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

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

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

Transcription

1 4.1 CHRP NATIONAL RECERTIFICATION LOG PROFESSIONAL DEVELOPMENT CATEGORIES AND DEFINITIONS WHY RECERTIFICATION IS IMPORTANT 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. REPORTING PROFESSIONAL DEVELOPMENT ACTIVITIES: 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: 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 HOW TO MAINTAIN CERTIFICATION 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. * AUDIT 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. PRIVACY POLICY 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. Page 2 of 18

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. Page 3 of 18

4 RECERTIFICATION LOG 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 ( hours) 20 points; Large project (200+ hours) 25 points; Maximum 25 points per project Page 4 of 18

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 Page 5 of 18

6 Development Category Development Activity Recertification Points Points Acquired List Activity, Name of Institution/Organization, Dates, Duration and 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. 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 Page 6 of 18

7 written appraisal is provided along with regular feedback. outlined in contract 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 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 subcommittees. 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 Page 7 of 18

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 per committee Page 8 of 18

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 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. 10 points per year per committee 5 points per year per committee Page 9 of 18

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 C2. Teaching a University, College 30 Points per Page 10 of 18

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 postsecondary institution. 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. new course taught 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 C6. Guest Lecturer/Conference 5 points per Page 11 of 18

12 Presentation Credit is only granted for the first time the new lecture/ presentation is given. C7: Panel Member At a national, provincial or regional conference/seminar. lecture/ presentation 1.5 points per hour of participation per conference/ seminar Page 12 of 18

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. 1.5 Points per hour of instruction to a maximum of 45 points per course (hours excluding study, project, and research time) 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 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 Page 13 of 18

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 Page 14 of 18

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.) Page 15 of 18

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 Page 16 of 18

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 Page 17 of 18

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: 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 # Signature Date Page 18 of 18

19 4.1 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 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: To: Continuing Education Leadership Instruction Significant Work Projects/Initiatives Research or Publication National Professional Practice Assessment 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 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 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 Associations (CCHRA) Practice Analysis Study for the Certified Human Resources Professional 4.1 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 Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 1

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. 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 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. 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 a. Communicating effectively with stakeholders b. Researching c. Interpreting emerging trends d. Evaluating results e. Synthesizing information f. Writing policies and procedures Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 2

24 Task 3. Design a workforce plan consistent with the organization s objectives to meet its current and future goals. 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 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. 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 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. a. Communication tools, techniques, and processes b. Social, economic and political climate c. Concepts of organizational behaviour Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 3

25 d. Organizational culture e. Evaluation methods f. Change management principles 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. 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 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. 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 h. Evaluation methods Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 4

26 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. 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. 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 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. a. Relevant and impending acts, legislation, regulations, regulatory bodies, legal precedents, arbitrations, and collective agreements, where applicable 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 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 e. Preparing information and the organization for representation in legal proceedings Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 5

27 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. a. Relevant and impending acts, legislation, regulations, regulatory bodies, legal precedents, arbitrations, and collective agreements, where applicable b. Organizational goals c. Communication tools, techniques, and processes d. Workforce plan e. Best practices f. Industry/sector trends g. Research methods 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. 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 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. a. Recruitment methods b. Sourcing strategies c. Internal and external labour market d. Research methods e. Communication tools, techniques, and processes a. Applying research methods b. Determining recruitment strategies Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 6

28 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. a. Interviewing methods b. Evaluation tools c. Communication tools, techniques, and processes d. Organizational goals e. Negotiation 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. 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 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. a. Organizational goals b. Evaluation methods c. Candidate sourcing d. Industry/sector trends e. Emerging recruitment needs f. Communication tools, techniques, and processes Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 7

29 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. 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 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. a. Relevant labour and employment processes b. Policies and collective agreements 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 j. Industry/sector trends and best practices Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 8

30 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. 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 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. 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. 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 k. Negotiation history Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 9

31 l. Mitigating factors m. Behaviour of individuals, groups, and organizational units a. Building effective relationships b. Mediating c. Resolving disputes 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. a. Relevant labour and employment processes b. Policies and collective agreements 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 a. Building effective relationships b. Mediating 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 Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 10

32 Task 6. Support the collective bargaining process through preparation, research, and participation to reach a resolution that satisfies the needs of stakeholders. a. Relevant labour and employment processes b. Policies and collective agreements 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 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. a. Strategic human resources management and planning b. Principles of adult learning c. Organizational goals Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 11

