Project management was once called an accidental profession In fact, it was viewed as an administrative function that a professional performed off the side of their desk. Today, we know this is far from the truth. Project management is a career in and of itself, often garnering strong salaries, dynamic career paths, and opportunities to grow into senior management role within an organization. Project management is now regulated, and professionals can earn a coveted certification such as the PMP, or ACP from PMI (the Project Management Institute). Ongoing self-investment in lifelong learning, such as earning a certification or recertification in project management, ensures that project managers possess specific skills and can deliver on promised value for their organizations. As the discipline continues to grow, and expectations of project professionals become demanding, it is more important than ever that project management professionals remain committed to upskilling and reskilling to ensure competitiveness and career advancement, or the ability to shift sectors. 

According to a recent report at the world economic forum, 54% of employees will need fundamentally new skills by 2022, and 35% of those employees will require more than six months of training. 

Indeed, the pandemic has resulted in massive changes in the workplace, increasing the need for project managers to remain agile in their problem-solving, self-management, and leadership skills. 

Project management professionals, and any worker looking to grow their skills, should start by asking themselves some key questions before selecting the continuing education opportunity that is right for them. 

What is your learning objective?

1. What is my goal (new job, promotion, flexibility, career change, etc.)?
2. How long will it take me to accomplish these goals?
3. How much will it cost me, and will I get my return on investment (ROI)?
4. What motivates me (work life balance, money, reward, work remotely)?
5. Do I have a support system at work where they invest in my professional development?

What do you want out of a learning experience? 

1. Is there a strong selection of courses and a diversity of learning options?
2. Is there learner support from school administration and instructors?
3. Are you seeking flexibility in learning modality (in-person, online, self-paced, instructor-led, hybrid, etc.)?
4. Will there be practical assignments of real-world cases?
6. Will there be an opportunity to network with industry peers?

Lifelong learning is critical, especially for those working in project management. Keep these important questions in mind when choosing your next educational adventure. 

Dr Waffa Adam has 20+ years of experience across management consulting, financial services, IT, Project management, and Education industries focusing on organization change management, digital transformation, Agile and Lean adoption and sustainability, strategy execution, Program, Portfolio, and project management office (PMO). She led numerous PMO’s and PPM ranging from $100 million to a Billion to help organizations address complex business and enterprise initiatives. Waffa is a change agent who brings together pragmatic solutions aligned with organizations’ strategic planning to help organizations optimize their resources and product delivery to achieve operational excellence. She is an Agile Coach certified, SAFe Agilist certified, PMP certified, ACP certified, and Lean Six Sigma Green Belt certified. She holds a Bachelor of Computer Science and Minor in Business Administrations, a Master’s in Information Technology and a Ph.D. in Strategy and program management. Waffa is an instructor at U of T SCS, where she develops, enhances, and contributes to various course offerings. Waffa authored two books about the PMO; one is used as the framework for this course. 

Her SCS course, Project Management Office, starts in March 2022.
 

After almost two decades of managing workplace investigations, Pamela Salhani knows that approaching situations with empathy and respect is key to dealing with workplace conflict. Her background in human resources, social development, corrections, and working with marginalized communities has afforded Pamela a deep insight into the value of mediation. “As a former Director of Employee Relations for a large Ontario non-profit organization, it’s clear to me that there are ways to resolve conflict or disagreements that honours the dignity of all those involved. Through mediation strategies, we can make sure everyone feels heard,” she says. “Peace is key to a healthy workplace. Organizational data has shown that more complaints can be resolved through mediation and conflict resolution strategies, instead of formal investigations.”

When she came across the Specialized Certificate in Managing, Investigating, and Resolving Workplace Harassment Complaints at the School of Continuing Studies (SCS), Pamela was inspired to further enhance her mediation and investigation skills, and explore innovative ways to create a psychologically safe work environment. “I wanted to grow my skills at SCS because I truly believe we need to learn and grow in investigations. More importantly, I wanted to shift organizational thinking around how we manage investigations, and how we can address and resolve conflict in proactive ways,” asserts Pamela. “My instructor for Identifying, Addressing and Effectively Managing Workplace Harassment Complaints, Jennifer Pernfuss, contends that empathy is a key skill in effectively managing workplace complaints, early interventions and conflict resolution. Growing trust, and building mutually respectful workplace relationships, allows for a much calmer and less stressful path to resolution. Of course, this isn’t possible in all circumstances, and we have important legal obligations, but Jennifer’s perspective on informed trauma, fear, respect, and communication really aligned with my ideas around peaceful resolutions.”

