Recertification represents your commitment to continuous learning in a profession impacted by economic, social, business and legislative changes.

(1)

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ROFESSIONAL

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EVELOPMENT

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ATEGORIES AND

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EFINITIONS

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ECERTIFICATION

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MPORTANT

The Certified Human Resources Professional (CHRP) designation is a nationally recognized level of achievement signifying a practitioner

meets specific professional criteria, keeps current in the field, and adheres to a professional Code of Ethics. It represents both an

achievement and a responsibility for the individual practitioner. It also reflects a conviction that the professional practice of human resources

management can safeguard the interests of the employer, employees and the general public.

Recertification represents your commitment to continuous learning in a profession impacted by economic, social, business and legislative

changes.

R

EPORTING

P

ROFESSIONAL

D

EVELOPMENT

A

CTIVITIES

:

When recording professional development activities in this log, please remember they should be related to the Canadian Human Resources

Professional’s Body of Knowledge. The Body of Knowledge lists the Required Professional Capabilities (RPC®s) and groups them in seven

functional areas: Professional Practice in Human Resources; Organization Effectiveness; Staffing; Employee and Labour Relations; Total

Compensation; Organizational Learning, Training and Development; and Occupational Health, Safety and Wellness. For more information on

the RPC®s, you can visit CCHRA’s Web site: www.cchra.ca.

Please note: In order to be a strategic partner in an organization, general (or “non-HR”) business knowledge is essential. As such, when

professional development activities are evaluated on this log, the applicability of the activity to an HR professional’s role in the business

community will be taken into consideration. If there is not a clear line connecting the professional development activity to one or more

RPC®s, it is the responsibility of the HR professional to indicate on the log how this activity has contributed to his/her professional

development.

In addition, specific recertification activities can only be counted once on the log. If a specific activity is listed more than once – points will

only be awarded the first time it is listed, assuming it is eligible.

(2)

H

OW TO

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AINTAIN

C

ERTIFICATION

1. Be a member in good standing of the provincial association where you reside or work; annually pay your association membership dues,

and any applicable CHRP renewal fees.

2. Document your professional practice – in the attached Recertification Log – every three years and attain a minimum of 100 points in two or

more developmental categories over this three-year period (Extensions to the three-year timeframe may apply if the applicant has had

parental, disability or retirement leave(s) during the recertification period. Please refer to your provincial association for more information.)

3. Submit the following information on or before your recertification expiry date. (Submission prior to your recertification expiry date does not

change your original certification period. Check with your association if you are unsure of the expiry date.)

A. Your completed CHRP Recertification Log. Keep a copy of receipts and supporting documentation. This supplementary

information may be requested for audit purposes by the Recertification/Certification Committee. *

B. Payment of any recertification dues as determined by your provincial association.

To ensure the integrity and standard of professionalism reflected in the granting of the CHRP designation, your provincial association is

required to audit recertification applications. Selection of recertification applications for the purposes of auditing is made on a random basis. It

is important to retain supporting documentation to validate your submission; however do not submit your supporting documentation unless

requested to do so.

*

A

UDIT

P

RIVACY

P

OLICY

CCHRA and your provincial association are committed to protecting the privacy of your personal information. Information

collected from this form will be used for recertification purposes only.

(3)

National Code of Ethics

1. Preamble:

As HR practitioners in the following categories – • Certified Human Resources Professionals, • CHRP Candidates, or

• CHRP Exam Registrants, we commit to abide by all requirements of the Code of Ethics of the Canadian Council of Human Resources Associations (CCHRA), as listed in this document.

2. Competence

• Maintain competence in carrying out professional responsibilities and provide services in an honest and diligent manner. • Ensure that activities engaged in are within the limits of one’s knowledge, experience and skill.

• When providing services outside one’s level of competence, or the profession, the necessary assistance must be sought so as not to compromise professional responsibility.

3. Legal Requirements

• Adhere to any statutory acts, regulation or by-laws which relate to the field of Human Resources Management, as well as all civil and criminal laws, regulations and statutes that apply in one’s jurisdiction.

• Not knowingly or otherwise engage in or condone any activity or attempt to circumvent the clear intention of the law. 4. Dignity in the Workplace

• Support, promote and apply the principles of human rights, equity, dignity and respect in the workplace, within the profession and in society as a whole. 5. Balancing Interests

• Strive to balance organizational and employee needs and interests in the practice of the profession. 6. Confidentiality

• Hold in strict confidence all confidential information acquired in the course of the performance of one’s duties, and not divulge confidential information unless required by law and/or where serious harm is imminent.

7. Conflict of Interest

• Either avoid or disclose a potential conflict of interest that might influence or might be perceived to influence personal actions or judgments.

8. Professional Growth and Support of Other Professionals

• Maintain personal and professional growth in Human Resources Management by engaging in activities that enhance the credibility and value of the profession.

9. Enforcement

• The Canadian Council of Human Resources Associations works collaboratively with its Member Associations to develop and enforce high standards of ethical practice among all its members.

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Professional Development Categories and Definitions

For Recertification of CHRP designation

Development

Category

Development Activity

Recertification

Points

Points Acquired

List Activity, Name of

Institution/Organization, Dates, Duration and

Points Acquired

Provide brief explanation of how content is

considered professional development and

how it relates to the Required Professional

Capabilities (RPC®s). Also provide dates

work was done to support application.

For Office Use

Only

Recertification

Points

Granted

A: Significant

Work Projects

/ Initiatives

A1: First time significant

contribution to your organization in

the development, application or

implementation of a program or

project related to the RPC®s.

