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CCBA - Certification of Competency in Business(R) Analysis - Dump Information

Vendor Name : IIBA
Exam Code : CCBA
Exam Name : Certification of Competency in Business(R) Analysis
Questions and Answers : 299 Q & A
Updated On : October 12, 2018
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IIBA CCBA Exam (Certification of Competency in Business(R) Analysis) Detailed Information

IIBA Certification Program Frequently Asked iiba-cert-imageQuestions
Multi-Level, Competency-Based Certification Program
Application Process
Eligibility Requirements
Fees
Exam Preparation
Exam Process
Exam Day
Recertification for CCBA® & CBAP®
Multi-Level, Competency-Based Certification Program
Why did IIBA® enhance its certification program?
To meet the growing demands of the global marketplace in the field of business analysis, IIBA has developed an enhanced BA Gold Standard Certification program.
IIBA has introduced a new multi-level, competency-based certification program in order to stay current with ever growing workplace demands, to stay up to speed with the ever evolving nature of business analysis and to continue to uphold the highest global standards of practice. IIBA is the leading global organization in providing networking, learning and resources to the global BA community. The marketplace is changing and our redesigned program builds on the input of our global community, further enabling us to meet the needs of both our BA professionals and employers. It also guides the BA professional through their career progression, supporting more opportunities for growth and development.
In addition, we have enhanced the certification program for better alignment with organizational needs, professional development needs, as well as BABOK® Guide v3 and other leading business analysis publications. As a result, the enhanced certification program will elevate the recognition of certification in the BA career progression.
Why did you redesign the Certification program to create four levels?
The four levels of the certification program recognize the increasing levels of maturity of the BA as they progress through their career. The enhanced program paves a smooth road for BA professionals to travel along with globally recognized levels to support a life-long career progression.
This new BA certification progression will encourage BA professionals to grow and develop in their profession and be recognized for growth and development from the start of their career through to retirement. Therefore, this enhanced certification program will provide opportunities where there were none previously.
How will the multi-level certification impact current CCBA® and CBAP® holders?
Current CCBA® and CBAP® will map to levels 2 and 3 respectively in the multi-level enhanced certification program and, therefore, will not be required to take the levels 2 and 3 exams. These two levels continue to represent the global standard of practice for BA professionals. In addition, we have enhanced the certification program for better alignment with organizational needs, professional development needs, as well as BABOK® Guide v3 and other leading business analysis publications. As a result, the enhanced certification program will elevate the recognition of certification in the BA career progression.
Why is the enhanced certification program competency-based?
As an applicant progresses through the levels, an applicant’s competencies will grow and develop. At each level, an applicant will have developed or gained a different level of competency, thus providing a clear differentiation between certification levels. The level encourages a BA professional to seek growth through specific learning and development to support them in achieving the desired level. Therefore, the enhanced certification program will assess and measure an individuals’ competencies at any given level thus ensuring the BA professional and employer knows what is expected at each level.
What are the four levels of the enhanced certification program and how do I know which one I qualify for?
The enhanced certification program consists of:
Level 1 provides individuals with a certificate that recognizes their entry into the BA profession, and will be exam based.
Level 2 recognizes BA professionals who have two to three years of business analysis experience. Level 2 will require 3000-4500 hours of experience and is also exam based. Current professionals with their CCBA® designation will be grandfathered into level 2.
Level 3 recognizes BA professionals who manage and lead with over 5 years of business analysis experience. Level 3 will require 7,500-10,500 hours of experience and is also exam based. Current professionals with their CBAP® designation will be grandfathered into level 3.
Level 4 recognizes BA professionals whose expertise in the BA field is well sought after, have over 10 years of business analysis experience, are industry thought leaders, give back to the community and contribute to the evolution of the BA practice. Level 4 will require a minimum of 15,000 hours, and is assessment based.
What is the difference between a Certification and a Certificate?
Professional certification is a designation earned by an individual identifying that they have demonstrated a standard level of skills, experience, and expertise within their field. Level 2 – CCBA®, Level 3 – CBAP® and Level 4 – CBALT™ are considered professional certifications because they have each a unique work experience requirement to be eligible and the exam tests their application of the competencies required at each level. Those who achieve certification receive a certification license number.
Level 1 – ECBA™ is a certificate because it does not require work experience and it only requires professional development hours.
What is the difference between BABOK® Guide Version 2 and BABOK® Guide Version 3?
In BABOK® Guide Version 3:
The new version expands the scope of business analysis, providing essential direction and support for practitioners in areas such as agile, business intelligence, information technology, business architecture and business process management.
BABOK® Guide v3 provides users with greater value and support as it expands the scope of business analysis beyond information technology projects, and outlines the skills and knowledge professionals need to create better business outcomes and drive business success.
For more information, please visit our BABOK® Guide webpage.
Obtain a copy of BABOK® Guide v3. IIBA Members gain access to a free PDF version of BABOK® Guide v3. Join IIBA now.
Is there an agile extension to BABOK® Guide v3 or a compendium/additional document that aligns the current extension with version 3? Or has the current agile extension been incorporated within BABOK® Guide Version 3?
In July, IIBA and Agile Alliance announced a Memorandum of Understanding that outlines their collaboration on the development of value-add publications, events and engagements for the benefit of the practitioner community and the broader business analysis and corporate community. An important initiative of this new collaboration is the development and publication of a revised edition of the Agile Extension to the BABOK® Guide, which was first published in 2013. The revised edition will provide guidance and insight on the effective practice of business analysis in an Agile context both at the practitioner level and enterprise level. The revised extension will include new techniques and approaches and will involve the engagement of volunteer subject matter experts from around the globe. The new Agile Extension will be launched in 2017.
Additional information regarding the new strategic alliance between IIBA and Agile Alliance.
If I have an ECBA™ and would like a CCBA® designation similarly, if I have a CCBA® designation and would like a CBAP® designation, what do I need to do to pursue this next level of certification?
If you meet the eligibility requirements of the next level of certification, you will need to complete that certification’s respective application and if your application is approved, pass the respective level's certification exam. You will be able to reuse your prior work experience and professional development provided with your past application provided they still meet the next level eligibility requirements.
Application Process
For all Certification Levels
Do I need to be a Member of IIBA to apply for certification or recertification?
No, you do not need to be an IIBA member to apply for certification, although there are many benefits to being an IIBA Member. These include, but not limited to, discounted certification exam fees, discounted recertification fees, a free PDF copy of the BABOK® Guide, eligibility to join a local Chapter and much more. To learn more about the many benefits of becoming an IIBA Member, please visit Member Benefits. Join now
I am unable to enter details such contact name, phone number and email, etc. for my professional development courses. How should I proceed with that?
Contact information of someone who can validate that you took the course, in the event your application is audited by IIBA, must be entered. If it's an online course, then you may have registered through your company's HR system or such so you can provide us with the HR person's contact information.
After I submit my application how long will I have to wait to find out if I'm approved to sit for the exam?
Applications are assessed immediately upon submission and payment of the application fee
You will not be able to submit your application unless you have met all of the eligibility requirements. Once your online application shows that all requirements have been met (i.e. there is a green check mark in each of the requirements sections), you will be able to submit your application and pay the application fee. Upon successfully completing payment of the application fee, you will immediately receive an email saying that you are either approved OR approved pending audit. If you are approved, the e-mail will contain instructions on how to pay IIBA for your exam and schedule it.