Pamela appreciated the very hands-on approach to online learning at SCS, which included breakout sessions, case studies, and multimedia content. “The curriculum was very applicable. I will implement tools, assessments, and checklists I learned in class in my practice. “I was faced with some challenges, specifically in regards to using some new technology, and had to step outside my comfort zone. But Jenifer was really there for us, and clearly wanted us all to succeed. I felt very supported, and am grateful for this challenge and learning experience.”

This winter, Pamela will start the second course in the certificate, Conducting Workplace Harassment Investigations. “Throughout my career, I’ve witnessed first hand that investigations can not only be costly, but they can cause great discomfort and mistrust between parties, and often they can be punitive, resulting in discipline, termination, feelings of shame, or relationships that don’t improve. I know we can do better than this, and I’m committed to creating safe spaces for people to be themselves. The first course in this certificate was very congruent with my values both personally and professionally, and I’m excited to start the second course soon,” she says. “I’ll be taking the third and final course, Resolving Workplace Harassment Complaints Pre and Post Investigation, this spring, and am confident that the skills I am learning will help me not only better support my practice, but open up new doors for me professionally.”

Esports represents a broad competitive gaming space; essentially, this term encompasses any online game played competitively, or for the pleasure of others. There are esports leagues all over the globe, with competitions ranging from beginner, to regional, to World Championships, just like physical sports. One very popular example you may have heard of is called League of Legends, however there are many games with intense, international popularity. In fact, every region of the world hosts dedicated professional leagues, and millions upon millions of people watch their favourite gamer stars play! Esports is a huge, evolving, billion-dollar industry. If you are new to the world of esports, I’m here to share and break down some interesting facts to help you wrap your head around this phenomenon. 

1. Esports can be enjoyed live or on-demand

An online streaming platform called Twitch is the predominant mode for live streaming esports, however, YouTube and Facebook are also actively expanding in this domain. Twitch tends to be where people go to watch live games, whereas YouTube is the go-to for on-demand gamer content. Both YouTube and Facebook are making concerted efforts to grow their live streaming audiences though.

2. Gaming is no longer niche

Around 2017, gaming experienced a tipping point, and became more accessible to both players and audiences. We started seeing athletes and celebrities alike playing esports, which caused an uptick in popularity. In 2021, League of Legends had over 180 million active players. Essentially, esports are exploding, and they are everywhere, 24 hours a day. Ideas around esports are also shifting. Players and audiences are diverse and unique; no longer can people default to a stereotype of what a “typical gamer” looks or acts like. In fact, many pros are professional athletes in all sense of the word; they are roles models who embrace and promote healthy lifestyles. 

3. A broad core demographic

Younger generations have gaming ingrained in them from childhood, however the core esports demographic is broad, ranging from anyone between 9-40. Male players and fans do outnumber their female counterparts, however there is a rapidly growing female demographic. 

4. Esports is a huge industry, with lots of money to be made

We are talking about multimillion dollar companies, and competitive gamers who are not only earning what professional athletes make, but winning competitions worth up to 30 million dollars. This industry also produces endless career opportunities; esports companies need marketers, financial analysts, video editors, game developers, social media experts, project managers, and coaches just to name a few. If you love gaming, but you don’t think you have the skills to work in the industry, reflect on your skills and think again! Opportunity awaits.

5. Transcending ability 

There are two things I love about esports: first, unlike physical sports, we can all compete on the same level to an extent. Playing online allows many of us to transcend the body; despite size, strength, age, gender, or physical ability, we can all experience the joy of play and competition. For people with busy lives, esports also transcend time. For example, you have access to a massive network of eager players, who can match your skill level, 24/7. 

6. Play your idols

Esports fans love to watch and follow the best pro players, and also love non-pro personalities who bring humour or insight to the table. But here’s what’s wild and can rarely be replicated in physical sports: if you play that game enough, you could end up playing against your idols. Everyone is on the same playing field. On a random Tuesday evening, you could get to play against your hero. It’s not super common, but it happens. I’ve personally played against some of my favourite esports personalities! How cool is that?

7. Things aren’t perfect; we have critical work to do

The gendering of esports is a big problem, and you don’t have to go far to find unacceptable misogyny on these platforms. Most prominent female esports personalities experience some form of harassment. As an industry, the culture needs to change. People of all genders and identities need to be welcome, safe, and respected in this space. We have important work to do, now.

8. Esports has the potential to connect us

Esports are a global phenomenon, transcending borders, languages, time zones, and physical abilities. These competitions are a way for people all over the globe to connect, transcending culture and boundaries. At the end of the day, it’s about the love of play and competition. And that love transcends the medium itself. 

