Professional Competency Framework

Human Resources
Professional Competency
Framework
2014 Human Resources Professionals Association (HRPA). This material either in part or in whole may not be copied, sold, licensed,
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HUMAN RESOURCES PROFESSIONALS ASSOCIATION

Human Resources
Professional Competency Framework
ACKNOWLEDGMENTS
The HRPA Board of Directors would like to acknowledge the contribution of the following
volunteers in the development of the HR Professional Competency Framework.
THE HR PROFESSIONAL COMPETENCY FRAMEWORK TASK FORCE
Antoinette Blunt, CHRL, CHRE, FCHRP, Chair

Debbie Bennett, CHRL, CHRE
Brenda Clark, CHRL, CHRE
Louise Taylor-Green, CHRL, CHRE
Dr. Parbudyal Singh
HR PROFESSIONAL COMPETENCY FRAMEWORK

FOCUS GROUP PARTICIPANTS
Brett Abram, CHRL Shady Hana, CHRL Rochelle Pelletier, CHRL

Tammy Anderson, CHRL Bev Hand Lynda Polan, CHRL
Kim Aspden, CHRL Renee Hannes, CHRL Jane Robitaille, CHRL
Rosemarie Auld, CHRL John Hardisty, CHRL Janet Claudia Rodas, CHRL
Franca Berti-Bogojevic, CHRL Julie Haynes, CHRL Yosie Saint-Cyr
Loradonna Botter, CHRL Susan Hunter, CHRL Ravinder Sanghera, CHRL
Margaret Braun, CHRE Maria Kapsamer, CHRL Mark Schrader, CHRL
Carol Calvert, CHRL Susan Keast, CHRL Naseem Sherwani
Manny Campione, CHRL Lorri Kennis, CHRL Joanna Stanko, CHRL
Dr. Nita Chhinzer Daria Kowalyk, CHRL Michael Stanojcic, CHRL
Jennifer Chung, CHRL Mary Kutarna, CHRL Wendy Sullivan, CHRL
Robyn Cramer, CHRL Rhonda Lewis, CHRL, CHRE Lelean Tait, CHRL
Elena Daly, CHRL Donna Licowsky, CHRL Mari Ann Tammark , CHRL
Jennifer DAntonio, CHRL Murray MacAlpine, CHRL Lu Traikovich-Gonsalves, CHRL
Joanne Echlin, CHRL Danielle Mandell, CHRL Rafael Uzeda de Oliveira, CHRL
Ali Farooqui, CHRL Susan Mangar, CHRL Susan Walsh, CHRL
Belinda Fernandez, CHRL Nicolette Mapplebeck, CHRL Jane Watson, CHRL
Heidi Flynn, CHRL Colleen McBride Joan Whitman, CHRL
Scot Forsyth, CHRL Joanne Melanson, CHRL Kristine Wulf, CHRL
Michelle Francis, CHRL Preiti Momaya, CHRL Anjana Yachamanani, CHRL
Denise Ghanam, CHRL Heather NearHopkins, CHRL Andrew Yu, CHRL
Dennis Good, CHRL Erin Noble, CHRL Zhenchen (Daniel) Zhu, CHRL
Sindy Goodman, CHRL Sarah Northrup, CHRL
Andrea Hampton, CHRL Kristie Obright, CHRL
2014 Human Resources Professionals Association 2

Human Resources
CONTENTS
A COMPETENCY FUNCTIONAL
FRAMEWORK FOR THE HUMAN COMPETENCIES
RESOURCES PROFESSION 4 MATRICES 27
What is a Competency? 4 10 Strategy 27
Functional and Enabling 20 Professional Practice 42

Competencies 5
30 Organizational
Hierarchical Organization 5 Effectiveness 53
Origin 6 40 Workforce Planning and

Talent Management 66
Uses 6
50 Labour and
Levels of Human Resources
Employee Relations 83
Professionals in Ontario 6
60 Total Rewards 96
Competency Framework 8
70 Learning and Development 105
FUNCTIONAL AREAS,
GROUPINGS, AND 80 Health, Wellness,
UNDERLYING COMPETENCIES 9 and Safe Workplace 117
ENABLING COMPETENCIES 26 90 Human Resources Metrics,

Reporting, and Financial
Management 126
ENABLING COMPETENCIES
MATRIX 135

Human Resources
A COMPETENCY FRAMEWORK FOR THE HUMAN

RESOURCES PROFESSION
WHAT IS A COMPETENCY?
A competency is a cluster of related knowledge, skills, abilities, and characteristics that

are related to the performance of a significant aspect of the practice of a profession.
A competency model is a collection of competencies that are relevant to the

performance in a particular job, job family, or functional area.
A competency framework is a broad framework for integrating, organizing, and

aligning various competency models.
A key aspect of competency the sum of its partsmeaning that behavioural indicators, which are
modelling is the notion of having knowledge, skill, or ability descriptions of performance one
performance. Competency is the may not, in isolation, be sufficient would expect at a given level.
ability to perform a certain task. to be competent. Knowledge,
The actual performance of a task skill, or ability may be essential These behavioural indicators are
is evidenced as a behavioural for competence but they are not descriptions of what it looks like to
indicator. the same as competence. There demonstrate a given competency.
The view of the Human Resources must always be performance of Behavioural indicators have the
Professional Association (HRPA) some sort, where knowledge and/ following characteristics:
towards competency modelling is or comprehension are necessary for
They are highly specific markers
that knowing and understanding that performance.
that, if present, imply that the
are not competencies. Indeed, In other words, knowledge for
person has the competency in
although a competency is a cluster knowledges sake or comprehension
question.
of related knowledge, skills, for comprehensions sake is not that
They help set the degree and
abilities, and characteristics that useful. It is only when knowledge
scope of expectation for each
are related to the performance of or comprehension is used to
level of HR professional.
a significant aspect of the practice accomplish a task (performance)
They are examples of observable
of a profession, it is understood that they become useful. For this
behaviours.
that a competency is more than reason, HRPA has focused on

Human Resources
Within a set (or cell, in the tables to the performance of HR tasks but marked with an asterisk. Similarly,
that follow), they are not to be are nonetheless required for the behavioural indicators may be
taken as an exhaustive list. performance of such tasks. repeated across competencies and
It would have been possible to between levels as appropriate (these
One of the challenges of developing
consider enabling competencies as are not specifically marked).
a competency model for the HR
fundamental skills underlying the
profession is the wide variety of
various functional competencies. FUNCTIONAL
roles performed by HR professionals
However, because of the AREAS
and the wide variety of contexts
pervasiveness and importance of
in which HR professionals practise
these skills, it makes sense to refer
their profession. It is not expected
to them separately as enabling
that all professionals will be required GROUPING OF
competencies. By separating RELATED COMPETENCIES
to demonstrate all competencies
these enabling competencies, we
in their work or even throughout
recognize their distinct contribution
their career. The HRPA Human
to performance as an HR
Resources Professional Competency SPECIFIC
professional. COMPETENCIES
Framework applies to the broad HR
Despite this, there is a strong
profession and not just to specific
relationship between enabling and A numbering system is
roles or career levels, industries,
functional competencies. It needs employed to categorize the various
regions, or organization sizes. All
to be recognized that all functional competency elements. The numbers
competencies are relevant to all
competencies imply some level 10 through 90 are used to denote
levels within the HR profession,
of proficiency within the enabling the 9 functional areas. Groupings
although the manner in which any
competencies, and enabling are marked as a numeral after
given competency may be expressed
competencies on their own are the decimal (e.g., 10.1 is the first
will differ depending on the level,
not enough to define the scope of grouping in the first functional
role, industry, and organization size.
professional HR practice. area). Competencies are numbered
FUNCTIONAL AND starting with C001, and are simply
ENABLING COMPETENCIES HIERARCHICAL ORGANIZATION sequential starting from grouping
The HRPA Human Resources It is useful to organize competencies 10.1. Finally, behavioural indicators
Professional Competency hierarchicallyfrom the broader to all begin with the letter B, and
Framework recognizes two kinds the more specific or from the more then 1 if they originate as Level 1
of competenciesfunctional specific to the broader. (e.g., B1001), 2 if they originate as
competencies and enabling At the narrowest level of detail Level 2 (e.g., B2001), and 3 if they
competencies. At the outset, are the specific competencies. originate as Level 3 (B3001). A Level
it should be noted that this These may be regrouped into what 1 behavioural indicator will still start
distinction is somewhat artificial are called groupings of related with B1 even if it is repeated under
but it is made because it is useful competencies. At the broadest level Level 2 or Level 3, and a Level 2
in a number of ways. A functional are the functional areas. behavioural indicator will start with
competency relates to the Note that some competency B2 even if it is repeated under
competence to perform tasks that statements may be repeated Level 3.
are within the scope of practice under different groupings, if that The numbering system is for
of HR professionals. Enabling same competency is necessary for convenience only. Likewise, the
competencies are more generic success in more than one grouping. order in which competencies and
competencies that are not specific Competencies that are repeated are behavioural indicators appear is

Human Resources
not intended to denote any special purposes in Ontario. Accordingly, it USES

meaning or to imply the order in contracted Wickett Measurement This Competency Framework serves
which activities should occur in Systems to create functional to inform the role, function and
practice. competencies at a finer level of services HRPA provides. It serves
detail, to develop behavioural as the foundation for all credential
ORIGIN indicators across three levels of requirements. It can be used to
In 2012/13, the Canadian Council HR professionals and to fully establish education requirements,
of Human Resources Associations develop and expand on the enabling for examination development, and
worked with HR associations competencies. An HR Competency for career planning.
and subject matter experts Task Force was struck to oversee This document is also valuable
across Canada to develop a the project, representing experts in to employers and employees
new Competency Framework HR. Further, 10 focus groups were because it sets out the reasonable
for Certified Human Resources held with representation from all expectations for those working in
Professionals. HRPA participated of Ontario to review the work and HR roles. Educators can use the
in the development sessions. This provide suggestions for additions, information provided here to inform
work culminated in the development deletions and edits. and build curriculum, and students
of 44 functional tasks across 9 and candidates can use it to inform
functional areas. their preparations and study. Finally,
Notwithstanding the excellent allied professionals can use the
work resulting from the CCHRA document as a resource for the
initiative, HRPA identified the need scope of practice of those working
for additional scope of detail for its as HR professionals.
LEVELS OF HUMAN RESOURCES PROFESSIONALS IN ONTARIO
CHRP titles such as Human Resources carrying out their duties thoroughly
HR professionals at the CHRP Assistant, Staffing Coordinator, and with discretion, but are not
level act in a contributing role in Human Resources Clerk, or Human expected to lead activities or design
a larger HR function or act as the Resources Coordinator. systems. Though their work is
sole HR practitioner in a small This person may or may not subject to regular oversight, they do
HR function. These roles are have specialized HR training, but not need monitoring of all their daily
mostly administrative in nature. is capable of learning the skills to tasks.
Individuals at this level have support the HR function in a small
responsibilities such as, but not or large organization. They would CHRL
limited to, supporting HR initiatives, report to a more senior HR staff HR professionals at the CHRL level
executing tasks passed down from member. They must have strong can be found in either specialist or
management, and operating at the attention to detail and be motivated generalist positions. Individuals at
tactical and transactional levels. to develop their skills and knowledge this level have responsibilities such
These roles could be understood relating to the HR function they are as, but not limited to, managing
as technologist or technician supporting. projects, programs, and initiatives;
roles. Individuals at the CHRP CHRP level staff members are implementing plans passed down
level will often have position expected to be accountable for senior management; and delegating

Human Resources
tasks to entry-level staff. In CHRE

professional matters, individuals HR professionals at the CHRE level
at this level can act independently. can be found in either specialist
Individuals at CHRL will often have or generalist positions but have
position titles such as Director of a high level of experience and
HR, Human Resources Manager, responsibility. Individuals at this
Human Resources Generalist, and level have responsibilities such
Human Resources Specialist. as, but not limited to, leading the
CHRL level professionals have HR function and developing and
received specialized training in HR executing significant HR projects.
and have spent at least three years Individuals at CHRE will often have
working full time in an HR setting. position titles such as Vice President
They may be expected to report of Human Resources, Director of HR
to the Vice President of Human or Principal.
Resources in a large firm or to be A CHRE level HR professional is
the most senior HR person at a a person who, through personal
smaller firm. They may have one or attributes and achievements, has
more front-line HR staff reporting reached the upper echelons of the
to them, though in a small firm profession. Although most CHRE
they may be expected to perform level HR professionals will be found
all HR functions themselves. They in corporations and the public sector,
are expected to understand and be CHRE professionals are also found in
capable in all the HR functions and other settings, such as consulting.
to be able to understand how all the CHRE level professionals have
functions work together within a all the capabilities found at the
larger system. CHRL level, but have refined
They must not only be able their skills through experience
to carry out HR functions with across business cycles and across
proficiency, but also to create HR different types of organizations.
systems that support the mandate They are adept at seeing the big
of the firm. At a large firm, or one picture and think outside their own
spread across many geographic domain to enhance the success
locations and/or business lines, of the organization in which they
CHRL level professionals may call on work. They have left the technical
other experts to help them in their aspects of the HR function behind
tasks. CHRL level staff members for the most part and now focus on
understand that they are an short- and long-term strategy and
important part of the success of an on implementing systems at an
organization and that they will often organization-wide level.
have sole responsibility for many
critical HR functions. They must be
consummate professionals who do
not need regular oversight.