What if I am selected for an audit?
Random audits are performed for all levels of the certification framework. Audits include validating the work experience, professional development and references submitted in your application. More details on the audit process.
How do I request for an application extension?
You can request for an application extension by e-mailing certification@iiba.org, but only extenuating circumstances with the appropriate supporting documentation will be considered. Complete procedure.
What is an extenuating circumstance?
An extenuating circumstance is an event or hardship that would lead you to request an application extension, to reschedule or cancel an exam at no charge, or an extension to your recertification cycle. More details.
For CCBA® & CBAP® Only
Why does my reference section have X’s on them, even though I completed it?
After you complete your reference sections, an e-mail is sent instantly to them in order to seek their endorsement. We require receipt of two endorsements in order to these sections to be considered complete.
One of my references claims that he/she did not receive the email regarding my reference request. Is there a way to re-send it?
First, you must check if the reference’s e-mail is correct.
If the e-mail is correct, then ask the reference to check their SPAM or Junk e-mail. Our e-mails have a tendency to be captured by them. The problem could be due to the reference’s firewall.
If they still haven’t received them, send notify certification or you can enter a different e-mail for your reference by recreating the reference entry. (personal email addresses tend to not be blocked as much)
If the e-mail is incorrect, to fix it, you must drop and re-add the reference to your application with the correct information.
These e-mails should arrive instantly. All reference emails from IIBA are sent from membership@iiba.org.
My work experience includes tasks other than those meeting the certification requirements. Should I include them?
Only business analysis specific work experience aligned with the BABOK® Guide should be included within your application. Gaps in work experience years are not considered as long as the requirement is met. Overlaps in work experience and/or extra hours are reviewed to ensure the number of hours is appropriately documented and feasible.
How can I provide experience in the application that involves sensitive or company proprietary information?
Indicate in the description field for the project that it involves sensitive company information and then provide only as much information as possible without breaching the privacy.
Eligibility Requirements
For all Certification Levels
What course do I need to take in order to apply for a certification exam?
To apply for the certificate or any certification, you do not need to take a course, unless you require Professional Development (PD) hours to meet the PD eligibility requirement.
What is Professional Development?
Professional Development refers to the hours spent taking courses (classroom or online; external or internal to your organization) to better enhance your current BA knowledge.
Are Professional Development hours (or Contact Hours in the application), the same as Professional Development Units (PDUs)?
IIBA does not use or refer to professional development hours as Professional Development Units (PDU). For the PD eligibility requirement, the term IIBA uses is Professional Development (PD) hours. On the application form, within the professional development section, the applicant is asked to fill in the number of Contact Hours for the course. 1 hour of classroom/contact time of Professional Development = 1 Contact Hour in the application form.
How do I know if a course qualifies towards the Professional Development requirement?
For a course to qualify towards the Professional Development requirement, it must meet the following criteria:
It must be moderated/facilitated similar to a formal course (i.e., there must be a moderator for the session, or a facilitator/instructor who leads the group/individual through the material).
There must be a measurable learning objective (or set of objectives), and those must be directly applicable to the role of the business analyst (i.e., in terms of either changing behaviour or improving skills).
It cannot simply be a presentation on a specific topic:
There must be the opportunity for students to interact with the material (e.g., be able to ask questions, make the learning meaningful)
An opportunity to practice the task or objective being presented and, be assessed by the facilitator/moderator.
The subject matter must be directly aligned with the BABOK® Guide.
To qualify, courses must also be completed by the application submitted date.
All courses that are part of our Endorsed Education Provider (EEP™) program automatically qualify towards the professional development requirement for the certificate or for any certification. This is because they have already been assessed and validated by IIBA to ensure they meet the above criteria.
To verify if any courses already taken are a part of our Endorsed Education Provider (EEP™) program, you can perform a search on our website.
Do online courses hold as much weight as the classroom courses to meet the professional development requirement?
Online courses hold the same weight as classroom courses for the Professional Development (PD) requirement. All courses, whether classroom or online, must meet the professional development criteria, described above and within the handbook, and you must be able to provide proof of taking the course in case you are audited.
Will IIBA verify professional development or work experience?
Applicants and recipients may be randomly selected for audit to validate work experience and other information provided in the application.
For CCBA® & CBAP® Only
I am currently teaching business analysis workshops and, during the course of most workshops, I work with clients on their projects as a mentor, performing a wide range of business analysis consulting services. This is above and beyond the actual class discussions and is spread across various organizations nationwide. How can I account for this time as work experience?
Delivering training and general coaching provided during a training session, which would be considered as training, cannot be counted as work experience in the application. However, follow-up coaching and consulting outside of the training course for a student's specific project would count.
The best way to document this, since it is spread across various organizations would be to combine all hours into one project. As part of the contact information for this line entry, you will need to provide the name of a person at your organization that can (1) verify you provided this service to students and (2) how much time you generally spent.
Fees
For all Certification Levels
What methods can I pay for the application and exam fee?
The available payment methods are as follows:
By PayPal or credit card (Mastercard, Visa, Amex) via the shopping cart on our website
By mailing in a cheque or international money order. Please include a copy of your invoice and mail it in with your payment. Your invoice is available by clicking on the “Orders” option under your Profile Tab.
What are the fees for the levels of certification?
View the fees for each level of certificaiton.
Exam Preparation
For all Certification Levels
How much time is needed to prepare for the exams and how does one best prepare for the exams?
It really depends on the individual. The following, however, are some exam preparation tips includes:
Study the BABOK® Guide and its referenced sources.
Reviews sample questions located on each level’s respective site.
Review IIBA Certification Competency Guides - Coming Soon!
Attend training courses by IIBA Endorsed Education Providers (EEP™) in those areas you feel that additional knowledge would help benefit your study efforts.
Use online resources.
Use practice exams online as this simulates the environment in which you'll be tested.
Use Study Prep books, which are widely available.
Discuss chapters with study partners when studying. Use plenty of examples to provide context where needed.
Attend events hosted by the IIBA chapter in your area. This may not always be possible, but they may be very helpful with study preparation.
Participate in study groups. Study groups can help with your understanding by leveraging everyone's experience to provide context. This will ensure a more thorough understanding, rather than trying to memorize information.
Particular to CCBA® and CBAP®: Rely on your work experience to get you through it. Don’t simply memorize definitions, content, or the BABOK® Guide. You have to partner the BABOK® Guide with your practical application/ knowledge to be successful.
Note: IIBA does not, in any way, represent that completing the above guarantees success at passing a certificate or certification exam.
Are the Techniques chapter in the BABOK® Guide included in the certification exams?
There is no question specific to a given technique, however, techniques are referenced in questions that specifically test the competencies expected within the Knowledge Areas.
Will the BABOK® Guide chapter on Perspectives be tested in the certification exams?
There will not be specific exam questions that test on the Perspectives, but some questions will infer an understanding of the Perspectives as they relate to the Knowledge Areas.
We are currently reviewing providers to provide training support for our staff seeking certification. Would you have any suggestions on such training providers?