Kyle Chatterson is a sports and media leader with near a decade of professional experience in esports and competitive gaming. Kyle is currently the Director of esports Content and Partnerships at theScore where he leads strategy and execution for all projects related to competitive video gaming. He has worked with the biggest developers, teams and brands across the competitive gaming industry and has spoken at PAX East, SXSW and Cynopsis Esports events. Kyle has previously worked at the NATO Association of Canada leading their technology vertical and prior to that was a professional chef. He has a BA from the Asper School of Business at the University of Manitoba and an MBA from the Rotman School of Management at the University of Toronto, as well as a Diplome de Cuisine from Le Cordon Bleu.

His SCS course, Esports Business Foundations, starts this fall.

In most professions, it’s important (and often mandatory) that you keep your skills current through what is generally known as continuing professional development (CPD), and continuing education. For example, the engineering, architecture, law, medicine, and teaching professions do not simply issue a license to practice and forget about the license-holder. CPD ensures that the people in these professions are continually growing their abilities and knowledge. 

But what about professional managers? 

Perhaps more so than many other professions, managers need to stay up to date with the latest theories and, more importantly, tools to conduct the orchestra of the companies they work for. Sure, one can take a year or three to complete an MBA, and this is a noble idea as business schools make it a point to keep their curriculum current. But things change rapidly! And like many other professions, it’s critical that professional managers stay on top of their game. 

The Role of Manager

There are hundreds of thousands of people around the world that work in industry that define themselves as “managers”. Many of these people go about their busy days never questioning their role, plugging away to make their companies successful. Their LinkedIn profiles hold various titles… engineering manager, operations manager, HR manager, project manager, finance manager, sales manager… the list goes on with new adjectives being added regularly. But are they building their capacity to lead, coach, and mentor?

Staying on Top of Their Game

These managers are often responsible for people under their charge, overseeing their work, handling performance reviews, hiring, firing, leading, existing. Naturally, some of these managers are licensed in the profession they are managing within, and some are not. Certainly, these managers need to keep up to date with the latest developments in the management profession, right? We can’t assume that a business degree conferred in 1985 is timeless.

Rapid Change & Lifelong Learning

While some things never change, others become obsolete before the final examination is written. This is where CPD, and lifelong learning, comes in. The tricks and tools of the management profession are constantly evolving. One would be hard-pressed to apply the principles of Taylor’s “scientific management” in a 2022 software engineering start-up without some, say, “modification”. Managers simply cannot stagnate and still function as effective leaders.

The Future is Micro

Professional managers have a lot on their plates. Many have conflicting priorities, and sometimes positive people management can take a back seat. But managers have an important responsibility to keep their leadership skills current. This is where micro-credentials, and personalized learning experiences come in. Managers need to be able to hone in on the skills they want to develop, and micro courses offer short, compact learning solutions so professional managers can develop specific competencies, fast. 

Dr. Matthew Jelavic, C.Mgr., is the Chief Executive Officer of CIM | Chartered Manager Canada, the leading professional association in support of Canada’s Chartered Managers through certification, accreditation, and professional development. The association has certified over 80,000 professional managers through an extensive network of 14 chapters across the country since its founding in 1942.
CIM | Chartered Managers Canada recognizes various SCS courses and micro courses for candidates to complete as they work towards earning its C.I.M. and the C.Mgr. professional designations.
 

“My goal for 2021 was to become a certified Project Management Professional (PMP^®),” reflects Ana-Maria Perez. “But I wasn’t sure where exactly to start. That’s why I came to the School of Continuing Studies to help me prepare.” Ana-Maria, who has worked in the banking and financial sectors for over 15 years, found that much of her work was project-based. She took the initiative to expand her project management abilities through continuing education opportunities, and decided that earning her PMP would be a great way to showcase and solidify her skillset.

“I really enjoy project-based work, because every day is different. I don’t want predictable challenges day in and day out, which is why I’m so drawn to diverse projects. I was eager to earn my PMP, but as a working parent I was unsure if I would be able to find adequate study time and pass the exam,” recalls Ana-Maria. “When COVID hit, things were of course horrible. But this pause gave me the opportunity (and extra time) to buckle down and pursue my PMP. I knew I would need help, and came across the PMI^® Authorized PMP^® Exam Prep course, and started it in March 2021.”

Ana-Maria’s online instructor, Peter Monkhouse, took the class through a multitude of examples and prep questions. “Peter organized the content in a way that made things simple for me. The exam definitely felt intimidating; it’s four hours long, and I hadn’t written a test or done formal schooling in years! But Peter was the guide I needed, and helped me feel confident going into the exam,” says Ana-Maria. “The online classes were interactive, and I had lots of opportunities to ask questions. I was still working full-time, so these classes kept me on-track with my study and my motivation.”