(Includes secondments/ assignments

outside your normal job duties)

For each project, you must provide the

following:

• What was the mission of the

project?

• What were the objectives of the

project?

• What was the outcome of the

project?

• What was the impact on the

organization?

Small project

(less than 100

hours) – 15

points; Medium

project (101 –

199 hours) – 20

points; Large

project (200+

hours) – 25

points;

Maximum 25

points per

project

(5)

A2: Significant updates/process

improvements

e.g. course, project, program or

service provided

Maximum 5 pts.

per occurrence

to max. 20 pts.

per 3 year

period

(6)

Development

Category

Development Activity

Recertification

Points

Points Acquired

Provide brief explanation of how leadership

initiative is considered professional

development and how it relates to the

Required Professional Capabilities (RPC®s).

Also provide dates attended to support

application.

List Activity, Name of

Institution/Organization, Dates, Duration and

Points Acquired

For Office Use

Only

Recertification

Points

Granted

B: Leadership

**B1.* Mentoring Acting as a mentor**

one on one, typically outside job

duties (i.e. not direct reports.) There

must be a signed agreement

between mentor and mentee.

1 point per hour

of mentor

contact as

outlined in

agreement.

Maximum of 20

points per

mentee.

**B2:* Being mentored one on one**

under a formal agreement to develop

specific skills. There must be a

signed agreement between mentor

and mentee.

1 point per hour

of mentor

contact as

outlined in

agreement.

Maximum of 20

points per

mentor.

**B3.* Supervising HR Student in the**

Workplace

During a formal co-op, internship or

work-experience placement where

1 point per week

of full-time

employment or

equivalent as

(7)

written appraisal is provided along

with regular feedback.

For B1, B2 and B3 activities, please

provide:

• Name Mentor/ Mentee/

Student (Optional)

• Duration of the Program

• Frequency of meetings

• Length of meetings

• Examples of mentoring

activities

outlined in

contract

B4. Chair/Co-Chair or President of

an HR Association

For a minimum term of one year.

With demonstrated responsibilities

for meeting organizational objectives.

Must be able to demonstrate

responsibilities for meeting

organizational objectives, completing

project work and/or leading

sub-committees. This is in addition to

board membership.

40 points

annually

B5. Conference Chair/Co-Chair

For a chapter, local, provincial,

regional or national conference

lasting a minimum of 2 days. Must

be able to demonstrate

responsibilities for completing project

work and/or leading sub-committees

30 points

annually per

conference

(8)

Conferences lasting 1 day would

receive half the annual point

allotment.

B6. Board Membership (in an HR

Association)

For a minimum of the usual term

and/or 24 hours commitment per

year including meetings and meeting

preparation. Must be able to

demonstrate responsibilities for

completing project work and/or

leading sub-committees

20 points per

year

B7. Task Force Member

Representing an HR organization on

a public or government Task Force

for a minimum of 24 hours per year.

Must be able to demonstrate

responsibilities for completing project

work and/or leading sub-committees

15 points per

year

per Task Force

B8. Chair/Co-Chair of an HR

Committee (in an HR Association

or other organization outside

current employer.)

For a period of no less than a year

and/or a minimum of 24 hours per

year including meetings and meeting

preparation. Must be able to

demonstrate responsibilities for

completing project work and/or

leading sub-committees

This

15 points per

year

(9)

includes chapter/regional/executive

level involvement.

B9. Active Committee Membership

in an HR Association, or other

organization outside current

employer (local, provincial,

regional or national)

For a period of no less than a year

and/or minimum 24 hours per year

including meetings and meeting

preparation. Must be able to

demonstrate responsibilities for

completing project work and/or

leading sub-committees

10 points per

year per

committee

B10. Active Volunteer or Board

Member in Non-profit Organization

(not restricted to HR). For a period

of no less than a year and/or

minimum 24 hours per year

including meetings and meeting

preparation. Must be able to

demonstrate responsibilities for

completing project work and/or

leading sub-committees.

5 points per year

per committee

(10)

Development

Category

Development Activity

Recertification

Points

Points Acquired

List Activity, Name of

Institution/Organization, Dates, Duration and

Points Acquired

Provide brief explanation of how

instruction/course content is considered

professional development and how it relates

to the Required Professional Capabilities

(RPC®s).

For Office Use

Only

Recertification

Points

Granted

C: Instruction

C1. Developing a new and first time

University, College or Institute

Course

Courses related to RPC® framework

for which students receive credits

towards a degree, diploma or

certificate and for which assignments,

papers and/or exams have to be

marked. The course must be offered

at an accredited post-secondary

institution. Credit will be granted for

the first time the course is developed.

Courses may include



Continuing Education

Programs



E-learning/online courses



Executive/Management or

Development Programs



University Transfer Courses



Undergraduate Courses



Graduate Courses



Certificate Courses

45 points per

new course

developed

(11)

or Institute Course for the first time

Courses for which students receive

credit towards a degree, diploma or

certificate and for which assignments,

papers and/or exams have to be

marked. Credit is granted for the first

time the course is taught.

The course

must be taught at an accredited

post-secondary institution.

new course

taught

C3. Developing a new Course,

Workshop or Seminar

Credit is only granted for the first time

the course, workshop or seminar is

developed for a non-post secondary

institution, workplace or client.

30 points for >

3 days

20 points for >

1 and

≤

3 days

10 points for

≤

1 day

C4: Facilitating new Course,

Workshop or Seminar

Credit is only granted for the first time

the course, workshop or seminar is

facilitated for a non-post secondary

institution, workplace or client.