IIBA is a not a training provider, however we proudly have an Endorsed Education Provider Training Program (EEP™), which is a collection of training providers whose courses have been assessed and validated by us to ensure they meet the above mentioned professional development criteria. To search through the training providers and courses within our EEP program in order to determine which one best suits your training needs, please visit the Endorsed Education Provider Training site. IIBA has no basis to recommend a particular EEP over another.
Exam Process
For all Certification Levels
Where can I find everything I need to know about my ECBA™ exam?
Please visit the frequently asked questions page on the PSI website.
This site includes information on verifying system compatibility, exam registration, identification verification procedures, exam rules, cancellation/rescheduling policy and much more.
How do I sign up for the exam?
Once your application is approved, you need to pay the exam fee in order to be eligible to schedule the exam. Once your exam payment is received by IIBA, you will receive an e-mail from us. At this point, you can proceed to schedule your exam with PSI for ECBA™ or Prometric for CCBA® and CBAP®. For CCBA® and CBAP®: to schedule your exam with Prometric, you will require the Eligibility ID number found within the e-mail sent to you from us.
How and when are exams offered?
The exams are offered via online proctoring through PSI for the ECBA™ or via computer based testing (CBT) at dedicated Prometric test centers around the world for CCBA® and CBAP®.
How do I request for a special accommodation for the exam?
Special accommodation procedure.
What happens if I don’t pass my certification exam or don’t schedule my exam within the one-year timeframe of my application?
From the day your application has been approved, applicants have one year to pass their exam. If your application expires and you have not passed or schedule your exam, you must resubmit your application with new reference endorsements and repay the non-refundable application fee.
How do I reschedule my exam?
See our Exam Cancellation and Rescheduling Policy
How do I request for a refund of my exam or exam rewrite fee?
If your exam has not been scheduled or has been cancelled through the testing provider, you can request for a refund of your exam or exam rewrite fee by e-mailing the Certification Team. Please provide us with a reason for your refund request.
Please note: the application fee is non-refundable.
How many times can I take the exam?
You have one (1) year to successfully pass the exam from the day you received notice that your application has been approved. A candidate can only attempt the exam three times, each at a fee, within the one-year period of your application. If within that one-year period you do not successfully complete or schedule your exam, on the day after your application expiry date, you will have to resubmit your application with new reference endorsements and repay the application fee.
How can I schedule my rewrite exam?
To schedule your rewrite exam, you are required to pay your rewrite exam fee. For CCBA® and CBAP®: Once IIBA successfully receives payment of the rewrite exam fee, a new Eligibility ID number will be generated, which you will use to schedule your exam. You must wait for IIBA to receive your score from the testing provider and upload it into your IIBA profile account before you can pay and schedule for your rewrite exam. This may take up to 24 hours from your exam day. As soon as your score is uploaded into your IIBA profile account, you will receive an e-mail from us instructing you on your next steps.
I passed my certification exam. When will my profile be updated?
From your exam date, it can take up to 24 hours for IIBA to receive your score from the testing provider and upload it into your IIBA profile. Once we have uploaded your score into your profile, you will receive an e-mail from us and online proof of your achievement can be seen through the following methods:
Within your IIBA profile, under Certification, this screen will show you that you’ve been certified, when you received your certification and your next recertification date.
Your name will also appear in our certification registry at this link: http://www.iiba.org/External-resources/get-certifications.aspx
For CCBA® & CBAP® Only
What is my Eligibility ID number and where can it be found?
Your Eligibility ID number is not your IIBA profile user number, but a 16-digit number generated after payment of your exam or exam rewrite fee has been successfully completed, and used to schedule your exam.
Your eligibility ID number can be found at the bottom of the e-mail you receive after you have successfully paid for your exam or rewrite exam fee. A new Eligibility ID number is generated each time you pay for an exam.
Once I am registered for a CBT exam, how do I find out about the exam logistics, including location, room, directions, time, etc.?
Once you have scheduled your exam online, you will receive a confirmation notice from Prometric via email with the exam logistics almost immediately. Prometric sends an appointment reminder email two days prior to the exam date.
I can’t register for the exam as I am getting an error message when I try to register.
If you experience an error while registering for your exam, please contact certification@iiba.org.
Exam Day
For all Certification Levels
Within my exam confirmation e-mail from the testing administrator, my address is incorrect. Will this affect admission into my exam?
No, it will not affect your admission into the exam.
Within my exam confirmation e-mail from the testing administrator, my name is incorrect or incomplete. Will this affect admission into my exam?
Yes, it will affect your admission into the exam. Please notify the Certification Team right away.
What kind of identification do I need the day of the exam?
To find out what type of identification is required on the day of your exam:
For ECBA™
For CCBA® and CBAP®
Is water and food permitted during the exam?
These are not permitted during the exam. If these are required due to medical reasons, follow the special accommodations procedure.
How will I know if I passed the exam?
With the launch of a new exam, immediate scoring is not available until the Cut Score is determined, about a few months after the launch of the exam. In order to ensure that IIBA is aligned with certification best practices, we will be conducting a “passing standard study” with the launch of this new exam. A “passing standard study” is conducted whenever a new exam blueprint is introduced to establish a cut score for passing the exam. The study will allow IIBA to review the impact of the new passing standard based on the exam results prior to releasing final results. Therefore, your final exam results will not be available immediately after writing the exam and will be emailed to you once we have completed this study and within the next few months. As an incentive for the first 200 individuals to write their exams within each available certification level, IIBA is pleased to announce a discount of 50% off of the exam fee. Please note, this is available first-come, first served to the first 200 candidates within each certification level to take their exam by end of day November 30. You will be charged the regular exam fee to schedule it and then IIBA will reimburse the discount (by the same method of original payment) following the completion of your exam.
What happens if I miss the exam or arrive late to the exam?
If you miss the exam date without cancelling in advance and/or paying the rescheduling fee, you will be considered a no-show and will have to forfeit the exam fee or rewrite fee, unless there is an extenuating circumstance.
See our Exam Cancellation/Reschedule/Missed or Late Policy.
For CCBA® & CBAP® Only
What kind of items are permitted and prohibited within a Prometric examination hall?
View a list of the kinds of items permitted and prohibited within a Prometric examination hall.
What happens if I skip a question?
A skipped question is considered a wrong answer. Since you have the ability to move forward and backward within your exam, if you skip a question, you can always return to it during the exam time. You also have the ability to change answers during the exam time without causing an effect on your score.
If during the exam, the computer stops working and locks up, will this affect my score?
No, it won't change the score. Your responses to each question are stored automatically on the testing provider’s server as soon as the response is entered. There is nothing stored on the testing computer itself. A lockup or even a log out will not affect the responses that you have already entered, nor will it change your used exam time. Extra time will be added to the end of the exam for any time lost due to system problems.
Does IIBA provide translators?
No, IIBA does not accommodate for translators.
Recertification for CCBA® & CBAP®
What happens if I am off of work due to illness or maternity leave during my recertification period?
These would be considered as extenuating circumstances, and therefore would be treated as such. Find out more about extenuating circumstances.
Are Continuing Development units the same as CEUs?
IIBA does not uses or refers to continuing development units as CEUs. The term IIBA uses is Continuing Development Unit (CDU). One (1) hour of classroom/contact time of continuing development is equivalent to 1 CDU.
How do I recertify for CCBA® and CBAP®
If you certified originally on the exams aligned to BABOK® Guide v2.0, (i.e. you passed the exam prior o September 30) you should follow the current recertification process for your upcoming recertification date. If you certify on the new competency-based exams aligned to BABOK® Guide v3.0, (i.e. passed the exam on or after September 30) the recertification requirements and process are currently being finalized. Updates will be communicated through our newsletter and on our website in the upcoming months.