After completing the prep course, Ana-Maria wanted to write the PMP exam right away while the information was fresh in her head. “I wrote the exam almost immediately after completing the SCS course, and passed on my first attempt! Right after receiving the news that I passed, I emailed Peter to let him know, and thank him for helping me go beyond the textbook with real-life examples, so I wasn’t just memorizing, but really digesting and understanding the content,” recalls Ana-Maria. “While I’m not a formal project manager, this certification has made me more marketable, and it’s now easier for me to showcase my abilities on paper. This course really expanded my understanding of what project management is and its scope; earlier in my career, I was hesitant to delve deep into project management for fear of being limited to this area. However, Peter really helped me see how strategic project management is, and together we explored areas of it that I was not aware of. These are real-life tools and ideas that I now use on a daily basis, and I’m proud to have earned the PMP certification.”
 

For Lorraine Tinsley, continuing education transformed what was once a hobby into a thriving career. “I’ve always loved history and architecture, but I could never see a clear path to turning these interests into a career for myself. I worked in public policy for much of my life, then took some time off to raise my daughter. Once she was older, I found myself strongly drawn to the history of our Toronto neighbourhood, Moore Park,” recalls Lorraine. “I wanted to formalize my knowledge of local history and architecture, so I turned to the School of Continuing Studies (SCS) and everything changed.”

In fact, Lorraine was so fascinated by the history of Moore Park, she began researching the area with the goal of writing a book. “My idea of a book has morphed into a website that I’m now working on. Doing the research, I realized I needed to know more about Toronto history, and about research methods for local history. In 2016, I started taking a series of SCS courses – the first with James F. S. Thomson, titled Toronto’s History: 1850–1914 which was just incredible. The biggest advantage he shared was access to digital resources and archives, and how to use them for research. It inspired me to take another online course with him in 2018, Researching Canadian Local History,” says Lorraine. “It was the best course I’ve ever taken on historical research.”

Next, Lorraine wanted to scratch her architectural itch. She took two SCS courses, Toronto's Residential Architecture: A History, and Toronto’s Neighbourhood Architecture, with instructor Marta O’Brien. “The caliber of Marta’s courses was very high; her visual teaching tools are phenomenal. She also took us on guided tours of areas we were studying. She truly brought the history of architecture in Toronto to life,” reflects Lorraine. “The cumulative effect of James and Marta’s teaching was to open the door to grad studies for me.”

Lorraine began earning her Master’s in Public History at Western University in 2019, and credits her studies at SCS for giving her a huge advantage. “I entered the program with solid digital research skills, and a strong knowledge of Southwestern Ontario history and architecture thanks to SCS. I just completed my MA program, and am now working as a Heritage Consultant. SCS helped me transform my passion into a graduate degree and a career I love. In fact, I still use the resources and skills I gained at SCS constantly in my daily work,” says Lorraine. 

Today, Lorraine continues to work on her Moore Park research and website, and, as a writer on Middle East WWI affairs, will soon be publishing a book on the friendship between T.E. Lawrence (aka Lawrence of Arabia) and the explorer Gertrude Bell. “It’s never too late to learn. You can grow a great deal from studying with an expert if you have the commitment to fully engage in continuing education,” she says. “Learning at SCS was an unparalleled learning experience that gave me the confidence to do scholarly research, and pursue my dream career.”

Keri Hasson can describe her experience with continuing education in one word: transformative. In fact, she credits her commitment to lifelong learning to her ongoing career and personal success. “I worked as a graphic designer for over twenty years, but about five years ago, I had lost my passion and needed a change. But I wasn’t sure what I wanted to do. I felt lost,” recalls Keri. “Then in March 2020, I found myself out of work due to the pandemic. It forced me to re-evaluate my life, my career, and where I wanted to go.”

A friend of hers had recently completed a marketing course at the School of Continuing Studies (SCS), and Keri decided that continuing education might just be the right next move. “I had done some aspects of marketing in my various designer roles, so I thought that exploring the field might help me identify a new interest. I zoned in on advertising, as I felt it would be a strong compliment to my graphic design skills. Next thing I knew, I was hooked.”

In May 2020, Keri began earning her Advertising Certificate. “Because I was at home, I took the opportunity to really immerse myself in my studies, and I had the time to devote to fast-tracking my courses. I was a bit intimidated after not having been in a classroom for over twenty years, but the online learning experience was very convenient, interactive, and engaging. There was a real sense of community in my classrooms,” says Keri. “Mid-certificate, I was hired as a Marketing Specialist for an IT company. They were impressed that I was taking the initiative to grow my skills, and were particularly interested in my new digital marketing abilities. I’m confident that the certificate helped me land the job and transition into a new field.”