Human Resources
COMPETENCY FRAMEWORK
The diagram below illustrates the functional areas and enabling competencies in the HRPA Human Resources
Professional Competency Framework. The numbering of the functional areas below corresponds to that used in the
text that follows.
Critical Emotional
Thinking Intelligence
Analysis
Project
AL
Technological Management
DU
Savvy
TE
IVI
AM
90
IND
HRmetrics, 10
reportingand Strategy Decision
ResearchSkills MakingSkills
nancial
management
80
Health,
20
Wellness,
Professional
andSafe
Practices
Workplace
QuantitativeSkills
HR BusinessAcumen
70
COMPETENCY 30
Learningand FRAMEWORK Organizational
development Effectiveness
CriticalLegal Independence
Thinking 40
60
Workforceplanning
Total
andtalent
Rewards 50
management
Labourand
employee
relations EthicalBehaviours
Integration andProfessionalism
Strategicand
Organizational Relationship
Leadership Negotiation Management
andInuencing
ORGANIZATION

Human Resources
FUNCTIONAL AREAS, GROUPINGS,
AND UNDERLYING COMPETENCIES
Without the 10 STRATEGY

behavioural
indicators. A cluster of competencies related to the ability
*An asterisk is to think and act strategically in regards to
used to denote a organizations, business, and the HR function.
competency that
appears more
than once.
10.1 STRATEGIC PERSPECTIVE
C001* Maintain awareness of broad economic, societal, technological,
political, global, and demographic trends.
C002* Identify HR opportunities and risks inherent in changes in economic,

societal, technological, political, and demographic forces.
C003 Formulate HR strategies within the organization that are informed

by factors that are both internal and external to the organization.
C004 Execute HR strategies that enhance the value of the human

resources within the organization.
10.2 GOVERNANCE PRINCIPLES

C005 Maintain awareness of leading practices in governance.
C006 Understand the relationship between governance and the

execution of strategy within the organization.
C007* Include governance considerations in the development

of HR strategies.
C008 Adhere to governance requirements in the execution

of HR strategies.
10.3 LEADERSHIP
C009 Maintain understanding of the roles and responsibilities of the
governing body and leadership.
C010 Maintain understanding of the relationships between the

organization and its stakeholders.
C011 Lead the organizations HR function with due consideration for the
roles and responsibilities of leadership and the governing body.
C012 Provide leadership to the staff in the HR department.

Human Resources
C013 Direct HR activities towards the implementation of

the business plan.
C014* Manage risk in the execution of HR activities.
10.4 BUSINESS ACUMEN

C015* Maintain understanding of the organizations vision,
mission, values, and goals.
C016 Apply sound business practices in carrying out the HR function.
C017 Participate with other business leaders in the development

of organizational strategy.
C018 Direct the HR function towards realizing the organizations

vision and goals.
C019* Adhere to the organizations values while carrying out its mission.
10.5 STRATEGIC ALIGNMENT

C020 Gain comprehensive understanding of the organizations
strategic plan.
C021 Assess variances between current HR practices and those required

to achieve the organizations strategic plan.
C022 Develop potential tactics to achieve desired HR practices.
C023 Evaluate the relative efficacy of alternative tactical options.
C024 Establish a work plan that prioritizes the most effective steps to
achieve the desired HR practices.
C025 Manage the HR practices work plan, ensuring that the strategic
goals of the organization form the benchmark for success.
10.6 INTERNATIONAL HUMAN RESOURCES MANAGEMENT

C026 Integrate direction from a foreign head office into the
context of Canadian operations.
C026b Apply practices from Canadian head office into the operations
of a foreign field office.
C027 Develop an overall HR strategy that can be adapted to

various national contexts.

Human Resources
20 PROFESSIONAL PRACTICE
A cluster of competencies related to the ability to
conduct oneself in a professional manner and to
exhibit high levels of professionalism in all contexts
and situations.
20.1 BALANCED INTERESTS

C028 Build productive relationships both inside and outside
the organization.
C029 Adhere to accepted HR standards of practice.
C030* Balance the interests of all affected parties in carrying

out HR activities.
C031 Act with integrity in all undertakings.
C032 Make decisions only after considering all accessible

and relevant facts.
20.2 ETHICS
C033 Adhere to the HRPA Rules of Professional Conduct
in all undertakings.
C034 Model ethical practices for staff.
C030* Balance the interests of all affected parties in carrying

out HR activities.
20.3 LEGAL
C035 Demonstrate understanding of the application of HR legal
requirements in the workplace.
C036 Keep current on changes to the laws that govern HR practices.
C037 Adhere to legal requirements in carrying out all HR activities.
C038 Identify risks to the organization stemming from the need to adhere
to legal requirements.

Human Resources
20.4 RESPONSIBLE GOVERNANCE
C039 Assess the ethical implications of alternative courses of actions.
C040 Recommend only ethical solutions to problems.
C041 Promote ethical decision-making to the organizations leadership.
C007* Include governance considerations in the development of HR

strategies.
20.5 ADVANCEMENT OF THE PROFESSION

C042 Participate in activities that promote the HR profession.
C043 Promote the value of the HR profession in the workplace.
20.6 EVIDENCE-BASED APPROACH
C044 Consult the literature for solutions to HR challenges.
C045 Promote the use of data and quantitative and qualitative research in
the decision-making process.
C046 Document the rationale for HR decisions.
20.7 EXTERNAL TRENDS

C047 Evaluate the credibility of sources of information.
C048 Keep current on business information and trends.

C002* Identify HR opportunities and risks inherent in changes in economic,

societal, technological, political, and demographic forces.
C049 Evaluate the applicability of new concepts and technology to the

practice of HR within the organization.

Human Resources
30 ORGANIZATIONAL EFFECTIVENESS
A cluster of competencies related to using the
levers available to HR professionals to maximize
the performance of organizations, teams, and
individuals within the context of executing the
organizations strategy.
30.1 PRODUCTIVITY
C050 Develop potential initiatives that align culture and values with
organizational strategy.
C051* Measure employee productivity.
C052* Measure employee engagement and morale.
30.2 ORGANIZATIONAL STRUCTURE

C053 Diagnose when performance issues are due to organizational
design problems.
C054 Work out the organizational structure that is most suitable given
the organizational strategy and objectives.
C055 Implement organizational redesign initiatives.
30.3 EMPLOYEE ENGAGEMENT

C056 Maintain knowledge of literature on employee engagement.
C057 Advocate strategies to enhance employee engagement with

senior management.
C052* Measure employee engagement and morale.
C058 Develop potential strategies to enhance employee engagement.
C059 Create work plans to implement employee engagement initiatives.
C060 Assess the impact of employee engagement initiatives.
C051* Measure employee productivity.

Human Resources
30.4 RISK
C061 Identify the HR risk factors that may impede organizational
performance.
C062 Assess the potential impact of HR risk factors on

organizational performance.
C063 Develop initiatives that will minimize or mitigate the impact of

identified HR risk factors.
30.5 CHANGE MANAGEMENT
C064 Establish understanding of the short- and long-term goals of

planned organizational changes.
C065 Assess the HR implications of planned organizational changes.
C066 Evaluate the risks to success of an organizational change

management strategy.
C067 Contribute to the development of an organizational change

management strategy.
C068 Build an HR work plan to guide the necessary changes in concert

with the organizations change management strategy.
30.6 TEAM EFFECTIVENESS

C069 Diagnose the team dynamics that are at the root of
team dysfunction.
C070 Develop team-based interventions designed to improve

team effectiveness.
C071 Implement team-based interventions that improve

team effectiveness.
C072 Assess team leadership on ability to guide the team to

successfully meet established goals.
C073 Develop interventions to improve the effectiveness of

leadership teams.
C074 Implement interventions when there is evidence of

leadership team dysfunction.

Human Resources
30.7 JOB ANALYSIS

C075 Conduct a job analysis using an objective methodology that is
appropriate for the purpose for which the job analysis is conducted.
C076 Implement job enrichment, job enlargement, and job re-design

initiatives when deemed appropriate.
30.8 COMMUNICATING CHALLENGES AND DEVELOPMENTS
C077 Partner collaboratively with organizational leadership in the

development of communications.
C078 Communicate with employees in a manner that enhances

affiliation with the organization.
C079 Communicate with unions in a respectful manner that promotes

understanding of the organizations challenges and developments.
C080 Craft communications that accurately portray the state of the

organization and that are engaging for employees, unions,
and stakeholders.
C081 Measure communication effectiveness.
40 WORKFORCE PLANNING AND

TALENT MANAGEMENT
A cluster of competencies related to the
recruitment and deployment of human resources
within an organization.
40.1 WORKFORCE PLAN DEVELOPMENT

C015* Maintain understanding of the organizations vision, mission,
values, and goals.
C082 Create a future-focused workforce plan.
C083* Measure gaps in current talent needs.
C084* Assess future talent needs.
40.2 EMPLOYEE VALUE PROPOSITION

C085* Measure the impact of attraction initiatives.
C086* Identify the characteristics of desirable potential employees.
C087 Create an employee value proposition statement.

Human Resources
C088 Identify potential changes that would make the organization

more desirable to ideal potential employees.
C089 Advocate to organizational leadership for changes in the

organization that would make it more attractive as an employer.
40.3 WORKFORCE PLAN EXECUTION

C085* Measure the impact of attraction initiatives.
C090 Measure employee retention.
C083* Measure gaps in current talent needs.
C084* Assess future talent needs.
C086* Identify the characteristics of desirable potential employees.
C091 Execute a workforce plan in accordance with sound project

management principles.
C092 Determine the optimal methods for sourcing desirable

potential employees.
C093 Identify potential employees using an appropriate mix of

interviews, assessments, and reference checks.
C094 Select potential employees based on available evidence of fit with

organizational strategic objectives.
C095 Orient new employees to the culture of the organization and the
organizations strategic objectives.
C096 Train new employees in a manner consistent with their

competencies and the needs of the position.
C097 Create development plans for employees that are designed to fill
gaps between current and future organizational skills needs.
C098 Implement measures to retain top talent.
40.4 PERFORMANCE MANAGEMENT SYSTEM

C099 Develop a performance management system that aligns individual
performance objectives with organizational strategic goals.
C100 Create a timeline for the execution of performance

management evaluations.
C101 Oversee the organizations performance management system.
C102 Coach managers in how to set goals and expectations

with employees.