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CCBA Certification of Competency in Business(R) Analysis

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CCBA exam Dumps Source : Certification of Competency in Business(R) Analysis

Test Code : CCBA
Test Name : Certification of Competency in Business(R) Analysis
Vendor Name : IIBA
Q&A : 299 Real Questions

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IIBA IIBA Certification of Competency

transforming into Demand for World-type specialists Drives New Certification application | killexams.com Real Questions and Pass4sure dumps

WHITBY, ON--(Marketwired - September 30, 2016) - overseas Institute of enterprise evaluation™ (IIBA®) is completely satisfied to announce the liberate of the brand new multi-degree certification for company analysis gurus worldwide. The certification is competency-based the usage of the enterprise community's standardized and standard resource -- A e book to the enterprise analysis body of capabilities (BABOK® guide) v3. the brand new certification software supports the beginning of existence-lengthy researching and building by setting up curriculum, necessities and trying out of journey, expertise and abilities in response to specific talent expectations.

the new IIBA international certification program supports BA specialists from entry into the profession to mid-career to senior and neighborhood notion leader.

  • stage 1 is the Entry certificate in company evaluation™ (ECBA®), which gives a stepping stone for brand new gurus and students with confined to no BA work event seeking a basis for launching their business evaluation profession.
  • degree 2 is Certification of potential in enterprise analysis™ (CCBA®) and helps BA professionals who have 2-3 years of journey.
  • stage 3 is the certified business evaluation expert™ (CBAP®) and ambitions senior level BAs who're in or guide choice-making roles in their business.
  • level 4 is the new certified company evaluation concept chief™ (CBATL®) and should be designed for specialists with over 10 years of event who're advocates for the discipline and recognized idea leaders inside the BA group. IIBA will provoke the construction of degree 4 in November 2016 in training for the launch in 2017.
  • "business analysis is maturing and new opportunities are available as greater agencies respect the cost of company analysis gurus in their groups," stated Ken Fulmer, Board Chair, IIBA. "The multi-degree, competency-based mostly certification application from IIBA recognizes the BA knowledgeable through their profession development, supporting more opportunities for increase and building and lengthening the attention of the value of business analysis. here is an important step in the evolution of recognizing enterprise evaluation authorities in brand new market."

    "IIBA's competency-based mostly certification software is aligned to the needs of companies that wish to pressure value based on strategic desires and measured consequences," pointed out Stephen Ashworth, President and CEO, IIBA. "Developed via a rigorous consensus-pushed requisites technique, every degree is designed to help employers and define an multiplied BA career area to encompass a extra complete and holistic view of business analysis."

    the brand new certification program from IIBA is aligned to BABOK® e-book v3, which is considered to be essentially the most credible and authoritative supply of abilities and practices for business analysis.

    Certification exams for ECBA™, CCBA® and CBAP® at the moment are attainable beneficial September 30, 2016. CBATL™ certification might be launched in 2017. For greater tips on IIBA multi-stage Certification program, please visit (http://www.iiba.org/Certification).

    About international Institute of business evaluation™ (IIBA®)

    international Institute of enterprise evaluation (IIBA) is a professional association dedicated to assisting the business analysis community create more desirable business consequences. through a global community, IIBA connects more than 29,000 individuals and greater than 300 corporate participants and 120 Chapters. as the voice of the company evaluation neighborhood, IIBA helps the attention of the career and discipline and works to retain the international common for the practices and certification.


    enterprise structure Guild and overseas Institute of business analysis Announce Formal Alliance | killexams.com Real Questions and Pass4sure dumps

    June 01, 2017 09:31 ET | supply: overseas Institute of enterprise evaluation

    photo-unlock

    Mike Rosen, Co-founder and Director, business structure Guild

    Ken Fulmer, President and CEO, IIBA

    WHITBY, ON, CANADA, June 01, 2017 (GLOBE NEWSWIRE) -- The business structure Guild® and the foreign Institute of enterprise analysis™ (IIBA®) have formalized a Memorandum of figuring out between the two organizations. each groups are looking forward to wonderful new alternatives for collaboration across business architecture and company evaluation. The strategic alliance recognizes the leadership each and every firm holds of their respective fields.

    Areas of co-operation will include alignment with their respective bodies of abilities, competency models, profession paths and expert certification courses. in line with business structure Guild Co-founder and Director, Mike Rosen, the Guild and IIBA seek a wide selection of opportunities to show off the collaboration between the corporations.  “The Guild and IIBA will searching for to align our communities of practices via content material, routine, and related skill. Working together will allow both corporations to leverage extra opportunities to advertise the position and cost of company architecture and enterprise analysis and supply value to our participants.”

    “through our strategic alliance each our Memberships will gain entry to main industry talents, innovations and expert development resources to aid enterprise architecture and enterprise analysis experts outline what a success business transformation appears like to the agencies they represent. We also seem ahead to the endured grassroots involvement of practitioners to advance each professions,” said Ken Fulmer, President and CEO, IIBA.

    concerning the enterprise structure Guild 

    The simple goal of the company structure Guild® is “to advertise choicest practices and expand the knowledgebase of the enterprise structure discipline.” The Guild is a global, now not-for-income, member-based company that offers useful supplies to business architecture practitioners and others interested in the field. The business architecture Guild® is the supply of A guide to the company structure physique of capabilities® (BIZBOK® e book) and providers of the certified enterprise Architect (CBA)® application, which certifies business architects international. For greater suggestions visit http://www.businessarchitectureguild.org.

    in regards to the foreign Institute of company analysis

    foreign Institute of business evaluation™ (IIBA®) is knowledgeable affiliation dedicated to assisting the company analysis neighborhood create enhanced company outcomes. through a world network, IIBA connects greater than 29,000 participants and greater than 300 corporate contributors and 121 Chapters. as the voice of the company evaluation community, IIBA supports the consciousness of the career and discipline and works to keep the global common for the follow and certification. For extra tips visit www.iiba.org.

    Attachments:

    a photo accompanying this announcement is accessible at http://www.globenewswire.com/NewsRoom/AttachmentNg/2dc229c8-8d4a-4762-a8a5-07d4c36444e9

    Attachments:

    a photo accompanying this announcement is available at http://www.globenewswire.com/NewsRoom/AttachmentNg/bb844e05-3b36-49ec-ba95-ee0a37674fc6

    Attachments:

    a photo accompanying this announcement is accessible at http://www.globenewswire.com/NewsRoom/AttachmentNg/59839a65-c5e2-4c5f-baf1-50419fa794d1

    Ann Cain international Institute of business analysis 647-346-0372 ann.cain@iiba.org Kathleen Ulrich enterprise architecture Guild 831-464-5344 kathy@businessarchitectureguild.org

    foreign Institute of enterprise analysis

    Whitby, Ontario, CANADA

      http://www.iiba.org

    Ann Cain foreign Institute of company analysis 647-346-0372 ann.cain@iiba.org Kathleen Ulrich company structure Guild 831-464-5344 kathy@businessarchitectureguild.org

    Mike Rosen, Co-founder and Director, enterprise architecture Guild

    codecs accessible:

    Ken Fulmer, President and CEO, IIBA

    formats attainable:

    codecs purchasable:


    IIBA and Agile Alliance unlock version 2 of The Agile Extension to the BABOK guide | killexams.com Real Questions and Pass4sure dumps

    August 07, 2017 09:32 ET | supply: foreign Institute of company analysis

    Toronto, ON, Aug. 07, 2017 (GLOBE NEWSWIRE) -- The foreign Institute of company analysis™ (IIBA®), in partnership with Agile Alliance, launched version 2 of the Agile Extension to the BABOK® ebook at AGILE2017, the largest foreign gathering of Agilists. version 2 of the Agile Extension carries wide revisions including new and up-to-date options designed for agile practitioners to maximise customer and company cost across all levels of a firm.

    edition 2 provides a framework for agile enterprise analysis that speeds up researching and helps investigate what is truly mandatory to convey specific customer value. Agile techniques assist practitioners maximize business cost, rapidly be taught, adapt and reply to exchange, and cut back waste. The Agile Extension fosters an understanding of how to use learning derived from stakeholder feedback to always increase the start process and produce price normally, in turn increasing the beginning of business price.

