTION THAT IS JUST AND REASONABLE
• CONTEMPORY ISSUES (SOCIAL MEDIA / INTERNET)

BULLYING & HARASSMENT:

• WHAT IS BULLYING AND HARASSMENT
• THE LEGAL CONTEXT FOR ALL WORKPLACE PARTIES
• INTENT VS. EFFECT, CONSIDERING THE CONTEXT, TYPES OF BULLYING & HARASSMENT
• WHAT IS REASONABLE MANAGEMENT ACTION
• WHAT IS CYBER-BULLYING

WORKPLACE VIOLENCE:

• WHAT IS WORKPLACE VIOLENCE
• WHAT WORK-RELATED FACTORS INCREASE THE RISK OF VIOLENCE
• THE BASIC STEPS TOWARDS DEVELOPMENT OF WORKPLACE VIOLENCE PREVENTATIVE MEASURES
• CAN WORKPLACE VIOLENCE BE ANTICIPATED?
• HANDLING OBSERVED VIOLATIONS AND COMPLAINTS
• WHAT TO DO IF A COMPLAINT IS FILED OR VIOLATION IS OBSERVED

THE RESPECTFUL WORKPLACE:

• CREATING A RESPECTFUL WORKPLACE
• THE POSITIVE OUTCOMES OF LEADING A RESPECTFUL WORKPLACE CULTURE
• CULTURAL INFLUENCES
• UNHEALTHY JUDGEMENTS ABOUT OTHERS
• GENDER DIFFERENCES & BIAS
• APPROPRIATE VS. INAPPROPRIATE WORKPLACE CONDUCT

Objectives: To develop a working knowledge of:

• THE SUPERVISORS SAFETY ROLE
• WCB ACT, REGULATIONS: PREVENTION MANUAL – THIS INCLUDES A THOROUGH REVIEW OF SUPERVISOR RIGHTS, ROLES AND RESPONSIBILITIES UNDER SAFETY LEGISLATION. NOTE, WE WILL ENSURE THE CORRECT / CURRENT JURISDICTIONS SAFETY LAW IS REVIEWED E.G. THE BC MINES ACT APPLIES TO MINES IN BC, THE CANADA LABOUR CODE APPLIES TO FEDERALLY REGULATED EMPLOYERS ETC.
• DUE DILIGENCE – A THOROUGH REVIEW OF THE STANDARD OF DUE DILIGENCE AND THE EMPLOYER DUE DILIGENCE DEFENSE
• THE WESTRAY LAW
• HOW TO CREATE A POSITIVE SAFETY CULTURE
• WHAT IS ‘RISK’ AND ‘HOW TO’ ASSESS IT USING THE RISK CALCULATOR
• HOW TO TEACH TEAM MEMBERS TO MAKE SAFE CHOICES USING HAZARD RECOGNITION, ASSESSMENT & CONTROL. THE HIERARCHY OF CONTROL.
• ALL REASONABLE PRECAUTIONS CHECKLIST – HOW TO ACHIEVE THE STANDARD OF DUE DILIGENCE

Objectives:  To develop a working knowledge / understanding of:

• THE IMPORTANCE OF EFFECTIVE COMMUNICATION – THE ROLE OF THE SUPERVISOR
• COMMUNICATION AND THE SUPERVISOR
• THE QUALITIES OF AN EFFECTIVE COMMUNICATOR
• TRANSACTIONAL ANALYSIS
• HOW TO DELIVER EFFECTIVE CREW TALKS – TIPS TRIED AND TRUE
• THE 4 T’S MODEL FOR STRUCTURING A CREW TALK; INSTRUCTOR TO MODEL THE BEHAVIOUR – DEMONSTRATION OF A 4 T’S CREW TALK
• DEALING WITH DISRUPTIVE CREW MEMBERS
• WE WILL DISCUSS SOME OF THE CULTURAL DIFFERENCES TO BE AWARE OF WHEN COMMUNICATING AND THE NEED TO BE SELF-AWARE WHEN COMMUNICATING WITH STAFF.

Objectives:  To develop a working knowledge / understanding of:

• HOW TO REINFORCE DESIRED BEHAVIOUR, GIVING & RECEIVING FEEDBACK; REVIEW & DEMONSTRATION
• THE 2-MINUTE COACHING CHALLENGE; REVIEW & DEMONSTRATION OF HOW TO COACH TEAM MEMBERS
• THE IMPORTANCE OF DELEGATION / YOUR CAPACITY / WHEN IS DELEGATION APPROPRIATE
• A SIMPLE MODEL FOR DELEGATION (TIPS & TECHNIQUES)
• THE SCIENCE BEHIND MOTIVATION; HOW TO MOTIVATE TEAM MEMBERS

Objectives:  To develop a working knowledge / understanding of:

• THE SUPERVISOR AS AN EMPLOYEE RELATIONS PRACTIONER
• MANAGEMENT’S RIGHTS
• THE BASIC RULES OF THE RELATIONSHIP BETWEEN UNION & MANAGEMENT
• THE WORK NOW GRIEVE LATER PRINCIPLE & THE EXCEPTIONS TO THIS PRINCIPLE
• WHAT IS INSUBORDINATION & THE 2 TYPES
• THE OBJECTIVES OF CONDUCTING AN INVESTIGATIVE INTERVIEW
• THE OBJECTIVES OF DISCIPLINE & THE EXCEPTIONS TO PROGRESSIVE DISCIPLINE
• THE BASIC CHARACTERISTICS OF AN EFFECTIVE DISCIPLINE SYSTEM
• DETERMINING JUST & REASONABLE CAUSE (introduction)
• FACTORS TO CONSIDER IN DETERMINING THE APPROPRIATE DEGREE OF DISCIPLINE
• BURDEN OF PROOF