Human Resources
C103 Analyze gaps between individual performance and expectations.
C104 Coach managers in how to address gaps between individual

performance and expectations.
40.5 LEADERSHIP DEVELOPMENT

C105 Develop an effective succession planning process.
C106 Implement a succession planning process.
C107 Develop an effective program for the early identification and

tracking of leadership talent.
C108 Implement a program for the early identification and tracking

of leadership talent.
C109 Develop a developmental planning process for

high-potential individuals.
C110 Implement a developmental planning process for

high-potential individuals.
50 LABOUR AND EMPLOYEE RELATIONS

A cluster of competencies related to managing the
relationships between employer and employees.
50.1 COLLABORATIVE WORK ENVIRONMENT

C111 Seek opportunities for collaboration between the employer
and employees.
C112 Seek opportunities for collaboration between management and

unions and other representative groups.
C113 Encourage open and clear dialogue between management and

employees/unions.
C114 Focus collaboration between management and employees/unions

on the end goal of a productive and engaged workforce.
C115 Champion respectful communication in all interactions between

the employer and employees.
50.2 LEGISLATION, COLLECTIVE AGREEMENTS, AND POLICIES

C116 Maintain knowledge of the details of collective agreements in place
in the organization and in related organizations.

Human Resources
C117 Maintain knowledge of legislation that affects the HR practices at

the organization.
C015* Maintain understanding of the organizations vision, mission, values,

and goals.
C118 Treat employees in accordance with the principles of natural justice.
C119 Manage the risk of litigation and conflict in all interactions

with employees.
50.3 LABOUR AND EMPLOYEE RELATIONS STRATEGIES

C120 Evaluate the risks associated with alternative labour and
employee relations strategies.
C121 Evaluate the costs associated with alternative labour and

C122 Evaluate the benefits associated with alternative labour and

C123 Formulate alternative labour and employee relations strategies

to achieve business objectives.
C124 Analyze the overall strengths and weaknesses of alternative labour

and employee relations strategies.
C125 Recommend optimal labour and employee relations strategies.
50.4 NEGOTIATION
C126 Formulate negotiation strategies that take into consideration

variables within and outside the organization.
C127 Negotiate to resolve labour and employee disputes.
C128 Participate in mediation processes in an effective and balanced

manner.
C129 Participate effectively in or facilitate arbitration proceedings.
50.5 DIVERSITY MANAGEMENT AND INCLUSIVENESS

C130 Identify institutional structures or practices that may present
barriers to some facet of diversity.
C131 Develop an effective program to remove institutional structures or

practices that present barriers to some facet of diversity.

Human Resources
C132 Implement a program to remove institutional structures or practices

that present barriers to some facet of diversity.
50.6 REPRESENTING INDIVIDUALS AND

ORGANIZATIONS BEFORE TRIBUNALS
C133 Manage cases appearing before tribunals.
C134 Provide advice to individuals and organizations appearing before HR-

related tribunals.
60 TOTAL REWARDS
management of rewards within an organization in
a manner that maximally supports the execution of
60.1 TOTAL REWARDS STRUCTURE DEVELOPMENT
C135* Maintain knowledge of rewards structures in the organizations

sector, industry, and location.
C136 Create equitable and effective rewards structures which include

compensation, pensions, benefits, and perquisites.
C138 Make strategic use of rewards structure to encourage desired

employee behaviour.
C139* Ensure the rewards structure maintains its compliance with

legal requirements.
60.2 TOTAL REWARDS STRUCTURE IMPLEMENTATION

C140 Collect comparative data on total rewards in place at
competing organizations.
C141 Assign positions in the organization into the total rewards

structure using an appropriate job evaluation system.
C137* Implement programs and initiatives relating to the organizations

rewards structure equitably within the organization.

legal requirements.

Human Resources
60.3 TOTAL REWARDS STRUCTURE EVALUATION

C142 Measure the effectiveness of the total rewards structure using
appropriate metrics.
C135* Maintain knowledge of rewards structures in the organizations

sector, industry, and location.

legal requirements.
C143 Assess the need for changes to the total rewards structure using
data internal and external to the organization.
C144 Recommend changes to the total rewards structure to leadership

based on collected data and information.
60.4 VALUE OF TOTAL REWARDS

C145 Create communications on the total rewards structure that help
employees fully understand its value to them.
C146 Create persuasive arguments regarding the value of the total

rewards structure that encourage desired behaviours.
C147 Select communication media based on the likelihood of the message

being received and understood.
C148 Deliver communications regarding the value of and changes to the

total rewards structure to employees.
70 LEARNING AND DEVELOPMENT

optimization of the ability of the organization,
teams, and individuals to acquire and put to use
new competencies.
70.1 LEARNING CULTURE

C149 Identify opportunities for learning that occur as part of everyday
work activities.
C150 Encourage employees to seek out learning opportunities beyond

formalized instruction.

Human Resources
C151 Encourage learning that enhances individual, team, and

organizational effectiveness.
C152 Identify potential strategies to embed learning and development

into the culture of the organization.
C153 Assess the merits of alternative strategies to create an

organizational learning culture.
C154 Implement initiatives to develop a learning culture to enhance the

organizations effectiveness.
70.2 LEARNING PRIORITIES

C155 Consult key stakeholders in the development of organizational
learning priorities.
C156 Identify potential organizational learning priorities that are

aligned with organizational strategy.
C157 Analyze the return on investment of alternative organizational

C158 Select organizational learning priorities to maximize return on

investment and alignment with business strategy.
70.3 PROVISION OF CONTINUING DEVELOPMENT

OPPORTUNITIES
C159 Assess the potential of employees to develop competencies
aligned with organizational strategy.
C160 Develop learning opportunities for employees that enable them to

contribute effectively to organizational objectives.
C161 Develop learning objectives that maximize the growth

potential of employees.
70.4 LEARNING AND DEVELOPMENT PROGRAM

IMPLEMENTATION
C162 Maintain knowledge of current literature in the field of
adult learning.
C163 Apply established theories of adult learning to the development of

learning and development programs.
C164 Implement learning and development programs that are

relevant and effective.

Human Resources
C165 Develop the competence of employees using

evidence-based methods.
70.5 LEARNING AND DEVELOPMENT PRIORITIES EVALUATION

C166 Establish outcome measures for learning and development
programs that are aligned with organizational objectives.
C167 Maintain knowledge of sound measurement principles accepted in

the HR field.
C168 Assess progress towards learning and development goals

using sound measurement principles.
C169 Document progress towards learning and development goals.
C170 Evaluate the effectiveness of learning and development programs.
C171 Evaluate the likelihood that learning and development priorities will
align with progress towards organizational objectives.
70.6 MENTORING AND COACHING

C172 Maintain knowledge of current mentoring and coaching principles.
C173 Educate leaders on the merits of mentoring and

coaching employees.
C174 Keep leaders informed about the learning and development

priorities of employees.
C175 Develop learning programs to build mentoring and coaching

skills in leaders.
C176 Deliver mentoring and coaching training to leaders.
80 HEALTH, WELLNESS, AND SAFE

WORKPLACE
A cluster of competencies related to the creation
and maintenance of healthy and safe workplaces.
80.1 HEALTH AND SAFETY

C177 Maintain knowledge of legislation, regulations, and standards
regarding workplace health and safety.

Human Resources
C178 Consider potential effects on the health and safety of employees of

all organizational activities.
C179 Ensure that the organization remains compliant with workplace

health and safety legislation and regulations.
C180 Evaluate risks to the health and safety of employees.
C181* Implement measures to mitigate risks to the health and

safety of employees.
80.2 HEALTH, SAFETY, AND WELLNESS POLICIES AND

PROCEDURES
C182 Identify health, safety, and wellness compliance standards
for the organization.
C183 Establish health, safety, and wellness policies, procedures, roles, and
responsibilities for leaders and employees that meet organizational
compliance standards.
C184 Provide training programs for leaders and employees on their roles
and responsibilities in maintaining a safe workplace.
C185 Educate the workforce on established health, safety, and wellness

policies and procedures.
C186 Monitor adherence to organizational health, safety, and wellness

C181* Implement measures to mitigate risks to the health and

safety of employees.
C187 Develop a disability management program to support employees

requiring workplace accommodations and modifications.
C187b Implement a disability management program that respects and

acknowledges the value of all employees in the organization.
C187c Address the environmental concerns of employees.
80.3 WELLNESS
C188 Develop programs and initiatives that encourage employees to
engage in wellness activities.
C189 Educate employees on the benefits of adopting a healthy lifestyle.
C190 Advocate for the merits of a healthy workforce to

leaders and employees.

Human Resources
80.4 PSYCHOLOGICAL HEALTH AND WELL-BEING

C191 Advocate for the merits of a proactive approach to mental health
and psychological well-being to leaders and employees.
C192 Incorporate consideration of mental health and psychological

well-being into HR initiatives.
C193 Educate employees and leaders on the importance of

mental health and psychological well-being and their impact on
organizational performance.
90 HUMAN RESOURCES METRICS, REPORTING,

AND FINANCIAL MANAGEMENT
A cluster of competencies related to the ability
to collect, manage, and synthesize information
relevant to the management of human resources
and the ability to incorporate financial analysis in
the making of decisions about HR investments.
90.1 INFORMED BUSINESS DECISIONS
C194 Align HR decisions with organizational strategy.
C195 Assess the organizations financial and operating information for

impact on HR strategy.
90.2 HUMAN RESOURCES AUDITS
C196 Establish criteria for audits of the HR function.
C197 Develop an audit program that samples HR policies, procedures,

programs, and systems.
C198 Conduct periodic audits of HR practices.
C199 Document the strengths and areas for improvement using the
outcomes of an HR audit.
C200 Recommend changes to existing HR policies, procedures, programs,

and systems to comply with desired practice.

Human Resources
90.3 HUMAN RESOURCES INFORMATION SYSTEMS

C201 Maintain knowledge of developments in HR information systems.
C202 Create a list of specifications and requirements for the inputs and
outputs of an HR information system.
C203 Use report templates to provide leaders with the necessary HR trend
information to help achieve organizational objectives.
90.4 HUMAN RESOURCES INFORMATION

C204 Maintain knowledge of the legal requirements regarding retention
of HR information.
C205 Ensure that HR information is maintained in accordance with

legal requirements.
C206 Identify the HR information that must be maintained to support

organizational decision-making.
C207 Collect HR information that can be used to track progress towards

meeting organizational objectives.
C208 Evaluate alternative tools for the maintenance of HR information.
C209 Use effective and efficient HR information retention tools.
90.5 HUMAN CAPITAL INVESTMENTS

C210 Create key performance indicators to measure the effectiveness of
investments in human capital.
C211 Apply appropriate measures and metrics to monitor trends in

HR variables.
C212 Analyze HR data to measure progress towards

organizational objectives.
C213 Create reports on the effectiveness of human capital investments

that are based on data.