33 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 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. 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 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 f. Adapting and modifying programs to suit the organization s needs Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 12

34 Task 3. Implement employee development initiatives using appropriate processes and tools in order to meet organizational objectives and individual needs. 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 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. 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 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. Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 13

35 a. Relevant and impending acts, legislation, regulations, regulatory bodies, legal precedents, arbitrations, and collective agreements, where applicable 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 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. a. Relevant and impending acts, legislation, regulations, regulatory bodies, legal precedents, arbitrations, and collective agreements, where applicable 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 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 h. Conducting cost-benefit analysis Canadian Council of Human Resources Association Practice Analysis Study Content Outline page 14

WHY CONTINUING PROFESSIONAL DEVELOPMENT?

WHY CONTINUING PROFESSIONAL DEVELOPMENT? CONTINUING PROFESSIONAL DEVELOPMENT WHY CONTINUING PROFESSIONAL DEVELOPMENT? The Continuing Professional Development requirement is intended to ensure that CHRPs, not only maintain their competence, but

More information

Certified Human Resources Professional Competency Framework

Certified Human Resources Professional Competency Framework Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the

More information

Appendix A: Required Professional Capabilities Classification System

Appendix A: Required Professional Capabilities Classification System Appendix A: Required Professional Capabilities Classification System 10000 FUNCTIONAL AREA ONE: STRATEGY 10100 10101 10102 10103 10104 10105 Impact the organization and human resources practices by bringing

More information

B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes

B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,

More information

Human Resources Management Program Standard

Human Resources Management Program Standard Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges

More information

Human Resources Professionals in Canada: Revised Body of Knowledge and Required Professional Capabilities (RPCs )

Human Resources Professionals in Canada: Revised Body of Knowledge and Required Professional Capabilities (RPCs ) Human Resources Professionals in Canada: Revised Body of Knowledge and Required Professional Capabilities (RPCs ) Approved by the CCHRA, Board of Directors October, 2007 Revised Body of Knowledge And Required

More information

Revised Body of Knowledge And Required Professional Capabilities (RPCs)

Revised Body of Knowledge And Required Professional Capabilities (RPCs) Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s

More information

HUMAN RESOURCES MANAGEMENT

HUMAN RESOURCES MANAGEMENT HUMAN RESOURCES MANAGEMENT Program Outline Major: HRMN Length: 1 Year Delivery: 2 Semesters, plus 1 industry placement Credential: Ontario College Graduate Certificate Effective: 2012-2013 Location: Barrie

More information

CAFM APPLICATION and CRITERIA. Give yourself a competitive edge

CAFM APPLICATION and CRITERIA. Give yourself a competitive edge CAFM APPLICATION and CRITERIA Give yourself a competitive edge The Certified Aboriginal Financial Manager (CAFM) designation is the preferred credential for Aboriginal finance and management positions

More information

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business

More information

The Certification Process: Earning the CHRP designation

The Certification Process: Earning the CHRP designation The Certification Process: Earning the CHRP designation Shauna Grey Office of the Registrar Coordinator Human Resources Professionals Association (HRPA) October 16, 2014 Agenda About HRPA Value of Regulation

More information

Human Resources Pillar

Human Resources Pillar Human Resources Pillar Policy No. 5.0 Date Approved: Dec. 2012 Projected Review Date: Dec. 2016 PURPOSE: Hamilton-Wentworth District School Board (HWDSB) believes that attracting, recruiting and retaining

More information

Recognition of Prior Learning (RPL) Kit. BSB50607 Diploma of Human Resources Management

Recognition of Prior Learning (RPL) Kit. BSB50607 Diploma of Human Resources Management Recognition of Prior Learning (RPL) Kit BSB50607 Diploma of Human Resources Management Applicant: Date: Diploma of Human Resources Management RPL Kit 1 Applicant declaration: I have completed the following

More information

HRCI Recertification Credits

HRCI Recertification Credits HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates

More information

JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver

JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS. LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB DESCRIPTION DIRECTOR, HUMAN RESOURCES & COMMUNICATIONS LOCATION: Vancouver Native Housing Society Head Office, Vancouver JOB GOAL: The Director, Human Resources & Communications plans, directs and