    Introducing a multi-stage rolling planning mannequin, edition 2 helps practitioners, teams, and agencies include customer remarks to make changes and bring cost quick. version 2 features an outline of the agile approach that makes it possible for practitioners to adapt right away as consumer wants change, making certain that price is at all times brought.

    “In fast paced and sophisticated environments, an agile approach is a aggressive competencies,” referred to Kent McDonald, Founder, KBP Media and core crew member for the Agile Extension. “An agile frame of mind helps teams conveniently bring the correct issues with the aid of specializing in small increments at a time and incorporating actionable feedback, in place of performing the majority of the evaluation up entrance.”

    version 2 has developed past application development and demonstrates how an agile frame of mind will also be applied to all domains and how any BABOK® e-book task may also be performed in an agile context. moreover, the conception of three planning Horizons - method, Initiative and start, helps practitioners take note three different views of trade inside a firm.

    “whether you’re a business analysis practitioner, team lead, or organizational leader, studying to leverage an agile frame of mind will convey the superior and helpful results for the company and the client,” stated Shane Hastie, former Director, Agile Alliance and Director of Agile gaining knowledge of courses at ICAgile and core team member for the Agile Extension.

    “the new extension will carry gigantic value to the community. In these days’s doubtful, tremendously competitive world, the Agile Extension edition 2 becomes your foundational useful resource to help you sense, adapt and reply in ways that will let you create stronger company consequences and carry stronger company value,” pointed out Jas Phul, Director Product/IP construction with IIBA.

    The Agile Extension to the BABOK® e book may be available online for IIBA and Agile Alliance members in August 2017. It might be launched for all audiences in print for $44.ninety nine USD and digital for $24.99, and will be attainable for commercial enterprise licensing in September 2017. For extra assistance, discuss with http://www.iiba.org/babok-e-book/Agile-Extension-to-the-BABOK-e book-IIBA.aspx.        

     -XX-

    About overseas Institute of business evaluation (IIBA)

    international Institute of enterprise analysis™ (IIBA®) is a professional association committed to helping the company analysis group create better company effects. via a worldwide network, IIBA connects more than 29,000 participants and more than 300 corporate members and 120 Chapters. because the voice of the business evaluation neighborhood, IIBA helps the awareness of the profession and self-discipline and works to keep the world usual for the practices and certification.

    About Agile Alliance

    Agile Alliance  is a nonprofit organization committed to promotion the ideas of Agile utility building as outlined within the Agile Manifesto. With pretty much 38,000 participants and subscribers world wide, Agile Alliance is pushed by using the ideas of Agile methodologies and the cost brought to builders, enterprise and conclusion clients. Agile Alliance organizes and helps activities to deliver the Agile neighborhood together on a world stage.

    Attachments:

    a photograph accompanying this announcement is purchasable at http://www.globenewswire.com/NewsRoom/AttachmentNg/360430e5-1683-42af-bd5d-a1b5df8d0d57

    Ann Cain overseas Institute of business evaluation 1 866-789-4422 ext. 146 ann.cain@iiba.org Pam Hughes Agile Alliance 1 971-204-8989 pam.hughes@agilealliance.org

    CCBA Certification of Competency in Business(R) Analysis

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    CCBA exam Dumps Source : Certification of Competency in Business(R) Analysis

    Test Code : CCBA
    Test Name : Certification of Competency in Business(R) Analysis
    Vendor Name : IIBA
    Q&A : 299 Real Questions

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    Manitowoc Ice earns certification | killexams.com real questions and Pass4sure dumps

    USA TODAY NETWORK-Wisconsin Published 2:00 p.m. CT Oct. 11, 2018

    File - A Manitowoc Ice machine.(Photo: Image courtesy Manitowoc Company )

    Manitowoc Ice earns certification

    Welbilt, Inc., a global manufacturer of commercial foodservice equipment, recently announced that Manitowoc Ice, its leading brand for commercial ice makers, has earned ISO 9001:2015 certification for its production site in Manitowoc.

    According to a press release, ISO 9001, an international quality management standard, provides a process-oriented approach to documenting and reviewing the structure, responsibilities and procedures required to achieve effective quality management.

    First certified in 1995, the Manitowoc facility’s quality management systems are now certified for design, development, customer support, marketing, component procurement, logistics and evaporator manufacturing through 2021.

    “Achieving ISO 9001 certification helps us to maintain competitive products and solutions by demonstrating our good business practices and systems," said Bo Erickson, vice president and managing director of Manitowoc Ice. "For our customers, it means we will deliver the highest quality, innovative products and systems, offer best-in-class global service, and enable healthy and safe food experiences. For our employees, the recertification process builds strong teams and helps us focus on maintaining effective processes.”

    Updated in 2015, the latest ISO standard emphasizes risk mitigation, strategy and top management involvement. The certification project included training a core team representing each department, performing a gap analysis and implementing an action plan.

    OTHER NEWS: Manitowoc Mayor Justin Nickels: Younkers mall site cleanup could take a while

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    “The standard sets expectations," said Darrell Schramm, senior manufacturing engineer. "Comparing our current practices with the new standard provided us with a clear picture of what we needed to accomplish.”

    Quality Director Fernando Garza added: “One of the biggest challenges was determining the scope of the certification. Because our facility in Manitowoc supports other facilities, we had robust discussions about what is and what is not part of our quality management system, identifying key processes, metrics, inputs and outputs.”

    More about Manitowoc Ice is at manitowocice.com.

    Fox Communities Credit Union (Photo: Provided)

    Fox Communities Credit Union celebrates International Credit Union Day

    International Credit Union Day is Thursday, and Fox Communities Credit Union will celebrate throughout the week with a chance for members to win a $100 Visa gift card, coloring pages for kids and free cookies.

    There are more than 56,000 credit unions around the world. This year’s ICU Day theme is “Find your platinum lining in credit unions,” a celebration combining the traditional gift of platinum for 70th anniversaries with a play on the saying “every cloud has a silver lining.”

    Fox Communities Credit Union has locations at 62 Maritime Drive, Manitowoc, and 1515 17th St., Two Rivers. More details: foxcu.org.

    Schenck offers payroll forum Nov. 14

    Schenck will present its annual payroll forum, “Developing Confidence and Competence to Bring Payroll Clarity,” on Nov. 14 at Lakeshore Technical College in Cleveland.

    The workshop will run 8-11:30 a.m. with registration beginning at 7:30 a.m. Cost is $25 per person.

    To register, visit schencksc.com/events. Call Lindsey at 800-236-2246, ext. 1266, for more details.

    Territory Director Brian Little (left) and Sales General Manager John Kautzer (center) receive Acuity’s 2018 PIA National Company Award of Excellence from PIA National President Tim Russell. The award was presented on Sept. 28 in Portland, Maine, at a gala ceremony held in conjunction with PIA’s Board of Directors meeting. (Photo: Provided)

    Acuity named company of the year by insurance agents group

    Acuity Insurance, with headquarters in Sheboygan, was recently honored by the National Association of Professional Insurance Agents (PIA) with the group's National Company Award of Excellence.

    “This is our association’s highest annual company honor,” said PIA National President Tim Russell. “In all that it does, Acuity places a high value on creating the best partnership with independent agents. One of Acuity’s major priorities is making it easy for agents to do business with them. Acuity is a perfect business partner for independent insurance agents.”