Human Resources
ENABLING COMPETENCIES
(excluding behavioural indicators)
INDIVIDUAL SKILLS TEAM SKILLS ORGANIZATIONAL SKILLS

Critical thinking and analysis Emotional intelligence Ethical behaviour and
Analyzing problems and Interpreting the emotional state professionalism
challenges with perceptiveness of self and others. Acting with honesty, integrity,
and insight. Making effective use of this credibility, self-confidence, and
Having the capacity for flexible information to guide behaviour. independence.
and innovative thinking. Project management Coping with ambiguity, conflicts
Seeing how the various parts or Planning, executing, and of interest, and the need to
facets of a problem relate to each controlling HR projects using protect the public interest.
other. appropriate tools and metrics. Relationship management
Technological savvy Decision-making skills Building networks.
Making use of various Making decisions in a timely Establishing effective working
technologies to best advantage. manner, taking into consideration relationships.
Seeing the possibilities in all relevant aspects of a Working productively with
emerging technologies. situation. others.
Managing the implementation of Business acumen Negotiation and influencing
new technologies. Effectively leveraging the context Negotiating solutions that
Research skills and dynamics of business. balance the interests of all
Collecting and using data Independence parties.
effectively in the HR decision- Acting as an independent Delivering persuasive
making process. professional in the context of the communications that build
Integrating the work of others workplace. agreement on a particular course
into organizational practice. Adhering to the standards of of action.
Quantitative skills the HR profession and to all Strategic and organizational
Working with quantitative data. workplace legislation, even when leadership
Conducting and interpreting doing so is challenged. Working in, building, and leading
predictive analytics. teams.
Constructing metrics. Demonstrating competence
Critical legal thinking in goal setting, planning and
Analyzing situations from a legal organization, collaboration,
perspective. process management,
Distilling the essential legal empathy, flexibility, responding
issues at hand. to feedback, and conflict
Considering and evaluating the management.
relative merits of alternative Integration
legal interpretations. Integrating the various practice
Making sound judgments based areas of HR together into a
on a legal analysis of situations. coherent response to a challenge
or issue.

Human Resources
FUNCTIONAL COMPETENCIES MATRICES
10 STRATEGY
DESCRIPTION CHRP CHRL CHRE
10.1 STRATEGIC PERSPECTIVE
C001* Maintain awareness of B1001 Monitors business B1001 Monitors business B1001 Monitors business
broad economic, societal, media. media. media.
technological, political,
B2001 Analyzes news B2001 Analyzes news
global, and demographic
sources for economic, sources for economic,
trends.
societal, technological, societal, technological,
political, global, and political, global, and
demographic trend demographic trend
information. information.
B3001 Collaborates
with a peer group that
is at the forefront of
economic, societal,
trends.
C002* Identify HR opportunities B1002 Brings ideas to B2002 Considers how all B2002 Considers how all
and risks inherent in supervisor that are based news and information news and information
changes in economic, on information from could affect job, could affect job,
societal, technological, outside the HR field. organization, and the HR organization, and the HR
political, and field. field.
demographic forces.
B2003 Keeps a log of B2004 Discusses
ideas that could change general world trends
how job is done. with colleagues in the
business community.
B2004 Discusses
general world trends B3002 Generates
with colleagues in the organizational initiatives
business community. based on capitalizing on
changes in global trends.
B2005 Generates
ideas for how to B3002b Recognizes
take advantage of need for business model
changes in the external change stemming from
environment. changes in external
environment.

Human Resources
10 STRATEGY
C003 Formulate HR strategies B1003 Assists supervisor B2006 Strategizes B2006 Strategizes
within the organization in documenting HR how to capitalize on how to capitalize on
that are informed by strategies. changes in the external changes in the external
factors that are both environment. environment.
B1004 Assists supervisor
internal and external to
in researching available B2007 Includes B3003 Formulates HR
the organization.
information. analysis of external and strategies that position
internal factors in the the organization as a
documentation of HR recognized industry
strategies. leader.
B3004 Sets the change

agenda for HR.
C004 Execute HR strategies B1005 Tracks progress of B2008 Quantifies the B2008 Quantifies the
that enhance the value HR strategic projects. expected impact of expected impact of
of the human resources an HR strategy on the an HR strategy on the
within the organization. organization. organization.
B2009 Documents how B3005 Provides

an HR strategy will executive leadership
enhance the value of the to the execution of HR
human resources in the strategies.
organization.
B3006 Grows the
B2010 Manages the organization through the
execution of HR effective use of human
strategies. capital.
B3007 Works with

leaders throughout the
organization to maximize
the effectiveness of
human capital.

Human Resources
10 STRATEGY
10.2 GOVERNANCE PRINCIPLES
C005 Maintain awareness Not applicable B2011 Reads books and B2011 Reads books and
of leading practices in articles on governance. articles on governance.
governance.
B2012 Attends training B3008 Contributes to
on governance. the literature on good
governance practices.
B3009 Sits on boards of

directors.
B3009b Participates
actively in knowledge
dissemination about
good governance
practices.
C006 Understand the B1006 Discusses with B2013 Confers with senior B3010 Ensures that
relationship between supervisor the impact management regarding senior staff understand
governance and the of governance on HR the organizations the impact of the
execution of strategy projects and practices. governance structure. governance structure on
within the organization. the execution of strategy.
B2014 Reads the minutes
of board meetings. B3011 Holds senior
staff accountable for
B2015 Develops potential
abiding by governance
actions that flow from
requirements.
the minutes of board
meetings.
B2016 Incorporates a
system of appropriate
sign-offs on projects.
B2017 Ensures that HR

staff understand the
impact of the governance
structure on the
execution of strategy.
B2018 Holds HR
staff accountable for
abiding by governance
requirements.

Human Resources
10 STRATEGY
C007* Include governance Not applicable B2019 Integrates B2019 Integrates

considerations in the governance best governance best
development of HR practices into HR practices into HR
strategies. strategy planning. strategy planning.
B2020 Prioritizes buy-in B3012 Recommends

from decision-makers in governance structures
the development of HR that will allow for more
strategies. effective HR strategies.
C008 Adhere to governance B1007 Follows the B2018 Holds HR B3011 Holds senior
requirements in the requirements imposed staff accountable for staff accountable for
execution of HR by governance in abiding by governance abiding by governance
strategies. the execution of HR requirements. requirements.
strategies.
B2021 Includes
B1008 Obtains necessary adherence to governance
sign-offs for HR projects requirements as a
and procedures. success metric in project
execution.
B2022 Ensures HR
staff understand
the importance of
adhering to governance
requirements.

Human Resources
10 STRATEGY
10.3 LEADERSHIP
C009 Maintain understanding Not applicable B2013 Confers with senior B3013 Participates in the
of the roles and management regarding establishment of the
responsibilities of the the organizations roles and responsibilities
governing body and governance structure. of the governing body
leadership. and leadership.
B2023 Reads the terms
of reference for the board B3014 Drafts terms
of directors and the of reference for the
organizations bylaws governing body.
and objects.
B3015 Creates
mechanisms that help
the governing body
measure and improve its
efficacy.
B3016 Supports the

human resources
and compensation
committee, along with
other board committees
as required.
B3016b Develops
appropriate governance
policies for organization
and oversees their
implementation.
B3016c Supports the

work of the board of
directors.

Human Resources
10 STRATEGY
C010 Maintain understanding B1009 Discusses with B2024 Maintains a list B2025 Conducts
of the relationships supervisor the key of the organizations stakeholder mapping and
between the organization stakeholders of the stakeholders, along analysis.
and its stakeholders. organization and their with the nature of the
B3017 Builds strong
impact on HR practices. relationship to the
relationships with the
organization and the key
key stakeholders of the
point of contact for each
organization.
stakeholder.
B3018 Develops
B2025 Conducts
strategies and tactics
stakeholder mapping and
to leverage stakeholder
analysis.
relationships.
B3019 Identifies the

strategic value of the
stakeholders of the
organization.
C011 Lead the organizations Not applicable B2026 Provides B2027 Motivates HR
HR function with due leadership to HR staff. staff to do their very
consideration for the best in service to the
B2027 Motivates HR
roles and responsibilities organizations goals.
staff to do their very
of leadership and the
best in service to the B3007 Works with
governing body.
organizations goals. leaders throughout the
organization to maximize
B2028 Builds a track
record of delivering value
human capital.
in the organization.
B3020 Provides strategic
B2029 Promotes a
leadership to the HR
balanced perspective
management team.
on the organizations
leadership and governing
body.

Human Resources
10 STRATEGY
C012 Provide leadership to Not applicable B2026 Provides B3026 Provides

the staff in the HR leadership to HR staff. leadership to senior HR
department. staff.
B2027 Motivates HR
staff to do their very B3027 Engages senior HR
best in service to the staff in the successful
organizations goals. fulfilment of the
organizations vision.
B3028 Models the

organizations values in
all actions and decisions.
C013 Direct HR activities B1010 Keeps up to date B1010 Keeps up to date B3029 Measures success
towards the on the organizations on the organizations as the effective use of
implementation of the business plan. business plan. human capital towards
business plan. achievement of the
B1011 Assists supervisor B2030 Itemizes the ways
organizations business
in tracking progress in which each HR activity
plan.
towards fulfilment of the directly contributes
organizations business to the organizations B3030 Ensures HR
plan. business plan. department activities
are in service of the
B2031 Holds training
sessions with HR staff
plan.
to inform them on how
HR activities are aligned B3031 Defines all
with the organization project goals in terms
business plan. of achievement of the
B2032 Monitors progress
plan.
on HR activities that
are in service of the
plan.

Human Resources
10 STRATEGY
C014* Manage risk in the B1012 Documents the risk B1012 Documents the risk B3032 Creates a risk
execution of HR activities. management measures management measures assessment framework
taken with all HR taken with all HR and procedure for the
activities. activities. organization.
B2033 Generates B3033 Directs resources

potential actions to appropriately to the
manage or mitigate risk. resolution of events that
put the organization at
B2034 Re-assesses
substantial risk.
risk on recurring or
continuous activities on a
fixed schedule.
10.4 BUSINESS ACUMEN
C015* Maintain understanding B1013 Reads the B1013 Reads the B3034 Partners with
of the organizations organizations vision, organizations vision, senior executives in
vision, mission, values, mission, and values mission, and values the establishment
and goals. statement. statement. and evolution of the
organizations vision,
B1014 Discusses the B2035 Presents the
mission, values, and
organizations vision, organizations vision,
goals.
mission, and values with mission, and values to
supervisor. HR staff periodically. B3035 Ensures senior HR
staff remain informed
B1015 Clarifies role in B2036 Discusses changes
about the organizations
the achievement of the and potential changes in
vision, mission, values,
organizations goals with organizational goals with
and goals.
supervisor. senior leadership.
B3036 Partners with
senior executives to
ensure their business
unit plans reflect the
goals.

Human Resources
10 STRATEGY
C016 Apply sound business B1016 Seeks the best B2037 Demonstrates B2039 Makes decisions
practices in carrying out value from vendors of consideration of the based on evidence and
the HR function. products and services. needs of the organization due consultation.
in carrying out the HR
B1017 Prioritizes B3037 Operates in
function.
achievement of goals the service of the
over completion of B2038 Takes general organization as a whole.
specific steps in a project management training.
B3038 Builds leadership
plan.
B2039 Makes decisions and business skills.
B1018 Adheres to based on evidence and
B3039 Demonstrates
timelines for projects and due consultation.
strategic focus in the
activities.
deployment of human
capital.
C017 Participate with other Not applicable B2040 Contributes B2040 Contributes
business leaders in actively during strategic actively during strategic
the development of planning sessions. planning sessions.
B2041 Influences B3040 Identifies when
the direction of organizational strategy is
organizational strategy. in need of change.
B3041 Cultivates the

integration of sound
HR practices into
B3041b Monitors the

implementation of
organizational strategy
and initiatives.