More information

Program: Human Resources Program Based Budget 2013-2015. Page 41

Program: Human Resources Program Based Budget 2013-2015. Page 41 Program: Human Resources Program Based Budget 2013-2015 Page 41 Program: Human Resources Vision Statement: To be the principal authority for human resources management and a key strategic contributor to

More information

Defining Human Resources Moving to Strategic HR

Defining Human Resources Moving to Strategic HR Defining Human Resources Moving to Strategic HR P r e s e n t e d b y : S a s k a t c h e w a n S c h o o l B o a r d s A s s o c i a t i o n S c h o o l F o r T r u s t e e s - J a n u a r y 1 7, 1 8,

More information

Understanding PHR, SPHR, and GPHR recertification

Understanding PHR, SPHR, and GPHR recertification Understanding PHR, SPHR, and GPHR recertification What is the PHR, SPHR, and GPHR? Each certification widely recognized in the HR Industry, by HRCI, and by SHRM Like the CPA of HR Varying levels How to

More information

Program: Human Resources Program Based Budget 2014-2016. Page 39

Program: Human Resources Program Based Budget 2014-2016. Page 39 Program: Human Resources Program Based Budget 2014-2016 Page 39 Program: Human Resources Vision Statement: To be the principal authority for human resources management and a key strategic contributor to

More information

CLASS SPECIFICATION Human Resources Director. Nonrepresented/All Bureau Directors hired after December 31, 2000 are exempt from Civil Service

CLASS SPECIFICATION Human Resources Director. Nonrepresented/All Bureau Directors hired after December 31, 2000 are exempt from Civil Service City of Portland Job Code: 30000409 CLASS SPECIFICATION Human Resources Director FLSA Status: Union Representation: Exempt Nonrepresented/All Bureau Directors hired after December 31, 2000 are exempt from

More information

Preparing to Challenge the CHIMA National Certification Examination

Preparing to Challenge the CHIMA National Certification Examination Preparing to Challenge the CHIMA National Certification Examination Overview Introduction to CHIMA/CCHIM Exam & deadline dates Certification exams Multiple choice exams Development of exam Learning Outcomes

More information

Competency Requirements for Executive Director Candidates

Competency Requirements for Executive Director Candidates Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives

More information

National Home Inspector Certification Council. Policy & Procedures Manual

National Home Inspector Certification Council. Policy & Procedures Manual National Home Inspector Certification Council Policy & Procedures Manual INTRODUCTION The National Home Inspector Certification Council (NHICC) accreditation is an objective and reliable verification.

More information

Designation HRPA OFFICE OF THE REGISTRAR

Designation HRPA OFFICE OF THE REGISTRAR 2016 Guide to the CHRP Designation HRPA OFFICE OF THE REGISTRAR 1.0 TABLE OF CONTENTS Table of Contents... 1 AN OVERVIEW OF HRPA S CERTIFICATION PROCESS... 3 Certification and the public interest... 4

More information

MANAGER OF HUMAN RESOURCES CORPORATE SERVICES

MANAGER OF HUMAN RESOURCES CORPORATE SERVICES MANAGER OF HUMAN RESOURCES CORPORATE SERVICES GENERAL PURPOSE The Manager of Human Resources is responsible for the overall management and support provided through the County s Human Resources unit. The

More information

Branch Human Resources

Branch Human Resources Branch Human Resources Introduction An organization s ability to deliver services to citizens is highly dependant on the capacity of its workforce. Changing demographics will result in increasing numbers

More information

Guide to the HRPA Application for Membership

Guide to the HRPA Application for Membership Guide to the HRPA Application for Membership Who We Are The Human Resources Professionals Association (HRPA) represents and regulates the HR Profession in Ontario. It is Canada s largest professional body

More information

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM 1 HR CERTIFICATION INSTITUTE hrci.org 16% 32% 23% 29% ABOUT THE HRMP SM CREDENTIAL Human Resource Management Professional

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

HR Management Standards

HR Management Standards HR Management Standards The HR Council for the Voluntary & Non-profit Sector (HR Council) works with organizations, educators, labour and government to identify and address issues related to paid employment