15 points for >

3 days

10 points for >

1 and

≤

3 days

5 points for

≤

1 day

C5. Keynote Speaker

At a national, provincial or regional

conference

Credit is only granted for the first time

the presentation is given.

10 points per

presentation

(12)

Presentation

Credit is only granted for the first time

the new lecture/ presentation is given.

lecture/

presentation

C7: Panel Member

At a national, provincial or regional

conference/seminar.

1.5 points per

hour of

participation

per conference/

seminar

(13)

Development

Category

Development Activity

Recertification

Points

Points Acquired

List Activity, Name of

Institution/Organization, Dates, Duration and

Points Acquired

Provide brief explanation of how course

content is considered professional

development and how it relates to the

Required Professional Capabilities (RPC®s).

For Office Use

Only

Recertification

Points

Granted

D: Continuing

Education

D1. University, College and

Institute Courses

Successful completion of post

secondary course(s) from an

accredited institution.

(Please note:

You must demonstrate competence

in order to obtain credit or "pass")

You may be required to produce

proof of transcript if audited.

This may include:

-

Distance Education

Equivalents/face-to-face or

online hours excluding study,

project, and research time

-

Continuing Education Programs

-

University Transfer Courses

-

Undergraduate Courses

-

Graduate Courses

1.5 Points per

hour of

instruction to a

maximum of 45

points per

course (hours

excluding

study, project,

and research

time)

D2. Certificate Courses with

formal evaluation

Attendance at course including

formal evaluation which leads to a

1.5 points per

hour to a

maximum of 45

points per

(14)

designation. You must demonstrate

competence in order to obtain credit

or "pass"). You may be required to

produce proof of transcript if audited.

course

D3. Executive/Management

Development Program

Attendance in an

executive/management development

program. The program must include

a formal evaluation.

1.5 points per

hour to a

maximum of 10

points per day

D4. Certificate Courses without

formal evaluation

Attendance at courses that lead to a

certificate.

1 point per hour

to a maximum

of 10 points per

day

D5.Seminars/Workshops/Confere

nces/

Roundtables

Participation in seminars,

workshops, conferences,

roundtables –

online or in person,

offered internally or externally.

This

includes chapter/regional seminars,

breakfast meetings or dinner

speakers with educational

components.

1 point per hour

to a maximum

of 10 points per

day

(15)

D6. Self-directed Learning

Readings which include (but not

limited to):

- Subscriptions to HR and Business

magazines

- HR and Best Practice books

- White Papers

and research in preparation for

sharing of your learning at

discussion groups, "brown-baggers",

e-learning, and/or online discussion

forums that have learning outcomes

but do not result in workshop

development. Outline how

knowledge was applied or shared.

1 point per

activity to a

maximum of 15

points per 3

year period

(Must list each

activity.)

(16)

Development

Category

Development Activity

Recertification

Points

Points Acquired

List Activity, Name of

Institution/Organization, Dates, Duration and

Points Acquired

Provide brief explanation of how

research/publication is considered

professional development and how it relates

to the Required Professional Capabilities

(RPC®s). Also provide dates work was done

to support application.

For Office Use

Only

Recertification

Points

Granted

E: Research or

Publication

E1.Conducting Research

Related to RPC®s but not part of

normal responsibilities, culminating in

either a significant client or company

report or published work (e.g. white

paper.)

This is also applicable to HR

consultants, both internal and external

10 points per

project

E2. Authoring Journal, Case Study

Credit is only granted for the first time

the piece is published.

10 points per

project

E3. Publishing a New Text

50 points per

text

(17)

E4. Publishing a New Edition of an

Existing Text

20 points per

text

E5. Co-authoring or Editing a Major

Work

30 points per

text

E6. Acceptance of Master's Thesis

or Graduating Paper at a Master's

Level Must be in an area directly

related to one or more of the RPC®s

or a business related subject.

30 points

E7. Acceptance of Doctoral

Dissertation in an area directly

related to one or more of the RPC®s

or a business related subject.

50 Points

E8. HR Related Book Review,

Editorial or Article submitted for

publication -- related to the RPC®s

5 points per

article

(18)

Development

Category

Development Activity

Recertification

Points

Points Acquired

(Provide brief explanation and dates to

support application )

For Office Use

Only

Recertification

Points

Granted

F. Professional

Practice

Assessment

Professional Practice Assessment

Written in lieu of gaining points in

categories A – E. Submission of

notification of pass is required.

100 points

* CATEGORY F: WILL OBTAIN 100 RECERTIFICATION POINTS VIA THIS METHOD

Instructions:

- 100 Points required per 3-year period for Recertification. If possible submit information for more than 100 points in case some

items are not considered appropriate.

- Please keep copies of receipts and supporting documentation in the event that supplementary information is requested by the

Recertification/Certification Committee at the time of your submission for audit purposes. Please note that logs audited by this

committee will require supporting documentations.

- Submit application before the end of the month in which your designation expires.

Declaration: I have read and agree to abide by the National Code of Ethics. To the best of my knowledge the information

Submitted in this Recertification Log is true.

Name

Association

Member #

(19)

CCHRA

Board Briefing Note

To: CCHRA Board of Directors

From: National Recertification Committee (through the Professional Standards Committee)

Date: 6 November, 2009

Re: Recommendation to implement a new Recertification Log

Objective: To summarize the changes recommended to the Recertification Log and details for

implementation.