Human Resources
10 STRATEGY
C018 Direct the HR function B1019 Reads the B1019 Reads the B3042 Structures the HR
towards realizing the organizations vision organizations vision function to align with the
organizations vision and statement. statement. organizations vision and
goals. goals.
B1020 Tracks progress B2036 Discusses changes
on HR activities towards and potential changes in B3043 Acts as the
achievement of the organizational goals with strategic HR architect for
organizations goals. senior leadership. the HR department.
B2042 Presents the

organizations vision to
HR staff periodically.
B2043 Incorporates
success metrics that are
based on realizing the
organizations vision and
goals.
C019* Adhere to the B1021 Reads the B1021 Reads the B1022 Acts according to
organizations values organizations mission organizations mission the organizations values.
while carrying out its and values statement. and values statement.
B3028 Models the
mission.
B1022 Acts according to B1022 Acts according to organizations values in
the organizations values. the organizations values. all actions and decisions.
B2044 Presents the B3044 Develops the

organizations mission organizations values
and values to HR staff with the leadership team.
periodically.
B2045 Encourages
HR staff to identify
opportunities that better
align HR activities with
the organizations values.
B2046 Includes adhering

to the organizations
values as a part of
performance appraisals.
B2097 Can describe the

organizations values.

Human Resources
10 STRATEGY
10.5 STRATEGIC ALIGNMENT
C020 Gain comprehensive B1023 Reads B1023 Reads B2047 Contributes to

understanding of the organizations strategic organizations strategic development of the
organizations strategic plan. plan. organizations strategic
plan. plan.
B1024 Asks questions to B1024 Asks questions to
ensure understanding ensure understanding B3045 Is part of the
of the organizations of the organizations team that sets the
strategic plan. strategic plan. organizations strategic
plan.
B2047 Contributes to
development of the
organizations strategic
plan.
C021 Assess variances between B1025 Performs analyses B2048 Designs gap B2049 Assesses gaps in
current HR practices as directed. analysis. organizational structure.
and those required to
B2049 Assesses gaps in B2050 Assesses gaps in
achieve the organizations
organizational structure. staffing levels.
strategic plan.
B2050 Assesses gaps in B2051 Assesses gaps
staffing levels. in organizational
competencies
B2051 Assesses gaps
in organizational B2054 Determines which
competencies. gaps in HR practices
require action.
B2052 Assesses gaps
in HR policies and B3046 Assesses gaps
procedures. in HR alignment with
organizational goals and
B2053 Performs analyses
objectives.
to quantify gaps.
B2054 Determines which

gaps in HR practices
require action.

Human Resources
10 STRATEGY
C022 Develop potential tactics B1026 Researches B2055 Consults the HR B3047 Consults the HR
to achieve desired HR options as directed. literature for relevant literature for relevant
practices. tactical options. strategic solutions.
B2056 Creates a list of B3048 Considers tactics

potential action items. outside the traditional
scope of HR practices.
B3049 Establishes tactics

that make effective use
of human capital to solve
organizational problems.
C023 Evaluate the relative B1025 Performs analyses B2057 Consults with B2058 Consults the HR
efficacy of alternative as directed. peers on the merits of literature for evidence of
tactical options. alternative courses of the efficacy of alternative
B1027 Compiles data to
action. courses of action.
aid in decision-making.
B2058 Consults the HR B2060 Identifies the
literature for evidence of optimal solutions to
the efficacy of alternative address the gap in HR
courses of action. practices.
B2059 Describes the B3050 Consults outside

primary advantages the organization on the
and disadvantages of merits of alternative
alternative courses of courses of action.
action.
B3051 Considers complex
B2060 Identifies the interactions between
optimal solutions to alternative actions in
address the gap in HR evaluating efficacy.
practices.

Human Resources
10 STRATEGY
C024 Establish a work plan B1028 Works with B2061 Compiles a project B2062 Sets priorities
that prioritizes the most supervisor to develop the charter. based on the most logical
effective steps to achieve details of the work plan. ordering of events and
B2062 Sets priorities
the desired HR practices. based on importance to
based on the most logical
the organization.
ordering of events and
based on importance to B3052 Integrates the
the organization. HR work plan with other
initiatives across the
B2063 Creates a
organization.
work plan consistent
with good project B3053 Ensures
management practices. concordance of the
work plan to meeting
B2064 Obtains executive
organizational goals
endorsement for a work
before endorsing the
plan.
plan.
B2065 Establishes an
B3054 Seeks out
effective project team.
opportunities to leverage
the value of human
capital projects for other
purposes within the
organization.

Human Resources
10 STRATEGY
C025 Manage the HR practices B1029 Manages meeting B2066 Measures project B3054 Seeks out
work plan, ensuring that logistics for the project. progress by time, scope, opportunities to leverage
the strategic goals of the cost, and continued the value of HR projects
B1030 Manages team
organization form the concordance with for other purposes within
communication for the
benchmark for success. organizational goals. the organization.
project.
B2067 Establishes a B3055 Assesses the
B1031 Tracks project
communication plan that ongoing effectiveness of
costs.
provides regular input on HR projects for meeting
B1032 Tracks resource project progress. organizational goals.
time on the project.
B2068 Keeps the project B3056 Champions the
B1033 Maintains activity on schedule. achievement of the
logs for the project. organizations strategic
B2069 Keeps the project
goals.
on budget.
B2070 Actively manages

project team resources.
B2071 Adapts the project

plan as necessary to
meet organizational
goals.
B2072 Obtains executive

endorsement of the
completion of project
goals.
B2073 Determines when

the project can be closed.
10.6 INTERNATIONAL HUMAN RESOURCES MANAGEMENT
C026 Integrate direction from B1034 Reviews B2074 Develops an HR B3057 Influences the
a foreign head office into organizational policies, strategy for Canadian overall multinational HR
the context of Canadian upon request, from a operations in line with strategy to enable it to
operations. foreign head office for direction from a foreign be maximally effective
appropriateness in the head office. for HR practices in the
Canadian context. Canadian subsidiary.

Human Resources
10 STRATEGY
C026b Apply practices from B1034b Gathers relevant B2074b Makes relevant B3057b Applies practices
Canadian head office information on local adaptations of practices in line with strategy and
into the operations of a practices in one or more for the operations of a direction of Canadian
foreign field office. foreign field offices. foreign field office in head office in the context
line with strategy and where a Canadian
direction of Canadian head office directs the
head office. operations of multiple
foreign field offices.
C027 Develop an overall HR B1035 Gathers B2075 Works with others B3058 Influences the
strategy that can be relevant information, to develop an overall overall multinational HR
adapted to various upon request, on HR HR strategy that can strategy to enable it to
national contexts. management across be adapted to various be maximally effective
various national contexts. national contexts. from the perspective
of an HR leader in the
multinational head
office.

Human Resources
20.1 BALANCED INTERESTS
C028 Build productive B1036 Interacts in person B1036 Interacts in person B1037 Consults with
relationships both with colleagues regularly. with colleagues regularly. others to find optimal
inside and outside the business solutions.
B1037 Consults with B1037 Consults with
organization.
others to find optimal others to find optimal B2076 Attends HR
business solutions. business solutions. events.
B1038 Works with fellow B2076 Attends HR field B3059 Champions

employees to complete events. effective internal teams.
tasks.
B2077 Develops B3060 Provides
initiatives with leadership on
colleagues in other committees external to
departments. the organization.
C029 Adhere to accepted HR B1039 Keeps current on B1039 Keeps current on B1039 Keeps current on
standards of practice. standards in the HR field. standards in the HR field. standards in the HR field.
B1040 Identifies to B2078 Assesses work B3061 Participates in

supervisor any practices against HR standards. the development of HR
that appear contrary to standards of practice.
B2079 Conducts internal
accepted HR standards
audits of HR department B3062 Champions
of practice.
functions. meeting or exceeding
industry standards of
B2080 Advocates
practice.
changes to HR practices
to bring them into line
with HR standards.
C030* Balance the interests of B1041 Considers different B2081 Identifies all B2081 Identifies all
all affected parties in perspectives and needs in parties who could be parties who could be
carrying out HR activities. carrying out HR activities. affected by a decision or affected by a decision or
practice. practice.
B2082 Strives to include B2083 Encourages

all viewpoints in the dissenting points of view.
resolution of a problem.
B3063 Solicits the
B2083 Encourages involvement of all
dissenting points of view. necessary persons
to obtain a balanced
discussion on
organizational issues.

Human Resources
C031 Act with integrity in all B1042 Operates as if all B1042 Operates as if all B1042 Operates as if all
undertakings. decisions and actions decisions and actions decisions and actions
were being observed. were being observed. were being observed.
B2084 Is willing to B2084 Is willing to

put own name on all put own name on all
decisions. decisions.
B3064 Advocates strong

ethical standards in the
organization.
C032 Make decisions only after B1043 Collects all data B1043 Collects all data B1044 Evaluates
considering all accessible that is reasonably that is reasonably collected data
and relevant facts. accessible and pertinent accessible and pertinent before making
to the issue. to the issue. recommendations.
B1044 Evaluates B1044 Evaluates B1045 Justifies decisions

collected data collected data based on collected
before making before making evidence.
recommendations. recommendations.
B3065 Champions an
B1045 Justifies decisions B1045 Justifies decisions evidence-based decision-
based on collected based on collected making culture.
evidence. evidence.
B1046 Discusses B2085 Establishes

decisions with supervisor guidelines for HR
before taking action. practices that
necessitate the collection
of data.

Human Resources
20.2 ETHICS
C033 Adhere to the HRPA Rules B1047 Consults with B1047 Consults with B1047 Consults with
of Professional Conduct in other HR professionals other HR professionals other HR professionals
all undertakings. for guidance on how to for guidance on how to for guidance on how to
handle ethical dilemmas. handle ethical dilemmas. handle ethical dilemmas.
B1048 Acts in accordance B1048 Acts in accordance B1048 Acts in accordance

with the HRPA Rules of with the HRPA Rules of with the HRPA Rules of
Professional Conduct. Professional Conduct. Professional Conduct.
B2086 Reads the HRPA B2086 Reads the HRPA

Rules of Professional Rules of Professional
Conduct. Conduct.
B2087 Consults the HRPA B2087 Consults the HRPA

Rules of Professional Rules of Professional
Conduct for guidance Conduct for guidance
when necessary. when necessary.
C034 Model ethical practices B1048 Acts in accordance B1048 Acts in accordance B1048 Acts in accordance
for staff. with the HRPA Rules of with the HRPA Rules of
with the HRPA Rules of
Professional Conduct.
Professional Conduct. Professional Conduct.
B2088 Discusses B2089 Seeks out

challenging ethical opportunities to
dilemmas with staff. demonstrate ethical
behaviour to staff.
B2089 Seeks out
opportunities to B3066 Communicates
demonstrate ethical senior managements
behaviour to staff. dedication to ethical
business practices.
B3067 Scans the

organizations actions for
evidence of abiding by
ethical standards.
B3068 Champions strong

ethical standards in the
organization.

Human Resources
C030* Balance the interests of B1041 Considers different B2081 Identifies all B2081 Identifies all
all affected parties in perspectives and needs in parties who could be parties who could be
carrying out HR activities. carrying out HR activities. affected by a decision or affected by a decision or
practice. practice.
B2082 Strives to include B2083 Encourages

all viewpoints in the dissenting points of view.
resolution of a problem.
B3063 Solicits the
B2083 Encourages involvement of all
dissenting points of view. necessary persons
to obtain a balanced
discussion on
organizational issues.
20.3 LEGAL
C035 Demonstrate B1049 Discusses with B1050 Identifies B2091 Seeks legal advice
understanding of the supervisor the specific potential infractions of when necessary.
application of HR legal legislation that governs HR legal requirements.
B3069 Serves as an
requirements in the performed HR tasks.
B2090 Makes changes authority on HR law in
workplace.
B1050 Identifies to existing HR practices the workplace.
potential infractions of because of changes to
HR legal requirements. legal requirements.
B2091 Seeks legal advice

when necessary.
C036 Keep current on changes B1049 Discusses with B2092 Monitors the HR B2092 Monitors the HR
to the laws that govern supervisor the specific media for changes to media for changes to
HR practices. legislation that governs the laws that govern HR the laws that govern HR
performed HR tasks. practices. practices.
B2093 Attends industry B3070 Networks to be

training on the laws that aware of impending
govern HR practices. legislation before it is
passed.