Today, Keri has completed her Advertising Certificate, and is now Director of Marketing with a financial firm. “SCS sparked something in me! I’m hooked on learning now; I just completed my Digital Marketing Management Certificate, and I am working towards my Brand Management Certificate as well,” says Keri. “Continuing education has completely transformed my life. I went from a stalled career, to my first lead marketing role in just over one year, which still amazes me. I feel much more confident in myself and my abilities. SCS helped me find direction, and shape a career I love.”

“The world is changing so quickly, if you don’t take the time to re-evaluate your passions and know the impact you want to make on the world, if you aren’t learning new knowledge, you will fall behind,” reflects Lauren Hummel. “The same goes for a brand. In COVID especially, we are seeing what happens to companies that don’t adapt. Continuing education has helped me, and my organization, thrive during difficult times.” Today, Lauren is Manager, Marketing and Communications for the Ontario Library Association (OLA), however, her path to marketing and brand success was not exactly linear.

“I have a background in history and journalism, a Master’s in creative writing, and I’ve done some continuing education in digital media. Yet I started my career at an insurance broker as a graphic designer and administrator. In 2014 I felt curious about where I wanted to take my career, so I came to the University of Toronto School of Continuing Studies (SCS) and did the Project Management Certificate” recalls Lauren. “This learning experience helped me shift into a role in marketing and communications at OLA. I was excited to enter this new career path, however, I quickly realized that there was a gap in my knowledge around branding, and wanted to improve my storytelling and brand marketing abilities.”

Lauren again turned to SCS and began her Brand Management Certificate in 2020. “The certificate examined everything I wanted to explore: brand management, brand finance, evaluation standards, and putting customers first. I was excited to gain a competitive advantage and bring my skills to work,” says Lauren. “During the first course in the certificate, I was promoted to Manager, Marketing and Communications. I was bringing my new brand skills to the table every day. Then, the pandemic hit.”

Suddenly, Lauren found that the need for strong brand management was more critical than ever. “As a new leader, I wanted to improve our overall marketing strategy, and increase consistency across channels. I also wanted to gain a great understanding of our customers’ experiences, and find new ways to communicate value. The pandemic made this all the more important,” reflects Lauren. “Many of our events were in-person, so we had to pivot and adapt our business model fast. The skills I was learning at SCS helped me strengthen our brand during this time of turmoil. Brand strategy helped our non-profit organization survive COVID.”

Mid-pandemic, Lauren’s role shifted to part-time due to financial impact. “I was so grateful to have a job, however, I was concerned about my ability to continue studying at SCS. That’s why I applied for the Marilynn Booth Award of Excellence to help fund my studies. Winning the award meant I could keep studying and growing my brand management skills,” says Lauren. “Academically, I did face some challenges: the content shared in the Finance of Brand Management course was very new to me. At the time, I wasn’t a super data-driven person. This course encouraged me to investigate my biases, and practice gathering and analyzing large amounts of marketing and brand-relevant data. It stretched my ability to be more data-informed, and examine information from different viewpoints. I love language; I am a storyteller at heart. But this course helped me develop new skills that are invaluable in my work today.”

Reflecting on how continuing education at SCS has shaped her career, Lauren says that her confidence has skyrocketed. “SCS provided a safe environment for me to explore my interests, identify areas for improvement, and learn new skills. I’m excited about what the future holds,” says Lauren. “Next, my goals are to finish writing an adult-fiction manuscript I’ve been working on, and dig even deeper into brand management at work. I firmly believe that with lifelong learning, you get out what you put into it. I’m proud of what I’ve accomplished and can’t wait to see what’s next.”

Daniel Fernandes started his Human Resources certificate working out of a suitcase. Immediately upon coming to Canada from Brazil in 2018, he made learning the Canadian HR landscape his number one priority. “I had been working in HR in Brazil for many years. In the months leading up to my move to Canada, I started researching ways that I could learn about how the field operates in this new country. HR is very country-specific, so I really wanted to gain new skills and start out on the right foot,” recalls Daniel. “I came to Canada assuming I would have to start at the bottom. I was prepared to struggle. But then I found the HR certificate at the School of Continuing Studies (SCS), and decided I needed to go for it, and take ownership of my experience.”

A month after landing in Canada, Daniel started the first course in the certificate. “I started learning at SCS before I even confirmed an apartment, or found a job. It was my main focus because I knew it would help me integrate faster” says Daniel. “In my experience as a new immigrant, at first I was really focused on integrating into Canadian workplace culture. And this was very important! But learning at SCS did something really great: it helped me appreciate, utilize, and promote my unique skills as a newcomer. It helped me see that I have something valuable to offer, and my international experience is an asset.”