Discussion: The current Recertification Log was introduced in 2006 with the intention to review

after two years giving provincial associations a chance to gain experience with the Log that

would provide guidance upon which revisions could be made. Under the oversight of the PSC,

the National Recertification Committee (NRC) began this review in January 2009. The NRC met

in person on January 19

th

_{, via Web Conference on June 26}

th

_{and June 29}

th

_{, and via conference}

call on October 20

th

_{in order to complete their recommendations.}

The NRC recommends that in order to ensure a broad range of application and learning takes

place during the three (3) year recertification period, members be required to accumulate the

required one hundred (100) points in two (2) or more categories. This requires the removal of

the points caps on the categories.

The NRC recommends that in order to reflect the importance of experience and the application

of learned behaviors, the rank order of the Development Categories change from:

• Continuing Education

• Leadership

• Instruction

• Significant Work Projects/Initiatives

• Research or Publication

• National Professional Practice Assessment

To:

• Significant Work Projects/Initiatives

• Leadership

• Instruction

• Continuing Education

• Research or Publication

• National Professional Practice Assessment

(20)

This revision does not minimize the value of learning rather it reinforces the need to apply what

is learned to the practice of human resources.

Each development activity was reviewed and revised/added to as necessary to ensure members

had a clear understanding of what was necessary to secure acceptance of the activity. The NRC

went through each Development Activity and compared the allocation of points to each of the

other Development Activities to ensure equity. The Committee reordered the Development

Activities to reflect descending values where appropriate (i.e. Chair/Co-Chair or President of an

HR Association is worth more points and is higher in the order than Conference Chair/Co-Chair).

Development Activity reordering was necessary in the Leadership, Instruction and Continuing

Education Development Categories.

The NRC believes the recommended revisions to the CHRP National Recertification Log would

assist the provincial HR association membership in their understanding of the values gained by a

blend of experience, learning and leadership in the practice of human resources and be able to

more effectively reflect that blend through the revised CHRP National Recertification Log.

The NRC recommends that implementation of the new CHRP National Recertification Log would

benefit from an announcement date, followed roughly six months later by an effective date in

provincial associations who needed some time to implement, followed roughly six months later

by a date where only the new Log would be used. The NRC recommends that these dates would

allow provincial HR associations to tailor the implementation to unique features of their

membership and would ensure that no provincial HR association member was disadvantaged by

the new CHRP National Recertification Log introduction.

Provincial HR association Registrars were consulted to determine if the proposed

implementation dates would be feasible. ON requires provincial board approval prior to

determining IT requirements for implementation. All other registrars believed the proposed

dates were workable.

Milestones: Dates recommended are 4 January 2010, 1 June 2010 and 3 January 2011.

Support Required: Provincial HR associations would need to put in place IT and communication

requirements for implementation. CCHRA would provide communication messages.

Committee Responsible: National Recertification Committee through the Professional

Standards Committee.

Costs: There would be some provincial HR association costs to implement any IT changes and

communication messaging.

Point of Contact for Questions Prior to Meeting: Cheryl Lamerson, CCHRA Professional

Standards Manager.

(21)

Recommended Motion: The CCHRA Board accepts the changes to the National Recertification

Log as presented and directs that CCHRA staff, PSC and provincial HR associations arrange for

implementation of the new Log with an aim to announce the change on 4 January 2010. The

new Log would come into effect by 1 June 2010 and would be the only Log in use by 3 January

2011.

(22)

Canadian Council of Human Resources Association

Canadian Council of Human Resources Associations (CCHRA) Practice Analysis Study for the Certified Human Resources Professional

Ottawa, Ontario October 19 and 20, 2009

In this document the practice analysis records its consensus of the practice analysis panel on key elements of the human resources profession: target audience, performance domains, tasks, and knowledge and skill statements based on combined recommendations of the provincial focus groups.

Target Audience Statement:

The Certified Human Resources Professional (CHRP) aligns and integrates human resources strategies with organizational goals. The CHRP is the professional certification in human resource management.

Employers may incorporate the designation as a condition of employment. The CHRP evaluation and assessment process is focused at the level of the Individual Contributor who has three to five years of professional human resources experience and works with general supervision. To maintain the designation, CHRPs must adhere to the Code of Ethics and meet provincial requirements.

To attain the CHRP designation, the human resources professional must meet evaluation and assessment requirements as defined by CCHRA and the provincial human resources associations.

Draft – Not for Distribution

(23)

Performance Domains and Tasks

Domain 1: Organizational Effectiveness. CHRPs are integral in supporting efficient and effective operations, participating in the development of organizational objectives and strategies, and developing the human resources strategic plan, consistent with the mission, vision, values, and culture.

Task 1: Contribute to organizational effectiveness by aligning human resources strategies with stated goals to achieve optimal results.

Knowledge of:

a. Statistical, financial, and accounting principles as they pertain to human resources b. Information sources

c. Competitive analysis and strategies

d. Communication tools, techniques, and processes e. Public and private sector trends

f. Organizational goals and strategy g. Business plan and essential operations h. Needs and interests of internal stakeholders Skill in:

a. Researching b. Assessing c. Evaluating results

d. Partnering with internal stakeholders to understand their business needs e. Demonstrating innovative and strategic thinking

f. Making recommendations and influencing decisions g. Forecasting

h. Using relevant financial tools

Task 2. Support the achievement of organizational goals by aligning human resources policies, processes, and systems with the established values to promote overall effectiveness and strengthen culture. Knowledge of:

a. Organizational culture b. Strategic planning c. Industry/sector trends

d. Interrelationship of human resources and the business e. Social, economic, and political climate

f. Communication tools, techniques, and processes g. Research methods

Skill in:

a. Communicating effectively with stakeholders b. Researching

c. Interpreting emerging trends d. Evaluating results

e. Synthesizing information f. Writing policies and procedures

(24)

Task 3. Design a workforce plan consistent with the organization’s objectives to meet its current and future goals.