More information

Diploma in Human Resources Management

Diploma in Human Resources Management Diploma in Human Resources Management Contents Looking for a Career in Human Resources?... 1 How can a McGill Program prepare you for a career in Human Resources?... 2 Which of McGill s Human Resources

More information

STANDARDS PROGRAM For Canada s Charities & Nonprofits

STANDARDS PROGRAM For Canada s Charities & Nonprofits STANDARDS PROGRAM For Canada s Charities & Nonprofits Released April 2012 Lions Foundation of Canada Dog Guides SickKids Foundation World Vision Enhancing governance and effectiveness Founding and presenting

More information

BUSINESS HUMAN RESOURCES PROGRAM (B134)

BUSINESS HUMAN RESOURCES PROGRAM (B134) BUSINESS HUMAN RESOURCES PROGRAM (B134) PROGRAM NAME COURSE CODE SCHOOL CENTRE LOCATION DURATION Business - Human Resources B134 School of Human Resources Business St. James Campus 2 years (4 semesters)

More information

BUSINESS HUMAN RESOURCES PROGRAM (B134)

BUSINESS HUMAN RESOURCES PROGRAM (B134) BUSINESS HUMAN RESOURCES PROGRAM (B134) PROGRAM NAME COURSE CODE SCHOOL CENTRE LOCATION DURATION Business - Human Resources B134 School of Human Resources Business St. James Campus 2 years (4 semesters)

More information

CIAC CALL CENTER MANAGEMENT COMPETENCIES

CIAC CALL CENTER MANAGEMENT COMPETENCIES CIAC CALL CENTER MANAGEMENT COMPETENCIES CIAC-Certified Operations Manager (CCOM) These competencies represent the knowledge, skill, and behavioral requirements for professionals pursuing certification

More information

Human Resources Department 203.6 FTE s

Human Resources Department 203.6 FTE s 27 Human Resources Human Resources Department 203.6 FTE s General Manager Human Resources 4 FTE's Director Labour Relations 2 FTE's Director Organizational Effectiveness 2 FTE's Director Compensation,

More information

BUSINESS PLAN: Human Resources

BUSINESS PLAN: Human Resources BUSINESS PLAN: Human Resources How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy A vibrant and diverse community A green and growing City

More information

02 - HUMAN RESOURCES / STAFFING

02 - HUMAN RESOURCES / STAFFING 02 - HUMAN RESOURCES / STAFFING 02.01 Position management Electronic records Data used in the management of employment positions: incumbents, position status, job descriptions, position groups, benefit

More information

BRITISH COLUMBIA INSTITUTE OF TECHNOLOGY POSITION DESCRIPTION. Vice President, Human Resources and People Development

BRITISH COLUMBIA INSTITUTE OF TECHNOLOGY POSITION DESCRIPTION. Vice President, Human Resources and People Development BRITISH COLUMBIA INSTITUTE OF TECHNOLOGY POSITION DESCRIPTION POSITION: DEPARTMENT: REPORTS TO: Manager, Total Compensation and Analytics Human Resources Vice President, Human Resources and People Development

More information

COURSE OUTLINE. APPROVED BY: Chair/Dean

COURSE OUTLINE. APPROVED BY: Chair/Dean OUTLINE SCHOOL: DEPARTMENT: PROGRAM: TITLE: School of Business Business and Management Human Resource Management Human Resource Management CODE: HRMT 301 TOTAL HOURS: 45 PRE-REQUISITES/CO- REQUISITES:

More information

PUBLIC ACCOUNTANTS COUNCIL HANDBOOK

PUBLIC ACCOUNTANTS COUNCIL HANDBOOK PUBLIC ACCOUNTANTS COUNCIL HANDBOOK Adopted by the Public Accountants Council for the Province of Ontario: April 17, 2006 PART I: PROFESSIONAL COMPETENCY REQUIREMENTS FOR PUBLIC ACCOUNTING PART II: PRACTICAL

More information

HRBP Human Resource business professional HRBP SM

HRBP Human Resource business professional HRBP SM certification in human resources» HRBP Human Resource business professional HRBP SM body OF KNOWLEGE HR certification institute hrci.org HR Certification Institute 1 HRBP BODY OF KNOWLEDGE AT-A-GLANCE