Four months after settling in Canada, he landed an entry-level HR job at a software company. Meanwhile, Daniel found that the Human Resources certificate helped him highlight and build his transferable skills while learning how to apply them in a Canadian work environment. By studying frameworks, labour market demographics, and case studies, he learned about the challenges Canadian organizations face while building his confidence and communication abilities. The courses also provided a sense of community. “The value of this certificate went way beyond the learning syllabus. It was a fantastic way to meet a diverse set of motivated people, which was really meaningful to me because I was very focused on getting my new life started, and had limited time for socializing. This course provided the community I craved.”

His determination and commitment to learning did not go unnoticed. “My studies allowed me to bring new skills, ideas, and tools to work. It was noticed and appreciated by my company. In fact, in just over two years, I received a total of four promotions, and I attribute this upward mobility to my learning at SCS,” reflects Daniel, who also received a Marilynn Booth Award of Excellence from SCS. “These courses really pushed me out of my comfort zone. It was a safe place to express myself, grow, and interact. I’m proud of the unique skills I bring to the Canadian market, and the fact that this certificate helped me earn my Certified Human Resources Professional designation.”

Daniel, who earned his SCS certificate in 2020 and is now an HR Manager at a tech company, says despite the challenges he faced, it was all worth it. “Learning, working, and starting a new life in Canada was a lot. But putting my learning first has paid off beyond anything I could have imagined,” smiles Daniel. “Being in a leadership position was my long-term Canadian dream, and I’ve already realized it. Now, I need to sit down and think about what my next dream is. SCS made the unexpected happen. I can’t wait to see what’s next.”

In the last 100 years, we have seen tremendous change in the way companies execute and scale manufacturing and product delivery processes. In the early 1920s, a personalized customer experience was made possible with the use of people - for example, milk delivery. However, as populations grew and spread over greater distances, these services became more costly and difficult to execute. Eventually our societies reached a point where customization was expensive and inefficient, and standardization, mass manufacturing and centralization of products and services became a better way to control costs and maximize revenues. 

Methodologies like Lean and Six Sigma were introduced and adopted by companies like Toyota and 3M to streamline processes, eliminate waste, and reduce errors - cost control was a primary lever in an increasingly competitive market. In the 1990s these synergistic methodologies converged and became known as ‘Lean Six Sigma’ (LSS), becoming even more popular across both production and service industries. 

But the world is changing yet again. With advancements in technology, internet companies like Netflix and Spotify have re-introduced the concept of a personalized customer experience - this time, at scale. In the last 10 years, the on-demand product and service industry has grown. Customers are becoming more comfortable with organizations using their data to create personalized experiences, and are expecting better and better products and services.

The COVID-19 pandemic accelerated that growth even more with consumers becoming increasingly dependent on companies like Amazon to deliver custom orders same-day. Others, like Costco, are rushing to catch up and make at-home deliveries available. This change in consumer behaviour has also challenged existing industries, like grocery and restaurants. Organizations like HelloFresh have tackled the ‘eating-at-home’ experience, by enabling custom menu selection and fresh grocery delivery to your door. Meanwhile, DoorDash and UberEats have challenged the pizza delivery industry and provided access to a multitude of restaurants and cuisines.

As you can imagine, with this level of customization, the old ways in which Lean Six Sigma was used (standardization for mass manufacturing), are no longer applicable. For example, it is difficult for HelloFresh or Amazon to standardize processes where every customer’s order is different. But the focus on excellence for these companies remains. Both continue to demand excellence through waste and error elimination. So how can we apply the principles of Lean Six Sigma to the on-demand industry? 

1. Understand the customer’s definition of quality and build a product around it. 

Personalization requires a continuous understanding of customer needs, and processes which are adaptable enough to accommodate these changes. Continuous improvement in real time can be achieved by creating mechanisms to collect and understand customer feedback and establishing flexibility in processes to adopt new practices - such as new products or configurations - through technology and modular process design.

2. Streamline and organize production facilities to minimize waste and errors. 

This includes standardizing processes which are common for all products (for example, printing labels and placing them on shipping boxes) and optimizing other processes such that common tasks are completed at the same time. In a distribution facility, like Amazon, this could include organizing products logically by likelihood of product combinations in customer orders. In the food industry this could include organizing recipes such that those with similar ingredients are produced on the same production line.