Knowledge of:

a. Business operations

b. Workforce planning methods

c. Internal and external demographic and labour trends d. Concepts of organizational behaviour

e. Organizational culture f. Organizational objectives g. Research methods h. Evaluation methods

i. Communication tools, techniques, and processes Skill in:

a. Applying research methods b. Designing workforce plans c. Evaluating information and data d. Developing the business case e. Designing jobs

f. Analyzing data g. Forecasting

Task 4. Facilitate organizational design using internal metrics, best practices, and benchmarking to maximize effectiveness.

Knowledge of:

a. Business operations b. Organizational design c. Research methods d. Information analysis e. Leadership styles f. Facilitation methods

g. Communication tools, techniques, and processes h. Interrelationship of human resources and the business

Skill in:

a. Designing business processes b. Facilitating the design process c. Researching

d. Analyzing data

e. Influencing at all levels of the organization f. Communicating effectively with stakeholders

Task 5. Develop communication plans through discussion with key stakeholders to enhance organizational effectiveness and employee engagement.

Knowledge of:

a. Communication tools, techniques, and processes b. Social, economic and political climate

(25)

Canadian Council of Human Resources Association d. Organizational culture

e. Evaluation methods

f. Change management principles Skill in:

a. Communicating effectively with stakeholders b. Influencing at all levels of the organization c. Implementing change management processes d. Evaluating processes

Task 6. Implement change management processes using appropriate methods to enhance organizational effectiveness and employee engagement.

Knowledge of:

a. Change management principles b. Continuous improvement processes c. Concepts of organizational behaviour d. Organizational culture

e. Facilitation methods f. Evaluation methods

g. Communication tools, techniques and processes h. Employee engagement principles

Skill in:

a. Implementing change management methods b. Influencing decision making and outcomes c. Evaluating results

d. Communicating effectively with stakeholders e. Influencing at all levels of the organization

Domain 2: Regulatory Compliance and Risk Management. CHRPs are required to have knowledge of applicable regulatory and legal requirements because they pervade all aspects of human resources management. They include but are not limited to employment/labour standards, health, safety, privacy, and human rights. Compliance and due diligence are essential to minimize risk.

Task 1. Provide advice and guidance to stakeholders on current and impending regulatory and legal matters drawing on knowledge and experience to ensure the organization achieves compliance and makes informed decisions.

Knowledge of:

a. Relevant and impending acts, legislation, regulations, regulatory bodies, legal precedents, arbitrations, and collective agreements, where applicable

b. Appropriate sources of information and potential resources c. Processes for tribunals, arbitration panels, and regulatory bodies d. Communication tools, techniques, and processes

e. Research methods

f. Stakeholders and their information requirements g. Social, economic, and political climate

(26)

Canadian Council of Human Resources Association Skill in:

a. Researching relevant information b. Interpreting all relevant information c. Conducting a risk assessment

d. Making recommendations to the stakeholders based on the risk assessment e. Influencing decision making and outcomes

f. Facilitating appropriate actions, which may include a communication plan g. Ensuring compliance with the recommended actions

Task 2. Develop human resources policies and programs that align with applicable regulatory and legal requirements in discussion with key stakeholders to ensure compliance and minimize risk through an understanding of best practices.

Knowledge of:

b. Appropriate sources of information and potential resources c. Policies and program concept design

d. Industry/sector trends

e. Stakeholder accountability for compliance f. Communication tools, techniques, and processes g. Research methods

h. Evaluation methods Skill in:

a. Developing appropriate policies and procedures b. Assessing the level of organizational compliance c. Identifying potential corrective actions

d. Implementing corrective actions e. Communicating effectively f. Identifying and managing risk

g. Ensuring compliance with the recommended actions

Task 3. Provide guidance in the management of human resources programs by drawing on personal expertise and consulting with qualified professionals as needed to ensure compliance, mitigate risk, and optimize the organization’s effectiveness.

Knowledge of:

b. Interrelationship of human resources and the business c. Industry/sector practices in the area of compliance d. Communication tools, techniques, and processes e. Research methods

f. Evaluation methods Skill in:

a. Communicating effectively with stakeholders

b. Consulting with internal and external subject matter experts c. Identifying and managing risk

d. Implementing approved recommendations and strategies

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Domain 3: Recruitment and Selection. CHRPs use effective methods for recruitment and selection in support of the organization’s goals.

Task 1. Establish a recruitment and selection strategy in discussion with stakeholders to have the right people in the right positions at the right time in alignment with organizational goals.

Knowledge of:

b. Organizational goals

c. Communication tools, techniques, and processes d. Workforce plan

e. Best practices f. Industry/sector trends g. Research methods Skill in:

a. Analyzing the needs of current workforce and skills relative to future requirements b. Developing the recruitment strategy

c. Communicating effectively with stakeholders d. Researching

Task 2. Define position requirements in discussion with key stakeholders to develop recruitment objectives for identified positions.

Knowledge of:

a. Department functional responsibility b. Job analysis methods

c. Communication tools, techniques, and processes d. Internal and external demographic and labour trends e. Organizational goals

Skill in:

a. Defining job requirements

b. Communicating effectively with stakeholders c. Writing job descriptions

d. Reviewing job classifications

Task 3. Determine recruitment methods considering internal and external sources to attract qualified candidates to the organization.