    Acuity insures more than 100,000 businesses, including 300,000 commercial vehicles, and nearly half a million homes and private passenger autos across 27 states. The agency employs more than 1,300 people.

    NextEra Energy Two Rivers employee marks 35 years

    Mary Beth Arnold, of NextEra Energy in Two Rivers, is celebrating 35 years with the company.

    The city of Manitowoc is creating a Downtown Master Plan to be a roadmap in developing the downtown to be a place where people will want to 'work, live and play.' Alisa M. Schafer/USA TODAY NETWORK-Wisconsin Wochit

    Read or Share this story: https://www.htrnews.com/story/money/2018/10/11/manitowoc-ice-manufacturing-site-earns-iso-9001-certification-jobs-wisconsin/1602021002/


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    The “A” in Culture: A Toolbox to Drive Positive Food Safety Behaviors | killexams.com real questions and Pass4sure dumps

    Food Safety Culture | October/November 2018

    By Bertrand Emond, M.Sc., MBA, Julia Bradsher, Ph.D., M.B.A., and Laura Nelson

    The “A” in Culture: A Toolbox to Drive Positive Food Safety Behaviors

    Ensuring the safety of food products for consumers is a key goal of a food safety culture, and food companies are increasingly challenged to manage a robust food safety culture that consistently delivers safe food.

    Getting things wrong can have devastating effects not only on the business but also on consumers and society. Every day, new cases seem to be emerging.

    Consider food recalls as a measure of food safety. In data published by the U.S. Food and Drug Administration examining the root cause of food recalls,[1] about 26 percent of food recalls were the result of improperly following Standard Operating Procedures (SOPs), and 32 percent were caused by inadequate training. More recently, a global food safety training survey found that 67 percent of food safety respondents agreed that “Despite our efforts, we still have employees not following our food safety program on the plant floor.” The extent to which all employees internalize and apply consistent food safety behaviors is influenced by their own cultures, attitudes, values and beliefs, and training effectiveness, as well as those of their peers and their business.[2]

    These factors are examples that fit into what is called the ABC model,[3] which stands for “antecedent, behavior, consequence” (Figure 1). It is a simple and powerful model when trying to understand and change behaviors, and it is a useful tool that can be used to strengthen an organization’s food safety culture. Ultimately, managing behaviors within the workplace will reinforce and ensure the safety of the food being grown, transported, manufactured, or served.

    An antecedent is something that comes before a behavior and is required for an individual to understand what is expected and how to perform a behavior. A practical example could be a policy and procedure communicated to employees on proper handwashing techniques.

    A behavior is anything an individual does and is observable. A practical example could be washing hands using the procedure that has been taught, all the time, every time.

    A consequence is something that follows and is caused by the behavior. There is a feedback loop built into the behavior, as what happened last time you behaved in a particular way will have an effect on how you will behave the next time. Depending on the consequence, you will either sustain or change your behavior. A practical example of a consequence could be positive feedback from a supervisor because you showed a colleague the right way to wash hands and why it is important.

    In this article, we are focusing on the “A” or antecedent to provide you with examples of how what we know drives what we do and how antecedents help us better understand what is expected and how to deliver on these expected behaviors.

    We need to do what we do better and smarter to optimize the return on investment and effort, and drive compliance.

    We also want to share some specific challenges related to training as an antecedent and how you can get more out of your training investments.

    Importance of Managing the Antecedents EffectivelyAs part of this effective management, and to choose and set the “right” and most effective antecedents for your company, it is critical to undertake a robust root-cause analysis in a case of poor performance or unacceptable behavior, or when needing to introduce a new behavior.    Potential findings of your root-cause analysisTypically, when analyzing why a group or person behaved in a particular way, there are two generic cases: They did not know what to do, or they knew what to do. For each case, there are several root causes. For case 1, I am not trained, and I am new to the company; I was trained, but it was complex and boring, and I lost interest. For such situations, antecedents like dedicating time and scheduling training consistently for new hires or conducting a training needs analysis to better understand the learning need, learners, etc. will help correct wrong behaviors caused by “I did not know.” It is essential to perform a robust training needs analysis for each employee based on the job they are expected to do and develop a competency framework detailing the knowledge, skills, and behaviors expected for each job role.

    For case 2, “I do know what the right thing to do was…,” root causes could be “I was not physically able” or “I did not bother.” For each, there are again antecedents that would help drive the wanted behaviors. For example, are the tools for the job actually fit for purpose? Is there a rewards-and-recognition program specifically designed to motivate and inspire teams and individuals to behave in the expected manner?

    As illustrated, the root-cause analysis can lead you, potentially, to quite different root causes that would require completely different corrective actions. Traditional classroom training/retraining is not always the answer, and you must select your antecedents based on a detailed root-cause analysis and needs assessment. When selecting, designing, and implementing your antecedents, you should also consider in your needs assessment a couple of key factors: national cultures and the impact of generations.    National cultures and impact on antecedentsIt is imperative to take into account the deep culture (nationality, where they were brought up, religious beliefs, ethics) of your employees. Hofstede’s national cultural dimensions,[4] the Lewis Model,[5,6] and Meyer’s Culture Maps[7] are very useful for the identification of some of the challenges you might face when trying to improve the culture of your business. It will also help you understand why an employee has behaved in a particular way:

    •    Communication: Some deep cultures prefer precise, simple, and clear messages taken at face value (e.g., Germany or U.S.); others prefer more nuanced messages and reading between the lines (e.g., Japan or Korea).    

    •    Giving feedback: Some prefer direct and blunt feedback (e.g., Netherlands); others prefer private, softer feedback (e.g., Japan).

    •    Persuasion: Some prefer a practical approach with executive summary and facts (e.g., U.S. or UK); others prefer to cover the theory/concept first, then move to the facts (e.g., France or Italy).

    •    Leading: Some prefer a flat organization (e.g., Denmark or Sweden); others prefer a clear formal hierarchical structure (e.g., Japan or Korea). This would have an impact on the level of autonomy and ownership felt by those working for the company and their authority to deal with potential food safety or quality problems; achieving “empowerment” might be more challenging for some.

    •    Decision making: Some deep cultures prefer consensus that might take a while to achieve (e.g., Japan or Sweden); others prefer the decisions to be made by the boss—it can be much quicker, but then time will be needed to get everybody else on board (e.g., China or India).

    •    Scheduling: Some prefer clear, time-bound deadlines for each activity (e.g., Germany or Switzerland); others prefer a more flexible multitasking approach (e.g., India or China).

    •    Rewarding: Some prefer individual rewards and recognition (e.g., U.S. and UK); others prefer team rewards (e.g., China or Mexico).

    Impact of generations on food safety culture and effectiveness of antecedentsAs already mentioned, antecedents like training should be designed by using a needs analysis to understand the learning objectives and the specific characteristics of the learner generations. The workforces of most sites now span four generations [baby boomers, Gen X, millennials (Generation Y), and the new Generation Z!]. The generations have different values, aspirations, attitudes, and behaviors. This has implications for managing a site’s culture. One antecedent might not have the same effect on all.

    Differences between the generations mean that interpersonal relations, teamwork and collaboration, and effective communication can be affected. Different techniques might be required to drive engagement and loyalty for each group.

    For example, the millennials and Gen Z employees are true digital natives (addicted to their devices) with the ability to multi-task and embrace new technologies quickly; but they are often described as self-centered, impatient, immature (finding hard to manage others), and less focused; craving regular feedback and recognition, they seem to be more concerned about values and are more sensitive.