Human Resources
C037 Adhere to legal B1051 Verifies that HR B2094 Keeps an easily B2095 Evaluates new HR
requirements in carrying tasks are carried out accessible reference list initiatives for compliance
out all HR activities. in accordance with of the most relevant with legal requirements.
legislation. legal requirements.
B3071 Assumes
B2095 Evaluates new HR accountability for
initiatives for compliance adherence to HR legal
with legal requirements. requirements.
B2096 Takes
responsibility for
following legal
requirements in the HR
department.
C019* Adhere to the B1021 Reads the B1021 Reads the B1022 Acts according to
organizations values organizations mission organizations mission the organizations values.
while carrying out its and values statement. and values statement.
B3028 Models the
mission.
B1022 Acts according to B1022 Acts according to organizations values in
the organizations values. the organizations values. all actions and decisions.
B2044 Presents the B3044 Develops the

organizations mission organizations values
and values to HR staff with the leadership team.
periodically.
B2045 Encourages
HR staff to identify
opportunities that better
align HR activities with
B2046 Includes adhering

to the organizations
values as a part of
performance appraisals.
B2097 Can describe the

B2098 Makes sure own

behaviour is aligned with
B2099 Seeks out

opportunities for the
HR function to be
more aligned with the

Human Resources
C038 Identify risks to the B1052 Identifies potential B2100 Identifies systemic B2101 Assesses the risks
organization stemming risk situations to risks to adhering to legal associated with all HR
from the need to adhere supervisor. requirements in the HR activities.
to legal requirements. system.
B1053 Identifies when B3072 Establishes
the organization is at B2101 Assesses the risks organization-wide
risk of not following associated with all HR systems to reduce the
legal requirements in activities. likelihood of not adhering
any administrative HR to legal requirements for
B2102 Estimates the
activities. HR practices.
likelihood of risk events
occurring. B3073 Predicts potential
future situations in which
the organizations HR
practices could be offside
of current or prospective
legal requirements.

B2034 Re-assesses
substantial risk.
fixed schedule.
20.4 RESPONSIBLE GOVERNANCE
C039 Assess the ethical B1054 Consults with B2103 Considers issues B2103 Considers issues
implications of supervisor when unsure from all relevant from all relevant
alternative courses of about the ethical perspectives. perspectives.
actions. implications of an
B2104 Assesses the B2104 Assesses the
activity or decision.
likelihood of a course of likelihood of a course of
action leading to a breach action leading to a breach
of ethics. of ethics.
B2105 Documents the

presence of a potential
ethical implication to
planned courses of
action.

Human Resources
C040 Recommend only ethical B1055 Omits from B1055 Omits from B1055 Omits from
solutions to problems. recommendations any recommendations any recommendations any
options that have a high options that have a high options that have a high
likelihood of leading to a likelihood of leading to a likelihood of leading to a
breach of ethics. breach of ethics. breach of ethics.
B3074 Steers the

organization away
from recommendations
and solutions that are
ethically unsound.
C041 Promote ethical Not applicable B2106 Identifies to B2108 Advocates for the
decision-making to the leadership any courses needs of stakeholders
organizations leadership. of action that could who do not have an
place the organization active role in decision-
in a position to breach making.
accepted ethical
B3074 Steers the
standards.
organization away
B2107 Promotes from recommendations
alternative points of view and solutions that are
to leadership. ethically unsound.
B2108 Advocates for the B3068 Champions strong

needs of stakeholders ethical standards in the
who do not have an organization.
active role in decision-
making.

B2034 Re-assesses
substantial risk.
fixed schedule.

Human Resources
C007* Include governance Not applicable B2019 Integrates B2019 Integrates

considerations in the governance requirements governance requirements
development of HR into HR strategy into HR strategy
strategies. planning. planning.
B2020 Prioritizes buy-in B3012 Recommends

from decision-makers in governance structures
the development of HR that will allow for more
strategies. effective HR strategies.
20.5 ADVANCEMENT OF THE PROFESSION
C042 Participate in activities B1056 Participates in B1056 Participates in B1056 Participates in

that promote the HR events relevant to HR events relevant to HR events relevant to HR
profession. professionals. professionals. professionals.
B2109 Volunteers in B2109 Volunteers in

activities outside the activities outside the
organization that build organization that build
the HR profession. the HR profession.
B2110 Volunteers on
B2110 Volunteers on
HRPA committees.
HRPA committees.
B3075 Writes articles

for the HR literature and
media.
B3060 Provides
leadership on
committees external to
the organization.
C043 Promote the value of B1057 Acts professionally B1057 Acts professionally B1057 Acts professionally
the HR profession in the with colleagues in the with colleagues in the with colleagues in the
workplace. organization. organization. organization.
B2111 Seeks out B3076 Provides

opportunities to add HR solutions to
value to initiatives across organizational problems.
the organization.
B3077 Champions
B2112 Helps provide the use of human
HR solutions to capital solutions to
organizational problems. organizational problems.

Human Resources
20.6 EVIDENCE-BASED APPROACH
C044 Consult the literature B1058 Reads HR journals. B1058 Reads HR journals. B2114 Looks to the HR
for solutions to HR literature for potential
B1059 Scans the Internet B1059 Scans the Internet
challenges. solutions to HR
for solutions offered by for solutions offered by
problems.
others to HR problems. others to HR problems.
B2115 Distinguishes
B2113 Reads HR literature
robust information from
regularly.
that which is less reliable.
B2114 Looks to the HR
literature for potential
solutions to HR
problems.
B2115 Distinguishes
robust information from
that which is less reliable.
C045 Promote the use of data B1060 Collects data B2116 Requires staff to B2116 Requires staff to
and quantitative and before bringing issues to collect and analyze data collect and analyze data
qualitative research in the supervisor. before recommending a before recommending a
decision-making process. course of action. course of action.
B2117 Encourages B3078 Creates an

collection of information organizational culture
from outside the HR that rewards evidence-
department to help in based decision-making.
making HR decisions.
C046 Document the rationale B1061 Maintains notes B1061 Maintains notes B2118 Defends a decision
for HR decisions. that itemize why that itemize why with reference to data
decisions were made. decisions were made. and quantitative and
qualitative research.
B1062 Creates reports B2118 Defends a decision
on HR decisions at the with reference to data B2119 Maintains
direction of supervisor. and quantitative and documentation in
qualitative research. support of HR decisions
that would be defensible
B2119 Maintains
in a court of law.
documentation in
support of HR decisions
that would be defensible
in a court of law.

Human Resources
20.7 EXTERNAL TRENDS
C047 Evaluate the credibility of B1063 Critically assesses B1063 Critically assesses B1063 Critically assesses
sources of information. all information. all information. all information.
B1064 Asks questions B2120 Researches the B2121 Makes own

of supervisor when in reputation of authors of assessment of the
doubt about the source HR publications. information presented.
of information.
B2121 Makes own B3079 Knows the biases
assessment of the of business information
information presented. providers.
C048 Keep current on business B1001 Monitors business B1001 Monitors business B1001 Monitors business
information and trends. media. media. media.
B1065 Discusses current B2122 Takes general B3080 Attends

business events with business skills training. conferences and training
coworkers and supervisor. that are focused on
the future of business
practices.
B3081 Writes articles for

the business media.

sources for economic,
sources for economic,
trends.
information.
information.
B3001 Collaborates
economic, societal,
trends.

Human Resources
C002* Identify HR opportunities B1002 Brings ideas to B2002 Considers how all B2002 Considers how all
and risks inherent in supervisor that are based news and information news and information
changes in economic, on information from could affect job, could affect job,
societal, technological, outside the HR field. organization, and the HR organization, and the HR
political, and field. field.
demographic forces.
B2003 Keeps a log of B2004 Discusses
ideas that could change general world trends
how job is done. with colleagues in the
business community.
B2004 Discusses
general world trends B3002 Generates
with colleagues in the organizational initiatives
business community. based on capitalizing on
changes in global trends.
B2005 Generates
ideas for how to B3002b Recognizes
take advantage of need for business model
changes in the external change stemming from
environment. changes in external
environment.
C049 Evaluate the applicability B1066 Brings ideas B2123 Seeks out B2123 Seeks out
of new concepts and to supervisor on how opportunities to apply opportunities to apply
technology to the to potentially apply a new learning to current new learning to current
practice of HR within the new technology to HR HR practices. HR practices.
organization. activities.
B2124 Conducts a cost/ B3082 Leads the
benefit analysis of a organization in adopting
potential technology new technologies that
implementation. improve HR practices.
B2125 Consults with B3083 Considers the

colleagues on the merits potential benefits to the
of a new approach to HR organization of all new
practice. technologies.

Human Resources
30.1 PRODUCTIVITY
C050 Develop potential Not applicable B2126 Brainstorms B3084 Integrates values
initiatives that align potential initiatives with and culture development
culture and values with staff for better aligning into organizational
organizational strategy. organizational culture initiatives.
with values.
B2127 Documents
culture and values
initiatives with their
potential impact across
workgroups.
B2128 Proposes program

designs to enhance
productivity.
C051* Measure employee B1067 Compiles employee B2129 Determines the B2131 Analyzes employee
productivity. productivity data. most relevant indicators productivity data for
of employee productivity. trends.
B1068 Coordinates the
collection of employee B2130 Collects data on B2132 Identifies areas for
productivity data. employee productivity improvement.
systematically.
B2131 Analyzes employee

productivity data for
trends.
B2132 Identifies areas for

improvement.

Human Resources
C052* Measure employee B1069 Facilitates the B2133 Develops employee B3085 Provides executive
engagement and morale. distribution of employee engagement surveys. sponsorship of the
engagement surveys. collection of employee
B2134 Conducts sessions
engagement data.
B1070 Compiles with employees to collect
data from employee feedback on potential
engagement surveys. engagement and morale
concerns.
B2135 Administers
employee engagement
surveys periodically.
B2136 Analyzes the

results of employee
engagement surveys to
identify trends and areas
for improvement.
30.2 ORGANIZATIONAL STRUCTURE
C053 Diagnose when B1071 Carries out B2137 Chooses the B3086 Assesses the
performance issues are evaluations of appropriate methodology appropriateness of the
due to organizational organizational design and approach to assess organizations structure
design problems. under direction using the appropriateness of and recommends
established assessment current organization alternative organizational
protocols. structure. structures.
C054 Work out the B1072 Understands what B2138 Designs the B3087 Designs the
organizational structure proposed changes to the organizational structure organizational structure
that is most suitable organizations structure that is best suited that is best suited
given the organizational are at the practical level. given the organizational given the organizational
strategy and objectives. strategy and objectives in strategy and objectives in
less complex situations. complex situations.

Human Resources
C055 Implement organizational B1073 Assists with B2139 Implements B3088 Implements large-
redesign initiatives. the implementation changes to the scale changes to the
of changes to the organizations structure organizations structure
organizations structure in low-complexity in complex situations.
in low-complexity situations
situations under
B2140 Assists with
direction.
the implementation
of changes to the
organizations structure
in complex situations
with some direction.
30.3 EMPLOYEE ENGAGEMENT
C056 Maintain knowledge of Not applicable B2141 Reads articles on B3089 Contributes to the
literature on employee employee engagement. literature on employee
engagement. engagement.
B2142 Attends
training on employee B3090 Serves as an
engagement. authority on best
practices in employee
engagement.
C057 Advocate strategies Not applicable B2143 Presents evidence B3091 Champions
to enhance employee on the value of employee employee engagement
engagement with senior engagement to initiatives among senior
management. leadership. management.
B2144 Suggests B3092 Ensures that

strategies to leadership organizational initiatives
that will enhance will either build or be
employee engagement. neutral to employee
engagement.

