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