Knowledge of:

a. Recruitment methods b. Sourcing strategies

c. Internal and external labour market d. Research methods

e. Communication tools, techniques, and processes Skill in:

a. Applying research methods b. Determining recruitment strategies

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Canadian Council of Human Resources Association c. Implementing the recruitment strategy d. Communicating effectively with stakeholders

Task 4. Select candidates using appropriate screening, interviewing, and evaluation methods to meet organizational goals.

Knowledge of:

a. Interviewing methods b. Evaluation tools

c. Communication tools, techniques, and processes d. Organizational goals

e. Negotiation Skill in:

a. Interpreting selection data b. Assessing candidate suitability c. Making recommendations for hire

d. Communicating effectively with stakeholders e. Negotiating effectively

f. Writing offer letters

Task 5. Promote integration, engagement, and retention for new hires by providing effective orientation and onboarding to accelerate employee productivity and engagement.

Knowledge of:

a. Organizational structure and operations b. Orientation and onboarding tools c. Engagement strategies

d. Retention strategies e. Industry/sector trends f. Organizational goals

g. Communication tools, techniques, and processes Skill in:

a. Communicating effectively with stakeholders b. Integrating new hires into the work place c. Coordinating onboarding

d. Using engagement strategies e. Using retention strategies

Task 6. Evaluate the effectiveness of the recruitment and selection process against regulations, legislation, and the organization’s goals to enhance organizational effectiveness.

Knowledge of:

a. Organizational goals b. Evaluation methods c. Candidate sourcing d. Industry/sector trends e. Emerging recruitment needs

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g. Using human resources metrics h. Researching

i. Evaluating results

j. Communicating effectively with stakeholders

Domain 4. Employee and Labour Relations. CHRP’s provide leadership in managing relationships with employees, unions, and other employee groups and employee representatives using relevant knowledge and skill consistent with best practices.

Task 1. Develop effective employee, labour, and management relationships in keeping with the established goals to address the changing needs of the organization.

Knowledge of:

a. Relevant labour and employment processes b. Policies and collective agreements

c. Structure of unions, union philosophies, and internal union climate d. Organizational goals

e. Decision making and problem solving techniques f. Dispute resolution techniques

g. Coaching techniques

h. Behaviour of individuals, groups, and organizational units

i. Principles of effective employee/labour relations, to include employee involvement, communication, respectful workplace, and diversity

j. Emerging trends in social priorities

k. Organization’s current and historical issues, climate and culture l. Communication tools, techniques, and processes

m. Industry/sector trends Skill in:

a. Building effective relationships b. Resolving disputes

c. Advising all levels of the organization d. Influencing at all levels of the organization e. Creating joint committees

f. Facilitating joint committees

Task 2. Interpret policies and collective agreements in a manner that is consistent with past practice and intent to ensure consistency in employee, labour, and management relations.

Knowledge of:

c. Structure of unions d. Organizational goals

e. Decision making and problem solving techniques f. Behaviour of individuals, groups and organizational units

g. Principles of effective employee and labour relations to include employee involvement and engagement, communication, respectful workplace, and diversity

h. Organization’s current and historical issues, precedents, climate and culture i. Communication tools, techniques, and processes

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a. Advising all levels of the organization b. Influencing at all levels of the organization c. Researching

d. Documenting all decisions and rationales e. Interpreting language

f. Balancing stakeholder needs when making decisions

Task 3. Advise stakeholders on appropriate steps for addressing workplace issues and disputes in accordance with policies, legislation, and the collective agreement to maximize organizational effectiveness.

Knowledge of:

a. Relevant labour and employment processes b. Decision making and problem solving techniques c. Dispute resolution techniques

d. Coaching techniques

e. Behaviour of individuals, groups, and organizational units

f. Principles of employee and labour relations, to include employee involvement, communication, respectful workplace, diversity

g. Policies and collective agreements

h. Service providers such as Employee and Family Assistance Programs i. Linkage between employee well being, behaviour and productivity Skill in:

a. Building effective relationships b. Solving problems

c. Resolving disputes

d. Advising and coaching all levels of the organization e. Influencing at all levels of the organization

f. Researching g. Interviewing

h. Conducting investigations

i. Documenting outcomes and rationales

j. Determining the need for subject matter experts k. Leading labour management committees

Task 4. Manage conflict by applying dispute resolution methods to reach an agreement or conclusion. Knowledge of:

c. Structure of unions, union philosophies, and internal union climate d. Organizational goals

e. Past practice

f. Decision making and problem solving techniques g. Dispute resolution techniques

h. Coaching techniques

i. Organization’s current and historical issues, climate, precedents, and culture j. Communication tools, techniques, and processes

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Canadian Council of Human Resources Association l. Mitigating factors

m. Behaviour of individuals, groups, and organizational units Skill in:

a. Building effective relationships b. Mediating

d. Advising all levels of the organization e. Influencing at all levels of the organization f. Researching

g. Documenting process outcomes h. Negotiating

i. Solving problems j. Interviewing

k. Conducting investigations l. Coaching

Task 5. Advise stakeholders on coaching, progressive discipline, and termination in accordance with the employee’s situation, applicable legislation, policies, collective agreements, and best practices to ensure fair and respectful treatment of employees and manage risks.