Human Resources
C052* Measure employee B1069 Facilitates the B2133 Develops employee B3085 Provides executive
engagement and morale. distribution of employee engagement surveys. sponsorship of the
engagement surveys. collection of employee
B2134 Conducts sessions
engagement data.
B1070 Compiles with employees to collect
data from employee feedback on potential
engagement surveys. engagement and morale
concerns.
B2135 Administers
employee engagement
surveys periodically.
B2136 Analyzes the

results of employee
engagement surveys to
identify trends and areas
for improvement.
C058 Develop potential B1074 Researches B2145 Meets with staff B2147 Assesses the
strategies to enhance potential employee to brainstorm potential return on investment
employee engagement. engagement strategies strategies to improve of alternative employee
as directed by supervisor. employee engagement. engagement strategies.
B2146 Consults the B3093 Solicits input from

literature for potential external experts on how
strategies to enhance to improve employee
employee engagement. engagement and morale.
B2147 Assesses the

return on investment
of alternative employee
engagement strategies.
C059 Create work plans to B1075 Creates timeline B2148 Works with B3094 Provides executive
implement employee charts that support other departments as sponsorship of employee
engagement initiatives. employee engagement necessary to determine engagement initiatives.
projects. the work plan.
B1076 Arranges periodic B2149 Sets outcome

update meetings to track measures for the
progress on employee successful completion of
engagement initiatives. the work plan.
B2150 Gains executive

approval for the work
plan.

Human Resources
C060 Assess the impact of B1077 Assists supervisor B2135 Administers B3095 Identifies the
employee engagement in analyzing data from employee engagement need to adjust employee
initiatives. employee engagement surveys periodically. engagement initiatives
initiatives. based on impact.
B2136 Analyzes the
results of employee B3096 Considers the
engagement surveys to effects of employee
identify trends and areas engagement initiatives
for improvement. that are not quantifiable.
B2151 Analyzes changes

in employee engagement
across time.
B2152 Documents the

return on investment of
employee engagement
initiatives.
C051* Measure employee B1067 Compiles employee B2129 Determines the B2131 Analyzes employee
productivity. productivity data. most relevant indicators productivity data for
of employee productivity. trends.
B1068 Coordinates the
collection of employee B2130 Collects data on B2132 Identifies areas for
productivity data. employee productivity improvement.
systematically.
B2131 Analyzes employee

productivity data for
trends.
B2132 Identifies areas for

improvement.

Human Resources
30.4 RISKS
C061 Identify the HR risk B1078 Carries out B2153 Chooses the B3097 Chooses the
factors that may activities to identify appropriate methodology appropriate methodology
impede organizational HR risk factors under and approach to identify and approach to identify
performance. direction using HR risk factors. HR risk factors in more
established assessment complex situations.
protocols.
C062 Assess the potential B1079 Carries out B2154 Chooses the B3098 Chooses the
impact of HR risk factors activities to assess appropriate methodology appropriate methodology
on organizational HR risk factors under and approach to assess and approach to assess
performance. direction using HR risk factors. HR risk factors in more
established assessment complex situations.
protocols.
C063 Develop initiatives that B1080 Carries out B2155 Designs and carries B3099 Designs and
will minimize or mitigate activities that will out interventions that carries out activities that
the impact of identified minimize or mitigate will minimize or mitigate will minimize or mitigate
HR risk factors. the impact of identified the impact of identified the impact of identified
HR risk factors under HR risk factors in less HR risk factors in more
direction using complex situations. complex situations.
established assessment
B2156 Assesses the B3100 Assesses the
protocols.
effectiveness of effectiveness of
interventions that will interventions that will
minimize or mitigate minimize or mitigate
the impact of identified the impact of identified
HR risk factors in less HR risk factors in more
complex situations. complex situations.
B2157 Executes initiatives

to mitigate identified HR
risks.
C064 Establish understanding B1081 Discusses the B2158 Discusses the B3101 Reviews the short-
of the short- and long- short- and long-term short- and long-term and long-term goals of
term goals of planned goals of planned goals of planned planned organizational
organizational changes. organizational changes organizational changes changes with senior HR
with supervisor. with senior leadership. staff.
B2159 Formulates short-

term goals that will
help establish progress
towards long-term goals.

Human Resources
C065 Assess the HR Not applicable B2160 Meets with senior B3102 Confers with other
implications of planned leadership to gain an senior leaders on the
organizational changes. in-depth understanding HR impact of planned
of planned organizational organizational changes.
changes.
B3103 Reviews planned
B2161 Reviews planned organizational changes
organizational changes with senior HR staff to
with HR team to identify potential impact.
brainstorm potential
B3104 Incorporates
impact.
benefits to HR
B2162 Documents the practices into planned
potential HR implications organizational changes.
of planned organizational
changes.
B2163 Validates
anticipated HR
implications of planned
organizational changes
with senior leadership.
30.5 CHANGE MANAGEMENT
C066 Evaluate the risks B1082 Assists supervisor B2164 Reviews planned B3105 Reviews planned
to success of a in documenting risks. organizational changes organizational changes
organizational change with HR team to with senior HR staff to
management strategy. brainstorm potential identify potential threats
threats to success. to success.
B2165 Consults with B3106 Incorporates risk

leaders across the mitigation strategies into
organization on potential organizational change
HR risks associated with strategies.
a planned organizational
change strategy.
B2166 Documents the

risks, with quantification
where possible, of a
planned organizational
change management
strategy.

Human Resources
C067 Contribute to the B1083 Compiles HR data B1083 Compiles HR data B2167 Formulates
development of an to support hypotheses to support hypotheses persuasive arguments
organizational change about changes that about changes that regarding courses of
management strategy. would benefit the would benefit the action that would benefit
organization. organization. the organization.
B2167 Formulates B2168 Works collegially

persuasive arguments with other leaders in the
regarding courses of organization towards the
action that would benefit goal of improving the
the organization. whole organization.
B2168 Works collegially B3107 Leads change in

with other leaders in the the organization.
organization towards the
goal of improving the
need for organizational
whole organization.
change.
B2169 Participates
actively in strategic
planning sessions.
C068 Build an HR work plan B1084 Creates a chart to B1084 Creates a chart to B2171 Creates project
to guide the necessary establish a timeline and establish a timeline and goals that are aligned
changes in concert with structure for the project. structure for the project. with the organizations
the organizations change change management
B1085 Ensures all B2170 Drafts a project
management strategy. strategy goals.
necessary signatures charter.
have been obtained B3109 Identifies HR
B2171 Creates project
before initiating project. projects that will align
goals that are aligned
with the organizations
with the organizations
change management
change management
strategy.
strategy goals.
B3110 Serves as executive
B2172 Gains approval for
sponsor of HR projects.
the HR work plan from
senior management
before implementation.
B2173 Strikes project

teams to execute HR
projects.

Human Resources
30.6 TEAM EFFECTIVENESS
C069 Diagnose the team B1086 Carries out B2174 Chooses the B3111 Chooses the
dynamics that are at the assessments of team appropriate methodology appropriate methodology
root of team dysfunction. functioning using and approach to assess and approach to assess
established assessment team effectiveness. senior management
protocols. team effectiveness.
B2175 Recommends
alternative courses of B3112 Recommends
action for addressing alternative courses of
team issues. action for addressing
senior management
team issues.
C070 Develop team-based B1087 Assists in the B2176 Develops B3113 Mediates team
interventions designed development of team- protocols for team disputes for the senior
to improve team based interventions. interventions that can leadership.
effectiveness. be used throughout the
B3114 Creates a protocol
organization.
to intervene in team
B2177 Mediates issues at the senior level.
team disputes for
management teams.
C071 Implement team- B1088 Carries out team- B2178 Carries out team B3115 Carries out
based interventions based interventions interventions based on interventions with senior
that improve team under direction. identified team issues. management team,
effectiveness. based on identified team
B2179 Evaluates the
issues.
impact of team-based
interventions to ensure B3116 Evaluates the
that desired outcomes impact of team-based
are achieved. interventions with the
senior management
team to ensure that
desired outcomes are
achieved.

Human Resources
C072 Assess team leadership B1089 Assesses team B2180 Chooses the B2181 Identifies the
on ability to guide the leadership using an appropriate methodology need to replace team
team to successfully meet established protocol and approach to assess leadership.
established goals. under direction. leadership effectiveness.
B3117 Chooses the
B2181 Identifies the appropriate methodology
need to replace team and approach to assess
leadership. leadership effectiveness
of senior organization
leaders.
C073 Develop interventions to B1090 Provides input on B2182 Creates B3118 Creates a positive
improve the effectiveness potential interventions interventions tailored to leadership culture that
of leadership teams. for leadership teams. the specific needs of a reduces the likelihood of
leadership team. leadership team conflict.
C074 Implement interventions B1091 Assists in B2183 Carries out B3119 Carries out
when there is evidence leadership team leadership interventions leadership interventions
of leadership team interventions. based on identified with senior organization
dysfunction. leadership challenges. leaders based on
identified leadership
B2184 Evaluates the
issues.
impact of leadership
interventions to ensure B3120 Evaluates the
that desired outcomes impact of leadership
are achieved. interventions with senior
organization leaders
to ensure that desired
outcomes are achieved.
30.7 JOB ANALYSIS
C075 Conduct a job analysis B1092 Collects data for B2185 Sets the objectives B3121 Considers the
using an objective a job analysis as per an and methodology for the findings of a job analysis
methodology that is established protocol. job analysis initiative. initiative in the context
appropriate for the of other HR initiatives
B2186 Ensures job
purpose for which the job in service of the
analyses are consistent
analysis is conducted. organizational strategy.
with best practices.

Human Resources
C076 Implement job B1093 Carries out B2187 Identifies the need B3122 Considers
enrichment, job job enrichment, job for job enrichment, job job enrichment, job
enlargement, and job enlargement, and job re enlargement, and job re enlargement, and job
re-design initiatives when design initiatives under design initiatives. re-design initiatives in
deemed appropriate. direction. the context of other
B2188 Designs job
HR initiatives in service
enrichment, job
of the organizational
enlargement, and job re
strategy.
design initiatives.
B2189 Evaluates the

impact of job enrichment,
job enlargement, and
job re-design initiatives
to ensure that desired
outcomes are achieved.
30.8 COMMUNICATING CHALLENGES AND DEVELOPMENTS
C077 Partner collaboratively B1094 Speaks positively B1094 Speaks positively B3123 Serves as an
with organizational to employees about the to employees about the HR communications
leadership in the goals of leadership. goals of leadership. strategist for the
development of organization.
B1095 Seeks B2190 Works collegially
communications.
opportunities to with leadership to solve
contribute to the organizational problems.
organization as a whole.
B2191 Offers unsolicited
assistance to
organizational leadership.
B2192 Assists in
the development
of communications
strategies.

Human Resources
C078 Communicate with B1096 Speaks positively B2193 Speaks positively B2194 Builds enthusiasm
employees in a manner of the organization with to employees about the with employees for
that enhances affiliation coworkers. goals of the organization. working together to
with the organization. meet organizational
B1097 Presents a B2194 Builds enthusiasm
goals.
balanced view of with employees for
the organization in working together to B2196 Demonstrates
discussions with fellow meet organizational to employees that the
employees. goals. organization genuinely
cares for their well-being.
B2195 Helps employees
align their own personal
goals with those of the
organization.
B2196 Demonstrates
to employees that the
organization genuinely
cares for their well-being.
C079 Communicate with B1098 Interacts B1098 Interacts B1098 Interacts

unions in a respectful respectfully with union respectfully with union respectfully with union
manner that promotes representatives. representatives. representatives.
understanding of the
B2197 Establishes B2197 Establishes
organizations challenges
common goals with common goals with
and developments.
unions. unions.
B2198 Builds trust with B2198 Builds trust with

unions by transparently unions by transparently
presenting the presenting the
organizations challenges organizations challenges
and developments. and developments.
B3124 Works
collaboratively with
unions to build
organizational
messaging.