3. Use data-driven optimization to maximize output while minimizing cost. 

While Lean Six Sigma has always been a data-driven methodology, the use of optimization models is necessary for on-demand industries. These models are rooted in identifying the most efficient method of achieving the optimal output at the lowest possible cost and can inform process design. For example, identifying which products to cluster together to minimize employee movement and ensure customer orders can be created as quickly as possible.

4. Failure management and process control. 

Lean Six Sigma organizations improve processes methodically, with a focus on controlling or maintaining those improvements. Lean Six Sigma tools, like a Failure Modes & Effects Analysis (FMEA) can be used to quantify process risks, identify mitigation strategies, and implement control mechanisms to ensure processes are always performing optimally.

Delina Ivanova has 10+ years of experience across management consulting, financial services, and on-demand CPG industries focusing on corporate finance, product management, procurement, data management, and analytics functions. Having led numerous business and enterprise initiatives, Delina brings together practices of effective strategic planning, project management, risk management, and process design and optimization to help organizations achieve operational objectives in line with market evolution. She is a Lean Six Sigma Green Belt and holds a Bachelor of Management and Organizational Studies from Western University in London. Delina is an instructor at SCS, and her course Introduction to Lean Six Sigma Methods starts September 24th.

Throughout my career in Human Resources, I’ve learned many people have questions about hiring practices, but are unsure where to turn for valid information. Building on the SCS Knowledge Hub webinar I recently hosted, I’m committed to lifting the curtain on HR practices, and sharing my insider knowledge to help people thrive. Here are my insights on three commonly asked HR-related questions. 

1. Do employers understand that a title at one organization might be considered a senior role, and at other companies, it might be a junior one?

Many employers will understand ‘title inflation’ in organizations with which they may be familiar, particularly in ‘start ups’, where titles and options are often used to offset cash compensation shortfalls. Less sophisticated employers may not be as aware of this type of ‘title inflation’. There is also the issue of differences between industries, where titles can and do vary quite widely. When people are moving across industries, for example to mining from financial services or vice versa, this may require further explanation or clarification, in order that the title does not become a barrier to what otherwise might be a good person-job fit.

2. How do you position your LinkedIn profile and resume if you are making a career pivot? Your work experience may not necessarily match the opportunities you are applying for.

Be honest and clear about your desire to switch roles or industries, on both LinkedIn and on your resume, as it builds your credibility. Employers look for inconsistencies, and where they find consistency, it builds comfort; be sure that your resume and LinkedIn profile are aligned and openly state your career intentions. If your work experience does not match the role you are applying to, call out transferable skills and behaviours. Be sure to highlight relevant volunteer experience. 

3. How can I explore which sectors are most likely to support hiring and training of staff?

The detailed answers are to be found using the COPS, or Canadian Occupational Projection System, in looking at the 293 occupational groupings. Here are two examples of employment trends, based on current and projected data throughout 2019-2028:

• Human resource managers are projected to be broadly in line in terms of labour demand and supply. Therefore, it is unlikely most employers will support the hiring and training of staff who aren’t qualified, as there are lots who are.
• For Information systems analysts and consultants, the number of job openings (arising from expansion demand and replacement demand) are expected to total 113,000, while the number of job seekers (arising from school leavers, immigration, and mobility) is expected to total 98,700. With this kind of mismatch, it is likely employers facing supply shortages will be open to hiring and training staff with potential to help fill their shortage(s).

Ultimately, where there are shortages, which also play out at the local level such as in the GTA, there will be innovation to fill the gaps. This has significant potential to help individuals who are willing to seek out new career opportunities!
 

Alex Gallacher (MBA, CHRE, ICD.D) is a successful entrepreneur, having founded and grown ENGAGE HR™ since its inception in 2004. His deep expertise in human resources, business strategy, and governance comes from a unique combination of senior management and executive roles in Canadian and global corporations, coupled with more than fifteen years of profitably serving a wide range of organizations, associations, and owner-managed businesses. Alex instructs our Human Resources Management course at SCS.

We are witnessing dramatic and rapid change in the workforce. These changes can be summarized as Industry 4.0: The Fourth Industrial Revolution. Through modern smart technology, such as artificial intelligence (AI), we are experiencing the automation of traditional manufacturing and industrial practices.

In order to survive and thrive through these massive shifts, we need to change the way we operate; to upgrade the ways we manage our organizations. This is where Lean Six Sigma (LSS) can help!

Lean Six Sigma is a proven strategic tool that helps achieve business excellence, engage teams, and support alignment between three core values: purpose, process, and people. In a nutshell, LSS is a team-focused managerial approach that improves performance and brings meaningful change to an organization.

