WHY CONTINUING PROFESSIONAL DEVELOPMENT?

(1)

C

COONNTTIINNUUIINNGG PPRROOFFEESSSSIIOONNAALL DDEEVVEELLOOPPMMEENNTT WHY CONTINUING PROFESSIONAL DEVELOPMENT?

The Continuing Professional Development requirement is intended to ensure that CHRPs, not only maintain their competence, but continue to grow in their competence and professional capabilities. The Certified Human Resources Professional (CHRP) designation is a nationally recognized level of achievement signifying a practitioner meets specific professional criteria, including: standardized certification requirements; continuing professional development; and commits to abiding by the professional Code of Ethics. The CHRP represents both an achievement and a

responsibility for the individual practitioner, and a conviction that the professional practice of human resources can safeguard the interests of the public.

Acceptable CPD activities can encompass: ongoing learning, both formal and informal; leadership activities; volunteer activities; academic research or publications; and significant work projects. Meeting this ongoing requirement demonstrates one’s commitment to continuous learning in a profession impacted by economic, social, business and legislative changes.

PROFESSIONAL DEVELOPMENT STANDARD

CHRPs must report a minimum of 100 hours of professional development activities in each three year reporting cycle.

SUBMISSION &REVIEW PROCESS

1. Document your professional development – in the attached CPD Log – (Extensions to the three-year timeframe may apply if the applicant has had parental, disability or retirement leave(s) during the CPD reporting period. Please refer to your provincial association for more information.) 2. Submit online the following information on or before your CPD reporting date: (Submission prior to your reporting date does not change your original certification period. Check with your association if you are unsure of the expiry date.) Keep a copy of your completed Log, receipts and supporting documentation. This supplementary information may be requested for audit purposes by the CPD Audit Committee. *

3. Please keep copies of receipts and supporting documentation in the event that supplementary information is requested by the CPD Audit Committee at the time of your submission for audit purposes.

*SUBMISSIONS SELECTED FOR AUDIT - To ensure the integrity and standard of professionalism reflected in the granting of the CHRP designation, a portion of submissions are randomly selected for audit each year. It is important to retain supporting documentation to validate your submission; however do not submit your supporting documentation unless requested to do so.

(2)

PRIVACY POLICY - Your provincial association is committed to protecting the privacy of your personal information. Information collected from this form will be used for purposes of maintaining your certification only.

(3)

If you need additional guidance or assistance contact your provincial association office.

Name: Jane Doe

Company: HR Workplace Co. Job Title: HR Manager Bus. Tel: 403-123-0000

Email: [email protected]

Company Address: 123 Rainbow Place SE Line 2:

City: Calgary Postal Code: T3K 1Y1

CCHRA Identification #: 11888

CPD Renewal Date: February 31, 2015 Res: Tel: 403-123-8888

Residence Address: 1223 Gold Avenue NE Line 2:

City: Calgary Postal Code: T2K 1Y5

Please send correspondence to:

Business Residence X Checklist: X Current biography, resume, curricula vitae is attached

During the three-year period, you must obtain a minimum of 100 hours of professional development activities in at least two of the following categories:

CATEGORIES Hours

1. PROFESSIONAL PRACTICE – Consulting, Work

Projects/Initiatives 35

2. LEADERSHIP - Mentoring, Teaching & Facilitation 142 3. COMMUNITY PARTICIPATION – Boards, Committees, etc. 60

4. LEARNING – Formal and informal 305

5. RESEARCH & PUBLICATIONS –Articles, journals or textbooks 165

Total Hours Reported 707

Declaration:

X I declare that this is an accurate record of my professional development activities in the past three-years.

X I agree to provide further documentation on request by the association.

X I understand that any misrepresentation by me in this application, or in any documentation I provide, will be sufficient cause for revocation of my designation and termination of my membership. Date declaration made: February 3, 2015

NOTICE: This document is enabled with Form Fields to allow you to fill it out electronically. Please tab through the fields below. Handwritten forms are not accepted. Please submit your log online at www.hria.ca through your Member Profile.

(4)

X By submitting this document for approval, I declare my continued commitment to advancing my own professional development and to the CHRP Code of Ethics below :

Professional Code of Ethics 1. 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.

2. 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.

3. 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.

4. Balancing Interests

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

5. 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.

6. 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.

7. 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.

(5)

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.

(6)

C

CPPDD RREEPPOORRTTIINNGG LLOOGG 1. PROFESSIONAL PRACTICE– Consulting or Work Projects

A: Work/Consulting Initiatives – new project or program development, application or implementation related to HR and general business.

(Includes secondments and/or assignments outside your normal job duties) For each project, you must provide details and metrics on 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? Maximum 25 hours per project, maximum 50 hours per reporting period.