Knowledge of:

c. Dispute resolution techniques d. Coaching techniques

e. Behaviour of individuals, groups and organizational units

f. Principles of employee-labour relations, to include employee involvement, communication, respectful workplace, and diversity

g. Organization’s current and historical issues, climate, precedents, and culture h. Communication tools, techniques, and processes

i. Service providers such as Employee and Family Assistance Programs j. Linkage between employee well being, behaviour, and productivity k. Performance management and improvement techniques

l. Progressive discipline Skill in:

a. Building effective relationships b. Mediating

d. Advising and coaching all levels of the organization e. Influencing at all levels of the organization

f. Researching g. Interviewing

h. Conducting investigations

i. Documenting outcomes and rationales

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Task 6. Support the collective bargaining process through preparation, research, and participation to reach a resolution that satisfies the needs of stakeholders.

Knowledge of:

c. Structure of unions, union philosophies and internal union climate d. Social, economic, and political climate

e. Organizational goals

f. Organization’s total rewards and compensation philosophy g. Decision making and problem solving techniques

h. Dispute resolution techniques

i. Behaviour of individuals, groups and organizational units

j. Principles of employee-labour relations, including employee involvement, communication, respectful workplace, diversity

k. Emerging social trends impacting the workplace

l. Organization’s current and historical issues, climate, precedents, and culture m. Communication tools, techniques, and processes

n. Industry/sector trends o. Negotiation history Skill in:

a. Building and maintaining effective relationships b. Resolving disputes

c. Advising all levels of the organization d. Influencing at all levels of the organization e. Researching

f. Benchmarking g. Creating committees h. Facilitating committees

i. Analyzing financial and operational implications of change j. Documenting all decisions and their rationales

k. Negotiating skills

l. Applying Interrelationship of human resources and the business m. Balancing stakeholder needs when making decisions

n. Ensuring negotiation strategy is in place

o. Preparing organization for work disruption and resumption p. Making effective presentations

q. Ensuring a communication strategy is employed during negotiations r. Assessing impact of bargaining on non-union groups

Domain 5. Employee Development. CHRPs support the development of the workforce as an effective means of achieving the organization’s goals. This is achieved through strategic performance management, succession planning, employee learning, career development, and talent management initiatives.

Task 1. Establish an employee development framework in discussion with stakeholders to provide employees with the skills and knowledge needed to achieve organizational goals.

Knowledge of:

a. Strategic human resources management and planning b. Principles of adult learning

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Canadian Council of Human Resources Association d. Career development and management e. Benchmarking

f. Relevant and impending acts, legislation, regulations, regulatory bodies, legal precedents, arbitrations, and collective agreements, where applicable

g. Evaluation methods

h. Financial considerations and funding sources i. Applicable licensing requirements

j. Resource management

k. Operational environment and requirements l. Workforce demographics

m. Employee development best practices n. Employee performance requirements Skill in:

a. Communicating with stakeholders b. Conducting surveys

c. Evaluating information

d. Facilitating meetings with stakeholders e. Researching

f. Writing an employee development framework g. Identifying sources of available funding h. Establishing budgets

i. Monitoring budgets

Task 2: Develop strategic performance management initiatives (i.e., performance management, succession planning, employee learning, career development, and talent management) aligned with the organization’s goals and objectives to enhance the ability of the employees to achieve organizational goals.

Knowledge of:

a. Organizational goals and strategic plan b. Best practices

c. Required competencies

d. Performance management techniques

e. Communication tools, techniques, and processes f. Competency assessment tools and techniques g. Goal setting techniques

h. Needs assessment methods, techniques, and processes i. Evaluation methods

j. Organizational behaviour k. Workforce demographics

l. Applicable licensing and certification requirements m. Past training and development programs

n. Relevant and impending acts, legislation, regulations, regulatory bodies, legal precedents, arbitrations, and collective agreements, where applicable

Skill in:

a. Communicating effectively with stakeholders b. Analysis of performance metrics

c. Evaluating information and data d. Synthesizing information

e. Influencing all levels of the organization

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Task 3. Implement employee development initiatives using appropriate processes and tools in order to meet organizational objectives and individual needs.

Knowledge of:

a. Project management b. Contract administration

c. Communication tools, techniques, and processes d. Delivery methods

e. Principles of adult learning f. Employee development g. Prerequisites

h. Desired outcomes Skill in:

a. Coordinating learning events

b. Assigning program participants based on prerequisites c. Determining appropriate resources

d. Managing contracts

e. Promoting program initiatives

f. Communicating effectively with stakeholders g. Delivering programs

h. Facilitating groups

Task 4. Evaluate outcomes of initiatives against organization goals by using appropriate metrics and stakeholder feedback.

Knowledge of:

a. Evaluation methods

b. Goals, objectives, and desired outcomes of initiatives c. Communication tools, techniques, and processes d. Transfer of learning

e. Return-on-investment analysis f. Cost-benefit analysis

Skill in:

a. Applying evaluation methods b. Assessing the transfer of learning c. Providing follow-up support d. Determining return on investment e. Conducting cost benefit analysis

f. Establishing ongoing commitment to the employee development framework g. Communicating effectively with all stakeholders

Domain 6. Total Compensation, Benefits, and Rewards. CHRPs design the overall strategy for total compensation, benefits, and rewards. CHRPs design and implement programs in a way that is consistent with the organization’s goals and established principles.

Task 1. Develop a total compensation, benefits, and rewards framework in conjunction with key stakeholders to promote recruitment, retention, and engagement and to ensure consistency with the organization’s goals, values, and principles.