As a Lean Six Sigma Sensei Master Black Belt, who has dedicated much of my career to implementing and teaching LSS strategies, what I find really inspiring about LSS is that while it’s a highly cultivated skill that one develops through education and practice, its core principles and ideas are relevant and achievable for any leader looking to improve processes in their organization.

LSS has five phases that you need to examine and implement to achieve success: define, measure, improve, analyse, and control. In my opinion, as we adapt to the workplace changes brought on by the pandemic and Industry 4.0, we need to upgrade and digitize our problem-solving and management tool kits. We also need to assess problems with digital empathy, meaning we use and structure digital media in a way that is compassionate.

By exploring simple but important questions at each phase of LSS, we can generate meaningful insights, and implement changes that will help our teams function at a higher, happier level. Here’s a simplified example of how LSS could help you break down and address the common workplace problem of worker burnout or apathy while working remotely.

Problem: “My employees seem tired and disengaged after working remotely throughout COVID-19 for over a year. I suspect productivity is suffering.”

1. Define

Start by clearly defining the problem.

Key questions to consider:

• What is your intention in solving this issue?
• What are your team needs in this online environment?
• What is your team feeling? Are they experiencing stress, fear, or anxiety?
• How do these feelings affect your team’s productivity?
• Have you tried getting back to basics, and engaging in activities that help you uncover what really motivates your team?
• Have you clearly defined the roles and expectations for your team?
• “So what”; why is this business challenge an opportunity for value creation ?
  
   

2. Measure

Quantify the problem (using quantitative or qualitative data/information).

 Key questions to consider:

• Have you engaged your staff, and asked for their input/opinions/concerns (using surveys, discussions, or Zoom/Microsoft Teams tools)?
• Are you using digital collaboration tools to facilitate workflow? If so, what data do they provide that helps illuminate the problem (for example, are projects or ideas stalling at a certain stage? Are specific employees getting stuck on certain items?)
• How exactly is productivity being affected?
• How are you measuring workplace attitudes, culture, and creativity?
• How will you measure the efficiency, and more importantly, the effectiveness of your organization?

3. Analyze

What’s causing the problem? Brainstorm and use data analytics to identify and prioritize possible root causes.

Key questions to consider:

• Are all your team members fully trained to be able to participate and collaborate in an online environment? Was enough time and energy given to the training process?
• Have you done a mind mapping exercise (explore Google, Get Mind, Canva, or InfoRapid Knowledgebase Builder as possible tool options) to visually represent the problems and possible causes?
• What does your data analysis tell you about key drivers?
• What are the process parameters that you need to control in order to achieve your desired results?
• Are mental health and professional development resources easily available for your team?

4. Improve

Generate, select, and test solutions.

Key questions to consider:

• Who is involved in the selection of a solution? Are you considering the ideas and opinions of a broad range of stakeholders?
• What are your selection criteria?
• What is the significance of each selection criteria?
• Are solutions equitable and inclusive? Do they honour diversity?
• Have you piloted the solutions? Try them on yourself first. Would that solution work on you?

5. Control

Implement, monitor, and maintain your solution.

Key questions to consider:

• Have you established process control tools that will ensure sustainability of achieved results?
• Have you incorporated Industry 4.0 tools to ensure the success of your solution (i.e. digital workflows, document management, or project management tools)?
• Is this an opportunity to introduce new business intelligence and/or analytic tools?
• How can you use this solution to eliminate manual and repetitive tasks in other processes?
• How and when will you assess the success of your solution?
• How can you leverage lessons learned to other areas of the organization?

This example may seem simple, but it illustrates how utilizing the LSS phases, and asking the right questions, can support business excellence. LSS is a journey not a destination. It requires continuous learning and the courage to ask big questions.

Dr. Michael Mladjenovic is the Lead Lean Six Sigma Program Instructor and he has been teaching the LSS program for the last 10 years at U of T SCS. His professional experience includes senior leadership positions in manufacturing, engineering, continuous improvement, and quality assurance. Dr. Mladjenovic received Six Sigma training and certification while participating in General Electric Six Sigma deployment in 1995. During his work in automotive, food, electronic, and health sectors, Dr. Mladjenovic has led a number of initiatives related to development and implementation of the Enterprise Quality and Business systems. He has conducted trainings and workshops on Lean Six Sigma, Design for Six Sigma, Business Process management, Project Management, Value Engineering, Lean Manufacturing, Theory of Constrains, and TRIZ.  Dr. Mladjenovic is an ASQ Certified Quality Auditor, Reliability and Quality Engineer, Registered Professional Engineer, and holds a B.S., Master's, and Doctor's Degree in Mechanical Engineering and Business.  He teaches Lean Six Sigma certificates at SCS, including Green Belt, Black Belt, and Master Black Belt.