    Antecedents: Your Toolbox!Antecedents need to address all the specific root causes that you uncovered in your analysis. This will increase the performance of your overall food safety plan and create a better connection between why the company sets expectations around food safety behaviors. We have listed some of our favorite antecedents for you to consider (Figure 2). We also strongly recommend that you have a look at your health and safety (H&S) activities and pick up useful tips from them. In fact, industry food safety leaders are partnering with their colleagues in H&S, operations, human resources (HR), maintenance, etc. to collectively determine the appropriate employee behaviors required to achieve the business goals and objectives.

    1. Senior Leaders and ManagersThese individuals need to show their clear and consistent commitment to making safe food, which includes dedicating time and effort to train and educate staff, and ensure that all people involved in food production (e.g., staff, contractors, agencies) realize that they play a part in food safety and that they are accountable.

    This covers onboarding of new staff, agency staff, and contractors, and ensuring timely refreshers and relevant training following the installation of a new piece of equipment.

    2. Trust and OpennessThe company needs to have a trusting and open environment that empowers employees to speak up if they feel that food safety is being compromised and corners are being cut for production’s sake.

    3. Hazard and Risk AwarenessThe company needs to be aware of all relevant hazards and risks that might have a food safety impact on its business and communicate this to its staff in an effective manner, with regular updates. Consider applying some of the techniques used by the H&S team.

    4. Communications and MessagingGood communication ensures that a company’s food safety strategy and expectations are received consistently and understood by all employees within the organization. The goal is to educate, inform, and raise awareness among all new and existing employees of safe practices so they assume ownership of their role in ensuring consumer safety and brand protection.

    It must occur regularly, be tailored to the organization’s various audiences, accessible wherever the desired behavior should occur, and measured for effectiveness (e.g., via online surveys and employee focus groups).

    Examples of available food safety communication channels include posters, meetings, briefings, videos, phone calls, conferences, huddles, digital coaching, mentoring, feedback/suggestion processes, company intranet and message boards, corporate website, competitions, buddy program, gemba kaizen circle meetings, awards and recognitions, and consequences, including disciplinary actions up to termination.

    Consider leveraging the functional expertise of industry experts and your colleagues in marketing to help to segment the workforce and develop targeted food safety messaging, taking into account deep culture, generations, job type, etc. Fonterra, a large dairy cooperative in New Zealand, has been using this approach of “internal customers profiling” to great effect, as highlighted by Joanna Gilbert of Fonterra at a Campden BRI/TSI Culture Excellence webinar in October 2016.

    When a supervisor can have a two-way conversation with an employee, bad habits, poor training, and misinformation can be identified and corrected.

    5. Simple ProceduresThe tasks to perform and the SOPs to follow should be as simple and easy as possible, and the amount of effort and time required to execute them should be optimized. For example, forms to complete should not be too long and complex. Consider use of pictures rather than text for instructions or specifications.

    6. Decision MakingConsider creating an independent escalation path that allows the food safety team to report directly to senior leadership rather than senior operations staff, so that food safety is not compromised when the production and/or commercial teams are under pressure and “cutting corners” is on the table and in conflict with business objectives.

    7. MeasuresThe key performance indicators used across the business should not drive the wrong behavior that might compromise food safety.

    8. Tools and EquipmentEmployees need to have fit-for-use/fit-for-purpose clothing and equipment, and work in fit-for-purpose premises/buildings.

    Have we provided each employee with the appropriate environment to achieve success? For example, one company had an employee in receiving who was inaccurately assessing produce condition. Only after a discussion and evaluation was it discovered that the employee was color-blind and physically unable to distinguish red from green produce. Another employee’s job was to empty ingredients into a hopper without touching the edge of the hopper with the ingredient box exterior. Her supervisor observed the employee routinely leaning the ingredient box onto the hopper and would write up the employee for the behavior deficiency. Finally, after some discussion with the employee, the supervisor realized the ingredient boxes were too heavy for the employee to consistently meet this food safety procedure, and the process was reengineered. Companies intent on enhancing their food safety culture understand the value in actively soliciting routine employee feedback to ensure the employees have the ability and the tools necessary to execute the appropriate food safety behaviors.

    9. InvestmentThe company needs to commit to a decision-making process related to budget, capital expenditure, and investment that does not compromise food safety, thus ensuring the right level of resources and fit-for-purpose/use of equipment.

    10. TimeThe company needs to ensure that employees have enough time to do their task properly and are not forced to take shortcuts to keep up.

    11. ExpectationsEmployees should understand that they are accountable and responsible for ensuring food is safe; they should know the risks and the right thing to do as a matter of course at all times. They should not be able to get away with unacceptable behaviors.

    This should be achieved via training and education but also reinforced by an effective reward system. Also consider a buddy or team approach where one or several employees look out for one another so no one can operate “in the dark” (e.g., CCTV cameras); it is important to show desired behavior as the social norm.

    12. CompetencyHow do you define the knowledge, skills, abilities, and behaviors that workers need to perform their food safety roles effectively? How do you know if they are qualified and competent for the job/task?

    You need to define a competency framework that includes the set of competencies required for each role in your business to be performed effectively. Benefits experienced include:    •    Employees are clearer on what is expected of them

        •    Clearer accountability

        •    More effective recruitment and new staff selection

        •    More effective performance evaluation

        •    More efficient identification of skill and competency gaps

        •    Helps provide more customized training and professional development

        •    More effective succession planning

        •    More efficient change management processes

    When you develop these frameworks, make sure you understand the roles fully and get input from the jobholder, supervisors, and also and crucially HR. Your HR colleagues can provide support, expertise, and tools that will be invaluable.

    13. TrainingTraining is essential to ensure that the employee is competent. It includes a range of learning opportunities, such as education, experience/on the job, coaching and mentoring, networking, workshops and conferences, job shadowing, and standardization, not just the dreaded PowerPoint, classroom, once-a-year talk! Consider using training needs analysis/cycle and competency-based learning systems. Make sure your HR team is fully engaged and supporting you.

    14. ConfidenceCoaching and mentoring as well as having a buddy system are good ways to improve confidence (assuming that the employee is competent and capable). It is vital to determine how well people both understand and have confidence in the training and education they receive. Only through complete comprehension and confidence are they likely to implement safe-food behaviors and influence others around them to do likewise. Having a structured approach to provide consistent feedback, coaching, recognition, and corrective actions enhance two-way communication.

    Wrong fit: If all fails, the employee should be redeployed!

    15. ReinforcementReinforcement relates to the use of rewards, incentives, and disincentives to shape and manage correct behaviors. Rewards, when paired with fair and transparent recognition programs, can help management guide desired food safety behaviors. Such programs should be designed to accommodate cultural differences and different personalities within the organization. Your HR colleagues should be able to provide you with valuable support to design effective reward systems. Clear accountability and compliance foster commitment, empowerment, and ownership. Companies can use various incentives and deterrents to achieve consistent compliance, including:    •    Positive and negative feedback

        •    Sharing best demonstrated practices

        •    Learnings from failures

        •    Recognition programs

        •    Individual and team awards

        •    Corporate, peer, and self-recognition

        •    Monetary and time compensation, praise

        •    Incentives to report failures and near misses

        •    Promotion and demotion

    When Training Is Needed, It Needs to Stick!As food safety professionals, we commonly focus and rely on food safety training as a key antecedent to drive the appropriate food safety behaviors we expect from our employees to support our food safety protocols and procedures. Considerable time and resources are devoted to food safety training each year, but we don’t often consider whether we are presenting the right content, with an effective delivery, to achieve measured, correct employee behaviors.