Date(s) List Activity Institution/Organization Hours

Claimed

March

2012-May 2012 Mission: Create and deliver a classification plan for Sales Professionals base wage escalation. The company never had something like this. Objective: The goal was to implement gradual increments based on satisfactory job performance in a three week timeframe by a set deadline. In the past, there was no process in place for salary increases. They were done on a case-by-case basis. A spectrum of base salary was created and annual increases were only given with management approval and submission of an annual performance review. Outcome: The movement within the base salary grid was also adjusted annually by the average CPI increase for Calgary, Edmonton, and Saskatchewan. In the beginning of the execution, all Outside Sales staff was informed of the change via phone. Additionally, explanatory letters for each Outside Salesperson was written which laid out the classification plan, what level he or she was sitting at, and how they could move to the next step. Additionally, the letter offered an explanation of the CPI adjustment for all the steps. Management and employee signed and dated each letter. This enabled all Outside staff to understand the new procedure and how it affected them. Impact on company: Management had a better handle on costing. Another impact was contributions to the company Group RRSP increased for most employees

HR Workplace Co. 25

B: Significant updates/process improvements - E.g. course, project, program or consulting service provided. Maximum 20 hours per reporting

period. Maximum 10 hours per occurrence.

Claimed

June 2013 Streamline hiring and on boarding process: This includes improving current training

manuals and checklists, scheduling and planning more effective shadowing sessions, adding to the New Hire Portal (new hires can go online to access administrative documents, sign up for training etc.)

(7)

2. LEADERSHIP

LEADERSHIP –Teaching of Post-Secondary Courses

A. Teaching a University, College or Institute Course for the first time 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. 30 hours per new course taught.

Claimed

April 2013-July

2013 Human Resources and Organizational Dynamics 311-An organization behaviour and human resource management course focusing on interpersonal and group communication, decision making, management and other skills required to be a effective manager.

University of Calgary 30

LEADERSHIP – Facilitating

B: Facilitating a 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. Maximum 12 hours per day of course duration, and 36 hours per course.

Claimed

June 2012 Training seminar on development essentials (performance management system)

• Learn formal performance management process • Reflect on areas for self development

• Recognize behaviours necessary to manage members of team

HR Workplace Co. 12

August 2013 Manager training on Operational Management

• Highlight best practices to develop effective operations management system • Give overview of quality management, research, project management

HR Workplace Co. 12

December

2012 Seminar on screening and interviewing job candidates (phone and face-to-face) • Setting up quality interview process focused on correct interview topics • How to evaluate quality of answers

HR Workplace Co. 12

March 2012 Building Your Brand Training for Managers.

• Facilitated a 2 hour session about managing personal brand and how to change their brand effectively while being an effective manager

HR Workplace Co. 2

LEADERSHIP – Presenting

(8)

Maximum credit of 8 hours per event.

Claimed

April 2014 Keynote speaker-HRIA Conference HRIA 8

September

2013 Guest Lecture- Public Sector HR Conference 2013: Transformation, Innovation, and Performance Conference Board of Canada 8

D: Panel Member - National, provincial or regional conference/seminar. Maximum credit of 1 hour per event.

Claimed

January 2013 Canadian Effective Transformation Conference Buscana 1

October 2012 Learners Becoming Leaders: The Westbridge Project Westbridge 1

LEADERSHIP – Mentoring/Leading Others

E. Mentoring - Acting as a one-on-one mentor, typically outside job duties (i.e. not direct reports). There must be a signed agreement between

mentor and mentee. Maximum of 25 hours per reporting period.

Claimed

April 2013 Professional coach to John McDoe: Coached him on HR metrics benchmarking as he is

new to HR field. ICF 10

February 2014 Mentor to Lisa McJohnson: Through HRIA, established mentoring relationship. This agreement had us meeting to discuss labour relations rules and application in the workplace.

HRIA 10

F. Providing Guidance/Coaching to an HR Practicum Student - during a formal co-op, internship or work-experience placement where written

appraisal is provided along with regular feedback. Maximum 25 hours per reporting period.

Claimed

May 2012-May

2013 Provided coaching to Ryan Reagan from U of C Co-op program: Ryan had a one year co-op work term with us in his last school year. I met with him once a week to provide him feedback and offer professional HR advice to grow in construction field.

University of Calgary 25

LEADERSHIP – Personal Development

G. Participating in an Executive Coaching Program or Formal Mentoring Program (as mentee) – must be a formal program with a service contract

with a qualified professional coach or a signed mentoring agreement. Maximum 15 hours per reporting period.

Claimed

(9)

working in HR and we met to discuss how to refine my coaching skills, give feedback and develop talent in my organization.

3. COMMUNITY PARTICIPATION– Boards, Committees or Societies, Community involvement in a Non-profit or Charity

A. Board Service – Chair/Co-Chair Must be able to demonstrate responsibilities for meeting organizational objectives, completing project work

and/or leading sub-committees. Maximum 20 hours per year per board.

Claimed

June 2012-July

2013 Chair of the Drug & Alcohol Risk Reduction Project (DAARRP)– works to develop effective D&A policies and gather figures on harm cutback through these programs and policies

DAARP 20

B. Board Service – Sitting on a board for a registered non-profit or charitable organization. Must be able to demonstrate responsibilities for

completing project work and/or leading sub-committees. Maximum 15 hours per year per board.