More information

SASKATCHEWAN ASSOCIATION OF HUMAN RESOURCE PROFESSIONALS PROFESSIONAL DEVELOPMENT SPEAKER REQUEST FOR PROPOSAL

SASKATCHEWAN ASSOCIATION OF HUMAN RESOURCE PROFESSIONALS PROFESSIONAL DEVELOPMENT SPEAKER REQUEST FOR PROPOSAL SASKATCHEWAN ASSOCIATION OF HUMAN RESOURCE PROFESSIONALS PROFESSIONAL DEVELOPMENT SPEAKER REQUEST FOR PROPOSAL We invite HR professionals, industry experts, and learning and development practitioners from

More information

Standards for Advanced Programs in Educational Leadership

Standards for Advanced Programs in Educational Leadership Standards for Advanced Programs in Educational Leadership for Principals, Superintendents, Curriculum Directors, and Supervisors NATIONAL POLICY BOARD FOR EDUCATIONAL ADMINISTRATION Published January,

More information

HR WSQ Qualifications. Certified HR Professional Programmes

HR WSQ Qualifications. Certified HR Professional Programmes Human Resource WSQ HR WSQ Qualifications WSQ ADVANCED CERTIFICATE IN HUMAN RESOURCES 4 core + 4 Elective Units CORE UNITS Analyse and present research information (Level 3) Ensure compliance with relevant

More information

JOB DESCRIPTION. To provide leadership to the organization related to the Human Resources activities of the organization.

JOB DESCRIPTION. To provide leadership to the organization related to the Human Resources activities of the organization. JOB DESCRIPTION Title: Status: Responsible to: Director of Human Resources Full Time Executive Director Purpose: To provide leadership to the organization related to the Human Resources activities of the

More information

Certification Information

Certification Information Certification Information Section III - Organizational Learning, Training & Development ORGANIZATIONAL LEARNING, TRAINING & DEVELOPMENT Organizational Performance RPC:144 Aligns OLDT with business objectives

More information

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)

More information

Human Resource Assistant Payroll Practitioner

Human Resource Assistant Payroll Practitioner Human Resource Assistant Payroll Practitioner PROGRAM OBJECTIVES Rapid workforce change makes responsible and responsive human resources service delivery and management one of the most pressing and critical

More information

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION Under the direction of the Executive Dean of Institutional Effectiveness,

More information

Business Administration Human Resources Program Standard

Business Administration Human Resources Program Standard Business Administration Human Resources Program Standard The approved program standard for Business Administration Human Resources program of instruction leading to an Ontario College Advanced Diploma

More information

Role, Model and Service Commitment

Role, Model and Service Commitment Role, Model and Service Commitment Role of Monash HR Monash HR facilitates staff engagement and organisational performance within the framework of the Monash People Strategy. We work in partnership with

More information

Human Resources Best Practices Audit and Needs Assessment Tool

Human Resources Best Practices Audit and Needs Assessment Tool Human Resources Best Practices Audit and Needs Assessment Tool The Employers Choice Inc. 2 County Court Blvd., Suite 430 Brampton, ON L6W 3W8 Tel: 905-874-1035 Fax: 905-874-0280 Web: www.theemployerschoice.com

More information

THE CENTRE FOR LABOUR MANAGEMENT RELATIONS

THE CENTRE FOR LABOUR MANAGEMENT RELATIONS THE CENTRE FOR LABOUR MANAGEMENT RELATIONS The Centre for Labour Management Relations (CLMR) at Ryerson University is a multi-disciplinary research centre that seeks to promote collaborative, ethical,

More information

Report on FSCO s Compliance Reviews of Mortgage Brokerages. Financial Services Commission of Ontario Licensing and Market Conduct Division

Report on FSCO s Compliance Reviews of Mortgage Brokerages. Financial Services Commission of Ontario Licensing and Market Conduct Division Report on FSCO s Compliance Reviews of Mortgage Brokerages Financial Services Commission of Ontario Licensing and Market Conduct Division May 2010 TABLE OF CONTENTS EXECUTIVE SUMMARY...3 ABOUT FSCO...4

More information

Printer Friendly Version

Printer Friendly Version Printer Friendly Version EXAMINATION PREPARATION MANUAL FOR BOARD CERTIFICATION IN ORGANIZATION AND BUSINESS CONSULTING PSYCHOLOGY BY The American Board of Organizational and Business Consulting Psychology,

More information

Guidance Note: Corporate Governance - Board of Directors. March 2015. Ce document est aussi disponible en français.