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Canadian Council of Human Resources Association Knowledge of:

b. Total compensation

c. Benefits, to include health, dental, pension, wellness initiatives, and work-life balance d. Rewards, to include service awards, employee incentive awards, and product discounts e. Best practices

f. Organizational goals g. Industry/sector trends

h. Communication tools, techniques, and processes i. Research methods

j. Evaluation methods k. Workforce demographics

l. Decision making and problem solving techniques Skill in:

a. Communicating effectively with stakeholders b. Researching

c. Analyzing data d. Negotiating strategies

e. Developing total compensation, benefits, and rewards programs f. Problem solving

g. Evaluating programs

Task 2. Create a total compensation, benefits, and rewards structure using job evaluations, job

descriptions, and other relevant information to maintain consistency and organizational competitiveness. Knowledge of:

b. Compensation strategies, methods and processes c. Organizational goals

d. Industry/sector trends

e. Communication tools, techniques, and processes f. Research methods

g. Evaluation methods h. Project management i. Costing structure Skill in:

a. Aligning compensation strategies with organizational goals b. Communicating effectively with stakeholders

c. Conducting relevant research d. Analyzing data

e. Using job evaluation systems f. Managing projects

g. Evaluating programs

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Task 3. Develop total compensation, benefits, and rewards programs using relevant information and benchmark data to link compensation to external market conditions.

Knowledge of:

b. Competitive market information c. Benchmarking

d. Costing structure

e. Total compensation, benefits, and rewards structure design f. Research methods

g. Evaluation methods

h. Communication tools, techniques, and processes Skill in:

a. Collecting market survey data b. Analyzing market survey data

c. Developing applicable salary ranges and wage rates d. Communicating effectively with stakeholders

Task 4. Administer total compensation, benefits, and rewards programs in accordance with established policies and procedures to ensure consistency and maintain equity.

Knowledge of:

b. Policies and procedures

c. Best practices for total compensation, benefits, and rewards administration d. Program administration

e. Evaluation methods Skill in:

a. Communicating the total compensation, benefits, and rewards programs with appropriate stakeholders

b. Coordinating all aspects of programs c. Evaluating programs

Task 5. Provide information using appropriate communication channels to inform employees about the total compensation, benefits, and rewards programs to enhance awareness and understanding and to maintain compliance.

Knowledge of:

a. Total compensation, benefits, and rewards programs b. Communication tools, techniques, and processes

c. Relevant and impending acts, legislation, regulations, regulatory bodies, legal precedents, arbitrations, and collective agreements, where applicable

d. Organizational goals

e. Decision making and problem solving techniques Skill in:

a. Communicating effectively with stakeholders b. Documenting communications

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Canadian Council of Human Resources Association c. Solving problems

d. Interpreting contracts

Task 6. Evaluate the effectiveness of total compensation, benefits, and rewards programs using regular reviews to align the programs with the organization’s goals.

Knowledge of:

a. Applicable metrics b. Market trends

c. Industry/sector best practices

d. Relevant and impending acts, legislation, regulations, regulatory bodies, legal precedents, arbitrations, and collective agreements, where applicable

e. Organizational goals f. Risk management g. Evaluation methods Skill in:

a. Conducting market analysis b. Analyzing usage

c. Analyzing cost-benefit and return-on-investment d. Surveying employees and stakeholders

e. Making recommendations based on analysis f. Negotiating with and managing providers

Task 7. Implement changes to the total compensation, benefits, and rewards programs using internal and external reviews to maximize organizational goals and effectiveness.

Knowledge of:

a. Organizational goals

b. Change management tools, techniques, and processes c. Communication tools, techniques, and processes d. Industry/sector trends

Skill in:

a. Assessing the impact of proposed changes b. Managing change

c. Communicating effectively with stakeholders d. Evaluating impact of changes

Domain 7. Information Management and Metrics. The principles of information management employed by CHRPs are designed to ensure the integrity, validity, privacy, and confidentiality of a wide range of information. CHRPs calculate metrics to provide information that guides the organization’s decision making in many areas.

Task 1. Maintain data integrity, validity, privacy, and confidentiality by developing processes, procedures and internal controls to ensure the quality of human resources information.

Knowledge of:

b. Data collection methods c. Database concepts

d. Data validation, techniques, and tools

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Canadian Council of Human Resources Association f. Business operations

g. Human resources metrics

h. Information retention, security, and control

i. Procedures addressing breaches of privacy and confidentiality j. Research methods and design

Skill in:

a. Collecting, storing, accessing, and disposing of human resources information b. Ensuring data integrity and validity

c. Implementing data security protocols

d. Auditing for completeness and accuracy of information e. Managing breaches of confidentiality and privacy f. Generating reports

Task 2. Develop human resources metrics by assessing the appropriate information to be measured and reported to guide decision making and evaluate organizational effectiveness.

Knowledge of:

a. Human resources metrics and their intended uses b. Organizational goals

c. Business operations

d. Data analysis tools, techniques, and processes

e. Statistical, financial, and accounting principles as they pertain to human resources Skill in:

a. Conducting gap analysis b. Researching

c. Selecting appropriate metrics

d. Determining reasoning methods to use (inductive or deductive) e. Developing measurement tools and techniques

f. Analyzing data g. Evaluating results

h. Using a variety of methods to communicate information

i. Partnering with internal stakeholders to understand their business needs

Task 3. Synthesize human resources information by researching, analyzing, and presenting relevant data to measure outcomes, evaluate trends and guide decision making.

Knowledge of:

a. Measurement and assessment tools and techniques

b. Best practices and trends in information systems and metrics, including theoretical and technical c. Techniques for developing and presenting business cases

d. Research methods and design

e. Communication tools, techniques, and processes f. Industry/sector benchmarking data

Skill in:

a. Researching

b. Selecting reasoning methods

c. Synthesizing, reporting, and presenting information d. Making recommendations and influencing decisions

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