Claimed

April

2013-April 2014 Diversity Committee-Set up to look after a fund set up under a project labour agreement to attract and keep workers such as females, aboriginals and other groups not traditionally employed in the construction sector

BCB Company 15

C. Committee/Taskforce – Chair/Co-Chair - Must be able to demonstrate responsibilities for completing project work and/or leading

sub-committees. Maximum 15 hours per year per committee.

Claimed

December 2013-December 2014

Public Policy Committee Chair

• Assisted the Board in analyzing how public policy trends could impact the organization’s activities and performance

• Contribute to policy dialogue related to not for profit

• _{Assist the Board of Directors in recognizing, assessing and monitoring social,} political and environmental trends

United Way of Calgary

and Area 15

D. Active Committee Membership - Must be able to demonstrate responsibilities for completing project work and/or leading sub-committees.

(10)

Date(s) List Activity Institution/Organization Hours Claimed

March

2012-March 2013 World Partnership Walk Committee Member-implement world fundraising event (Calgary location) including ensuring message is consistent, national fundraising goal is met, and increase awareness of AKF and projects they do.

Aga Khan Foundation 10

4. LEARNING

LEARNING – Formal Activities

A. University, College and Technical Institute – undergraduate or graduate credit coursework. Passing grade required, and transcript will be

required if audited. Maximum 30 hours per half credit course (one semester).

Claimed

September 2013-December 2013

MBA Program: MKTG 763 University of Calgary 30

January

2014-April 2014 MBA Program: ENTI 785 University of Calgary 30

May

2014-August 2014 MBA Program: BSEN 691 University of Calgary 30

September 2014-December 2014

MBA Program: HROD 745 University of Calgary 30

B. Non-credit Courses - Attendance at courses that may lead to a certificate. Maximum allowed is 15 hours per course.

Claimed

June 2013 CRN 30365 (Change Management Fundamentals) Mount Royal University 15

July 2013 CRN 30367 (Leading and Implementing Change) Mount Royal University 15

LEARNING - Informal Activity

C. Seminars/Workshops/ Conferences/Roundtables - online or in person, offered internally or externally. This includes seminars, breakfast meetings

or dinner speakers with educational components, or brown bag lunch sessions. Maximum of 8 hours per day.

(11)

January 2013 Compensation Trends and Strategies Seminar HRWSA 8

August 2013 Human Rights in the Workplace AB Human Rights

Commission 4

February 2012 Employment Standards Seminar HR Society of

Professionals 6

October 2012 Workplace Investigations Workshop HRIA 8

D. Self-directed Learning - Readings which include (but not limited to): HR and Business magazines (either hard copy or online), HR and Best Practice

books, and research, online discussion forums. Maximum of 5 hours per year.

Claimed

April 2012 “Confessions of an HR Professional” By Lee Ranger McGraw Hill 5

June 2013 “Human Capital” magazine HRIA 5

May 2014 “Quiet before the Storm: How to be an Effective Leader During a Crisis” By June

Jillson McGraw Hill 5

LEARNING – Course Development, Formal

E. Developing a new and first time University, College or Institute Course for which students receive credits towards a degree, diploma or certificate

with formal learning (papers and/or exams). The course must be offered at an accredited post-secondary institution. Credit will be granted for the first time the course is developed. 50 hours per new course developed.

Claimed HROD 3124: Employment Relationships in North America

LEARNING – Course Development, In-Formal

F. Developing a new and first time course, workshop or seminar. Credit will be granted for the first time the course is developed. 16 hours per day

of course duration for a new course developed.

Claimed

September

2013 Training Seminar Week for all Managers across Canadian branches: Trained managers on new onboarding packages, OHS seminar, updated policies across branches, andnew payroll computer system updates.

HR Workplace Co. 64

(12)

A. Conducting Research, Authoring a Journal or Case Study - Related to HR or general business, 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. Maximum 10 hours per project.

Claimed

May 2013 HUMANCapital –authored “Gender Equality in the Workplace” journal Wiley Online Journal 10 B. Publishing a Textbook – New Textbook – maximum 50 hours per textbook. New Edition of an Existing Text – maximum 15 hours per edition

Claimed

April 2013-May

2014 “Investing in the Right People for the Workplace” McGraw Hill 50

C. Co-authoring or Editing a Major Work – Maximum 25 hours per project

Claimed

May 2013-May

2014 Co-authored “12 Steps to Becoming A Better HR Manager” with Dr. Philip Right McGraw Hill 25

D. Acceptance of Master's Thesis/Graduating Paper at a Master's Level Must be in HR or a business related subject. Maximum 25 hours per thesis

Claimed

April 2012 “ Job and Competency Analysis of Supervisors Across Western Canada” McMaster University 25 E. Acceptance of Doctoral Dissertation in an area directly related to HR or a business related subject. Maximum 50 hours per dissertation

Claimed

March 2012 “An Analysis of Women’s Roles in the HR Profession In North America” McMaster University 50 F. HR or Business Related Book Review, Editorial or Article published. Maximum 5 hours per independent article

Claimed