    So, how are we executing on this key antecedent? Even though 83 percent of global companies reported positively on their ability to drive consistent food safety behaviors, 67 percent responded that despite their best efforts, they still have employees not following the food safety program on the plant floor.[2] The question becomes “Have we just come to expect inconsistent employee behaviors as the norm?”

    Companies that are driving a strong food safety culture within their organizations have expanded the traditional classroom training toolbox to include additional tools to more effectively drive consistent employee food safety behaviors. For example, 46 percent verify that training is applied correctly on the plant floor, while 36 percent of the innovative respondents acknowledged they were actively measuring employee performance or behaviors.[2] A small but growing number of companies recognize the value of measuring employee behaviors to the effectiveness of training so that corrective actions can be applied. Observing and assessing employee behaviors allow for a two-way conversation between a supervisor and an employee to address incorrect behaviors. Reasons mentioned why employees did not follow food safety programs consistently include bad habits (62%), preference for doing things the old way (54%), and following other employees’ directions (34%).[2]

    Lack of engagement (30%) was also cited as one reason employees do not consistently follow food safety protocols. An astounding 51 percent of the American workforce is not engaged.[8] Companies focused on improving their food safety culture recognize this challenge and apply many different antecedents to improve employee engagement, including food safety communication campaigns using digital signage, supervisor huddle guides, posters, and incentive programs. These different campaigns are all designed to keep food safety top of mind days, weeks, and months after the initial classroom training. This food safety reinforcement drives food safety awareness and indicates the continued importance of food safety throughout the year. Green Valley Pecan Company, one of the world’s largest growers and processors of pecans, deployed a communication campaign and experienced a 17 percent increase in knowledge retention across all employees and a 36 percent increase in correct knowledge recall among their employees who needed it the most—those who did not initially perform well in the knowledge pretest. Deborah Walden-Ralls, co-owner and vice president of risk management for Green Valley Pecan Company, noted that the program “helped us improve the overall quality of our product.”

    Sometimes, training program shortcomings may not be what training you are providing but how that training is provided. Are you training employees on your allergen program do’s and don’ts, your critical control protocols, receiving procedures, personal protective equipment program, and the list of Good Manufacturing Practices (GMPs) each January and then wonder why you see GMP violations by June? To aid our food safety culture, we must acknowledge that our employees, many of them millennials, learn in short chunks and tailor our training event in shorter time frames, 20 to 30 minutes, throughout the year.

    Are you conducting training at the end of 10-hour shifts, before holidays, or on the weekends when employees are tired and less engaged? Some companies found that moving their training time to mornings or midweek, and recognizing those employees that demonstrate their comprehension of the training, helps employees stay more focused and receptive to food safety education.

    Are you delivering training in English, even though over 50 percent of your workforce has English as their second language? Bigelow Tea, a family-owned company, has 70–80 percent Spanish-speaking employees and wanted to make sure that all employees received the same quality of training. By adopting a training platform that provided training in multiple languages and could be customized for their different departments, Bigelow was able to ensure “everyone knows how they are critical to Bigelow’s success,” per Bruce Ennis, vice president of HR for Bigelow.

    It is worth remembering and highlighting that “training” includes a much larger list of learning opportunities that happen both inside and outside of the training classroom, as listed earlier. An effective “training cycle” follows a model much like the ABC model with opportunities along the way for assessments and performance improvement programs.

    We also find that the most mature organizations use approaches based on competency-based learning. Competency-based learning systems focus on front-end analyses to determine the desired knowledge, skills, abilities, and behaviors necessary for high-level job performance. Such systems emphasize the use of assessments to determine the level of competence against desired outcomes and focus learning and developmental efforts on helping the individual determine a learning path and identifying the learning experiences that help the individual attain the desired competencies. The instructional design methodology known as ADDIE (analysis, design, development, implementation, and evaluation), coupled with stakeholder input, learning experience review, and support systems, make the system robust, efficient, and effective.

    ConclusionThe ABC model is useful when trying to understand and change behavior to strengthen the food safety culture of an organization.

    To achieve a strong food safety culture, you need to manage the antecedents effectively to drive and sustain positive food safety behaviors.

    Key success factors not only include robust training needs analysis and cycle, competency/capability framework, and root-cause analysis when an employee has not behaved in the right way, but also involve strong leadership. Senior leaders and managers need to show their clear and consistent commitment to making safe food, which includes dedicating and investing resources, time and effort to train and educate staff, and establishing an effective system of rewards and key performance indicators. They need to ensure that all people involved in food production (e.g., staff, contractors, staffing agencies) realize that they play a part in food safety, that they are accountable, and that they are empowered to take action to prevent a food safety failure. Employees need to have fit-for-use/fit-for-purpose clothing and equipment, and work in fit-for-purpose premises/buildings. They need to be aware of all relevant hazards and risks that might have a food safety impact on their business and communicate this to fellow staff and leadership in an effective manner, with regular updates.

    To keep food safety top of mind and engage employees fully, senior leaders as well as food safety and technical people need to leverage the functional expertise of peers in other functions, including:•    H&S, to pick up on tips and techniques, as they have a lot of experience in behavior-based approaches to drive compliance.

    •    Marketing, to help segment the workforce and develop targeted food safety messaging, taking into account deep culture, generations, job type, etc.

    •    HR, to help with developing and managing the continuing professional development of each employee, the competency framework, and the various training and learning activities required.

    •    HR, which usually has access to dedicated software packages and tools, as opposed to battling your way through an Excel spreadsheet when you can squeeze it in your busy schedule. HR support is also valuable when designing an effective reward system to reinforce desired food safety behaviors.

    We need to do what we do better and smarter to optimize the return on investment and efforts. As Benjamin Franklin said, by failing to prepare, you are preparing to fail. So, by getting the antecedents right, we are setting the optimum conditions to get things right the first time and be as efficient as possible.

    This is a continuous improvement journey; as the conditions and antecedents adapt to changes in the business, the toolbox provided in this article will be particularly useful. We are here to support you. Over to you!    

    Bertrand Emond, M.Sc., M.B.A., is head of membership & training, Campden BRI. Julia Bradsher, Ph.D., M.B.A., is president and CEO, International Food Protection Training Institute. Laura Nelson is vice president, food safety and global alliances, Alchemy Systems.

    References1. U.S. Food and Drug Administration. Survey of Root Cause of Recalls (2009).2. www.campdenbri.co.uk/training/globalfoodsafetytrainingsurvey2017.pdf; www.alchemysystems.com/food-production/resources/research/global-food-safety-training-survey/.3. Braksick, LW. Unlock Behavior, Unleash Profits, vol. 2 (McGraw-Hill., 2007)4. Hofstede, G. Culture’s Consequences – Comparing Values, Behaviors, Institutions and Organizations Across Nations (Thousand Oaks, CA: Sage Publications, 2001).5. Hemmerich, K, R Lewis. Fish Can’t See Water. How National Culture Can Make or Break your Corporate Strategy (John Wiley & Sons, 2013).6. Lewis, R. When Cultures Collide (Nicholas Brealey Publishing, 1996).7. Meyer, E. The Culture Map (Perseus Books Group, 2014).8. news.gallup.com/topic/employee_engagement.aspx.

    Visit go.foodsafetymagazine.com/culture to download your copy of the 2018 Food Safety Culture Collection today!

    Categories: Management: Best Practices


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