Guidance Note: Corporate Governance - Board of Directors. March 2015. Ce document est aussi disponible en français. Guidance Note: Corporate Governance - Board of Directors March 2015 Ce document est aussi disponible en français. Applicability The Guidance Note: Corporate Governance - Board of Directors (the Guidance

More information

HUMAN RESOURCES ANALYST 3 1322

HUMAN RESOURCES ANALYST 3 1322 HUMAN RESOURCES ANALYST 3 1322 GENERAL DESCRIPTION OF CLASS Human Resource Analysts do strategic and operational management activities related to the performance of Human Resource in State agencies. Human

More information

York Catholic District School Board

York Catholic District School Board Ministry of Education York Catholic District School Board Follow-up Report to the Operational Review August 2012 TABLE OF CONTENTS 1. INTRODUCTION... 1 2. STATUS AND IMPLEMENTATION UPDATE... 3 3. GOVERNANCE

More information

BSB50607 Diploma of Human Resources Management. Course Overview

BSB50607 Diploma of Human Resources Management. Course Overview BSB50607 Diploma of Human Resources Management Course Overview Table of Contents Table of Contents... 1 1. Welcome... 2 1.1 VECCI Team... 2 2. BSB50607 Diploma of Human Resources Management... 2 2.1 Program

More information

ABHE Commission on Accreditation Manual

ABHE Commission on Accreditation Manual 2012 ABHE Commission on Accreditation Manual 2012, Ed.1 EXCERPT All rights reserved, no part of the Manual may be reproduced in any form or by any electronic or mechanical means, including information

More information

HEALTH INFORMATION MANAGEMENT (HIM) HUMAN RESOURCE PACKAGE

HEALTH INFORMATION MANAGEMENT (HIM) HUMAN RESOURCE PACKAGE HEALTH INFORMATION MANAGEMENT (HIM) HUMAN RESOURCE PACKAGE Revised July 2013 TABLE OF CONTENTS Historical Background Education and Registration Mandate of the Canadian College of HIM 1 How Does the Organization

More information

Human Resources CORPORATE SERVICES 82 HUMAN RESOURCES 2016 2018 BUSINESS PLAN

Human Resources CORPORATE SERVICES 82 HUMAN RESOURCES 2016 2018 BUSINESS PLAN Human Resources CORPORATE SERVICES 82 HUMAN RESOURCES 2016 2018 BUSINESS PLAN Table of Contents INTRODUCTION Our Branch 85 CONTRIBUTION TO THE CITY S VISION The Way Ahead 87 Council Initiatives 87 CLT

More information

Certified Nonprofit Consultant (CNC)

Certified Nonprofit Consultant (CNC) Certified Nonprofit Consultant (CNC) WHY DO EXECUTIVES SECURE THE CNC CREDENTIAL?...to validate their professional achievements and personal commitment to advance the common good. Certified Fundraising

More information

Creating Success Through Leadership OPPORTUNITY PROFILE. Director, Human Resources

Creating Success Through Leadership OPPORTUNITY PROFILE. Director, Human Resources Creating Success Through Leadership OPPORTUNITY PROFILE Director, Human Resources July 2014 OPPORTUNITY PROFILE About Concordia University College Concordia s history has been marked by steady growth and

More information

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)

More information

UNIVERSITY OF YORK POSTGRADUATE PROGRAMME REGULATIONS

UNIVERSITY OF YORK POSTGRADUATE PROGRAMME REGULATIONS UNIVERSITY OF YORK POSTGRADUATE PROGRAMME REGULATIONS This document applies to students who commence the programme(s) in: Awarding institution University of York Department(s) The York Management School

More information

Online Training. Training Categories: Page 2. Workplace Wellness (6 videos) Health and Safety (17 videos) Page 3. Page 6. Leadership (7 videos) Page 7

Online Training. Training Categories: Page 2. Workplace Wellness (6 videos) Health and Safety (17 videos) Page 3. Page 6. Leadership (7 videos) Page 7 Training Categories: Page 2 Workplace Wellness (6 videos) Our employee wellness training videos on topics such as Respect in the Workplace, Stress Management, Ergonomics and Substance Abuse are intended

More information

DoDEA Personnel Center HR Competency Definitions

DoDEA Personnel Center HR Competency Definitions DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer

More information

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students

More information

THE CORPORATION OF THE CITY OF WINDSOR POLICY

THE CORPORATION OF THE CITY OF WINDSOR POLICY THE CORPORATION OF THE CITY OF WINDSOR POLICY Service Area: Office of the City Clerk Policy No.: HRDEV POL - 0001 Department: Human Resources Approval Date: March 23, 2015 Division: Organizational Development

More information

CCTM: The Measure of Community Transit Excellence

CCTM: The Measure of Community Transit Excellence CCTM: The Measure of Community Transit Excellence The best community transportation managers in the country have the initials CCTM after their name. They have proven their excellence by becoming recognized

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

A FRAMEWORK FOR SUCCESS

A FRAMEWORK FOR SUCCESS THE BODY OF KNOWLEDGE FOR MEDICAL PRACTICE MANAGEMENT A FRAMEWORK FOR SUCCESS Medical Group Management Association It s a direct reference to what we do on a daily basis, of what you need to know... Professionals

More information

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit JOB TITLE NAME UNIT REPORTS TO JOB FAMILY Organizational Development Specialist Vacant Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

More information

CERTIFICATIONS IN HUMAN RESOURCES» ASSOCIATE PROFESSIONAL IN HUMAN RESOURCES. aphr EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCES» ASSOCIATE PROFESSIONAL IN HUMAN RESOURCES. aphr EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» aphr ASSOCIATE PROFESSIONAL IN HUMAN RESOURCES aphr EXAM CONTENT OUTLINE aphr TM EXAM CONTENT OUTLINE AT-A-GLANCE aphr TM EXAM WEIGHTING BY FUNCTIONAL AREA» HR Operations

More information

DRAFT Code of Ethics. Approved by Council <date>

DRAFT Code of Ethics. Approved by Council <date> DRAFT Code of Ethics Approved by Council CADA Code of Ethics: Preamble Statement Introduction The Code of Ethics was developed by the College of Alberta Dental Assistants (the College) in consultation

More information

B126 Business Administration Project Management MTCU code - 60200 Program Learning Outcomes

B126 Business Administration Project Management MTCU code - 60200 Program Learning Outcomes B126 Business Administration Project Management MTCU code - 60200 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes The graduate has reliably demonstrated the ability to 1. evaluate

More information

Masters Comprehensive Exam and Rubric (Rev. July 17, 2014)

Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) 1 Educational Leadership & Policy Studies Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) The comprehensive exam is intended as a final assessment of a student s ability to integrate important

More information

Creating Tomorrow s Public Service. May, 2009. A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service

Creating Tomorrow s Public Service. May, 2009. A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service Creating Tomorrow s Public Service May, 2009 A Corporate Human Resource Management Strategy For the Newfoundland and Labrador Core Public Service 1 The Role of Public Service Employees As professionals,

More information

Activity Guide Innovation & Growth Nova Scotia Public Service Commission

Activity Guide Innovation & Growth Nova Scotia Public Service Commission TALENT MANAGEMENT Activity Guide This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction. Innovation & Growth Nova Scotia Public Service Commission

More information

Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland

Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland Who We Are Established in 2003, we are one of Ireland s best-known and respected providers

More information

Policy Number 409 Employment Standards for Persons with Disabilities Authorized by & date Executive Director, December 16, 2015 Revisions & date

Policy Number 409 Employment Standards for Persons with Disabilities Authorized by & date Executive Director, December 16, 2015 Revisions & date Category HR & Employment Policy Number 409 Name Employment Standards for Persons with Disabilities Authorized by & date Executive Director, December 16, 2015 Revisions & date Context & Rationale The Press

More information

Practical Experience Requirements

Practical Experience Requirements CPA Practical Experience Requirements Effective September 1, 2014 NATIONAL STANDARDS 2014 Chartered Professional Accountants of Canada All rights reserved. This publication is protected by copyright and

More information

Overview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES)

Overview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES) Overview of the Executive Core Qualifications: Preparing for the Senior Executive Service (SES) Presenters: Cheryl Abram Senior Executive Resources and Performance Management UNITED STATES OFFICE OF PERSONNEL

More information

Training and Human Resources Manager

Training and Human Resources Manager UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF CALIFORNIA Training and Human Resources Manager Job Summary This position is located in the Administrative Section of the United States Bankruptcy Court

More information

REE Position Management and Workforce/Succession Planning Checklist

REE Position Management and Workforce/Succession Planning Checklist Appendix A REE Position Management and Workforce/Succession Planning Checklist Agency: Division /Office: Position Number: Date: Supervisor: Vacancy Announcement (if Recruit): Position Title/Series/Grade:

More information

Human Resource Management

Human Resource Management Human Resource Management Red Deer College Certificate Program Program Overview: This program is designed to provide Human Resource Professionals with a strategic and coherent approach to the management

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

POSITION DESCRIPTION KEY RESULT AREAS

POSITION DESCRIPTION KEY RESULT AREAS POSITION DESCRIPTION Position Title: Project Manager Date: January 2013 Department: Business Improvement team Position code: Sub department: Position level: D (Professional) Location: Sydney Geographic

More information

MANAGING BROKER PROGRAM COMPETENCIES AND CURRICULUM

MANAGING BROKER PROGRAM COMPETENCIES AND CURRICULUM MANAGING BROKER PROGRAM COMPETENCIES AND CURRICULUM Preface The Mortgage Broker Regulators Council of Canada (MBRCC) is an inter-jurisdictional association of senior administrative officers representing

More information

Procurement Capability Standards

Procurement Capability Standards IPAA PROFESSIONAL CAPABILITIES PROJECT Procurement Capability Standards Definition Professional Role Procurement is the process of acquiring goods and/or services. It can include: identifying a procurement

More information

RECERTIFICATION PROVIDER PROGRAM

RECERTIFICATION PROVIDER PROGRAM 2016 SHRM RECERTIFICATION PROVIDER PROGRAM GUIDE SHRM-CP SHRM-SCP SHRM CERTIFICATION SHRM RECERTIFICATION PROVIDER Program Guide Introduction A continued commitment to lifelong learning is a critical component

More information

Department of Human Resources DCHR (BE)

Department of Human Resources DCHR (BE) DCHR (BE) MISSION The mission of the DC (DCHR) is to strengthen individual and organizational performance and enable the District government to attract, develop, and retain a highly qualified, diverse

More information

Fact sheet and frequently asked questions: Continuing professional

Fact sheet and frequently asked questions: Continuing professional Fact Sheet and FAQ January 2012 Fact sheet and frequently asked questions: Continuing professional development (CPD) Background The National Board released its draft continuing professional development

More information

Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS. www.fic.gov.bc.ca

Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS. www.fic.gov.bc.ca Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS www.fic.gov.bc.ca INTRODUCTION The Financial Institutions Commission 1 (FICOM) holds the Board of Directors 2 (board) accountable for the stewardship

More information

Permission to Reproduce

Permission to Reproduce Business Human Resources Program Standard The approved program standard for Business Human Resources program of instruction leading to an Ontario College Diploma delivered by Ontario Colleges of Applied

More information

To outline consistent recruitment and employment practices for Alberta Health Services (AHS).

To outline consistent recruitment and employment practices for Alberta Health Services (AHS). TITLE RECRUITMENT AND EMPLOYMENT PRACTICES SCOPE Provincial DOCUMENT # 1116 APPROVAL LEVEL Executive Leadership Team SPONSOR Human Resources INITIAL EFFECTIVE DATE June 24, 2009 CATEGORY Employee & Associate

More information

The Graduate School STRATEGIC PLAN 2007-2016

The Graduate School STRATEGIC PLAN 2007-2016 The Graduate School STRATEGIC PLAN 2007-2016 Table of Contents Page 1. Introduction 4 2. The Graduate School s Mission, Vision and Core Values.. 5 3. Strategic Advantages. 6 4. Strategic Challenges.. 7

More information

Performance Appraisal: Director of Education. Date of Next Review: September 2015 (every 2 years)

Performance Appraisal: Director of Education. Date of Next Review: September 2015 (every 2 years) POLICY SECTION: SUB-SECTION: POLICY NAME: POLICY NO: Board of Trustees Director Performance Appraisal: Director of Education H.C.06 Date Approved: September 26, 2013 Date of Next Review: September 2015

More information