Human Resources
C080 Craft communications B1099 Reviews B2199 Develops key B2199 Develops key
that accurately portray communications for messages as the messages as the
the state of the accuracy of stated facts. foundation for planned foundation for planned
organization and that are communications. communications.
B1100 Provides feedback
engaging for employees,
to supervisor on the B2200 Writes clear and B2200 Writes clear and
unions, and stakeholders.
likely effectiveness precise communications precise communications
of planned all-staff that are sufficient in that are sufficient in
communications. detail to convey the state detail to convey the state
of the organization. of the organization.
B2201 Writes in an B2201 Writes in an

engaging manner, engaging manner,
while maintaining a while maintaining a
professional style. professional style.
C081 Measure communication B1101 Collects data B2202 Creates B2205 Identifies changes
effectiveness. on communication methods of assessing to communications
effectiveness at the the effectiveness of based on collected data.
request of manager. communications.
B3125 Directs the
B2203 Collects data on collection of data on
the comprehension of the effectiveness
messages sent from the of key leadership
organizations leadership. communications.
B2204 Collects data on

changes in behaviour
that were intended by
communications.
B2205 Identifies changes

to communications
based on collected data.

Human Resources
40 WORKFORCE PLANNING AND TALENT MANAGEMENT
40.1 WORKFORCE PLAN DEVELOPMENT
goals.
and goals.
B3036 Partners with
goals.
C082 Create a future-focused B1102 Creates a chart B2206 Documents the B3126 Champions a
workforce plan. for the timeline of a future talent needs of future-focused workforce
workforce plan. the organization. plan.
B1103 Drafts the B2207 Details the tasks B3127 Serves as executive
project management required to achieve the sponsor of the workforce
documentation to goals of the workforce plan.
support a workforce plan. plan.
B2208 Creates a realistic

timeline for achieving
the desired workforce
complement.
B2209 Assesses the

financial impact of the
workforce plan.
B2210 Obtains
endorsement for the
workforce plan from
senior leadership.

Human Resources
C083* Measure gaps in current B1104 Compiles data B2211 Creates a system B3128 Oversees the
talent needs. from the assessment of for categorizing determination of gaps in
employees competencies employee skills. current talent needs.
and skills.
B2212 Collects
B1105 Assists supervisor information on current
in the preparation of talent needs from leaders
reports on talent gaps. across the organization.
B2213 Collects data

on the competencies
and skills of the
organizations
employees.
B2214 Analyzes
discrepancies between
the competencies
and skills of current
employees and the needs
of the organization.
B2215 Selects
assessment tools
suitable for measuring
competence.
C084* Assess future talent Not applicable B2216 Meets with senior B2217 Brainstorms with
needs. leadership to gain the organizations leaders
understanding of the on the ideal skill sets
strategic direction of the needed to address future
organization. organizational needs.
B2217 Brainstorms with B3129 Helps set the

the organizations leaders strategic direction of the
on the ideal skill sets organization.
needed to address future
B3130 Forecasts future
organizational needs.
talent needs taking into
B2218 Analyzes forecast account the direction of
data to identify the the organization, sector
need for significant and industry, along with
changes in the number of general business and
employees. demographic factors.
B2219 Builds statistical

models to predict future
resource needs.

Human Resources
40.2 EMPLOYEE VALUE PROPOSITION
C085* Measure the impact of B1106 Compiles data B2220 Determines the B3131 Gauges the
attraction initiatives. from attraction most relevant indicators effectiveness of
initiatives. of a successful attraction attraction initiatives.
initiative.
B1107 Prepares reports on
the impact of attraction B2221 Collects data to
initiatives. assess progress towards
attraction goals.
B2222 Analyzes data to

determine whether an
attraction initiative is
sufficiently achieving its
goals.
C086* Identify the B1108 Assists supervisor B2223 Consults with B3132 Identifies the
characteristics of in drafting reports on the colleagues in the characteristics of
desirable potential desirable characteristics organization to identify employees necessary
employees. of potential employees. the characteristics of to achieve the
the most desirable organizations vision.
employees.
B2224 Works with

a categorization
scheme to enable a
systematic cataloguing
of the characteristics of
employees.
B2225 Creates
draft profiles of the
characteristics of
desirable employees.
B2226 Solicits feedback

from senior leadership
on the employee profiles
that are most aligned
with the future direction

Human Resources
C087 Create an employee value B1109 Assists supervisor B2227 Identifies the B2227 Identifies the
proposition statement. in collecting feedback traits of the organization traits of the organization
on employee value that will be most enticing that will be most enticing
proposition statement. to desirable potential to desirable potential
employees. employees.
B2228 Drafts messaging B3133 Champions the

that highlights and attractive features of the
promotes the traits of organization.
the organization that will
B3134 Partners with
attract positive attention
the leadership team to
from desirable potential
articulate the traits that
employees.
define the organization.
B2229 Gains feedback
on the suitability of the
draft employee value
proposition statement.
C088 Identify potential B1110 Assists supervisor B2136 Analyzes the B2136 Analyzes the
changes that would in collecting data on results of employee results of employee
make the organization what would make the engagement surveys to engagement surveys to
more desirable to ideal organization more identify trends and areas identify trends and areas
potential employees. desirable to ideal for improvement. for improvement.
B2230 Meets with B3135 Works with
the organizations top senior leadership to
performers to gain input identify organizational
on changes that would changes that align with
make the organization recruitment of ideal
more desirable to ideal potential employees.
B2231 Conducts exit

interviews with departing
top performers to
collect feedback on
their perceptions of
what would make the
organization more
desirable.

Human Resources
C088 B2232 Analyzes the

(continued) impact of potential
changes to the
organization on the
attraction of ideal
B2233 Drafts reports

itemizing potential
organizational changes
that would make it
more attractive to ideal
C089 Advocate to Not applicable B2234 Provides reports B2236 Seeks out
organizational leadership to senior leadership opportunities to
for changes in the outlining potential integrate attraction-
organization that would changes that would boosting strategic
make it more attractive make the organization approaches into
as an employer. more attractive as an organizational initiatives.
employer.
B3136 Drives the
B2235 Obtains input organization towards
from senior leadership status as a recognized
on the merits of top employer in the
potential changes to the industry and region.
organization designed to
boost attraction.
B2236 Seeks out

opportunities to
integrate attraction-
boosting strategic
approaches into
organizational initiatives.

Human Resources
C085* Measure the impact of B1106 Compiles data B2220 Determines the B3131 Gauges the
attraction initiatives. from attraction
most relevant indicators effectiveness of
initiatives.
of a successful attraction attraction initiatives.
initiative.
B1107 Prepares reports on
the impact of attraction B2221 Collects data to
initiatives. assess progress towards
attraction goals.
B2222 Analyzes data to

determine whether an
attraction initiative is
sufficiently achieving its
goals.
C090 Measure employee B1111 Compiles data on B2237 Determines the B2239 Analyzes
retention. employee retention. most relevant measures employee retention data
of employee retention. for trends and to identify
B1112 Prepares reports
causative factors.
on employee retention B2238 Collects data
statistics. on employee retention B2240 Evaluates
systematically. methods and approaches
for analysis of employee
B2239 Analyzes
retention.
employee retention data
for trends and to identify
causative factors.
B2240 Evaluates
methods and approaches
for analysis of employee
retention.

Human Resources
C083* Measure gaps in current B1104 Compiles data B2211 Creates a system B3128 Oversees the
talent needs. from the assessment of for categorizing determination of gaps in
employees competencies employee skills. current talent needs.
and skills.
B2212 Collects
B1105 Assists supervisor information on current
in the preparation of talent needs from leaders
reports on talent gaps. across the organization.
B2213 Collects data

on the competencies
and skills of the
organizations
employees.
B2214 Analyzes
discrepancies between
the competencies
and skills of current
employees and the needs
B2215 Selects
assessment tools
suitable for measuring
competence.
C084* Assess future talent Not applicable B2216 Meets with senior B2217 Brainstorms with
needs. leadership to gain the organizations leaders
understanding of the on the ideal skill sets
strategic direction of the needed to address future
organization. organizational needs.
B2217 Brainstorms with B3129 Helps set the

the organizations leaders strategic direction of the
on the ideal skill sets organization.
needed to address future
organizational needs.
talent needs taking into
B2218 Analyzes forecast account the direction of
data to identify the the organization, sector
need for significant and industry, along with
changes in the number of general business and
employees. demographic factors.
B2219 Builds statistical

models to predict future
resource needs.

Human Resources
C086* Identify the B1108 Assists supervisor B2223 Consults with B3132 Identifies the
characteristics of in drafting reports on the colleagues in the characteristics of
desirable potential desirable characteristics organization to identify employees necessary
employees. of potential employees. the characteristics of to achieve the
the most desirable organizations vision.
employees.
B2224 Works with

a categorization
scheme to enable a
systematic cataloguing
of the characteristics of
employees.
B2225 Creates
draft profiles of the
characteristics of
desirable employees.
B2226 Solicits feedback

on the employee profiles
that are most aligned
with the future direction

Human Resources
C091 Execute a workforce plan B1113 Communicates B1113 Communicates B2241 Monitors the
in accordance with sound regularly with workforce regularly with workforce progress of a workforce
project management plan team members plan team members plan.
principles. to ensure continuous to ensure continuous
B2242 Evaluates the
progress towards the progress towards the
workforce plans goals for
plans goals. plans goals.
continued relevance.
B1114 Compiles data B2241 Monitors the
B3137 Champions the
on the progress of the progress of a workforce
successful execution of
workforce plan. plan.
the workforce plan.
B1115 Adjusts timeline B2242 Evaluates the
charts as necessary. workforce plans goals for
continued relevance.
B1116 Coordinates
workforce plan project B2243 Adjusts the
meetings. workforce plans
timeline and activities as
necessary based on new
information.
B2244 Provides metrics

of workforce plan project
progress to senior
leadership.
C092 Determine the optimal B1117 Assists supervisor B2245 Maintains B2245 Maintains
methods for sourcing in researching alternative knowledge of current knowledge of current
desirable potential sourcing options. and emerging options and emerging options
employees. for targeting potential for targeting potential
B2246 Assesses the

utility of alternative
sourcing options using
information about
the traits of desirable
B2247 Collects data on

alternative sourcing
options used by the
organization.

Human Resources
C093 Identify potential B1118 Coordinates B2248 Drafts interview B2253 Makes hiring
employees using an recruitment interview questions specific to the decisions based on
appropriate mix of schedules. needs of the position data collected during
interviews, assessments, being filled using HR best interviews, assessments,
B1119 Reviews
and reference checks. practices. and reference and
employment applications
credential checks.
against quantitative B2249 Creates
selection criteria. assessments to quantify B3138 Champions
the relative performance robust recruitment
B1120 Creates an initial
of competing candidates processes throughout the
short list of potential
on measures critical to organization.
employees based on
success in the position.
criteria set by supervisor. B3138b Manages the
B2250 Drafts reference recruitment of senior
B1121 Coordinates
questions to solicit executives.
reference check calls.
a balanced profile of
B1122 Compiles data from competing candidates
employee recruitment using HR best practices.
assessments.
B2251 Creates a selection
B1123 Posts recruitment scheme that employs
ads in selected sourcing interviews, assessments,
options. and reference checks
to identify the most
desirable candidate.
B2252 Quantifies
differences among
potential job candidates.
B2253 Makes hiring

decisions based on
data collected during
interviews, assessments,
and reference and
credential checks.
C094 Select potential Not applicable B2254 Ensures that B2254 Ensures that
employees based on organizational strategic organizational strategic
available evidence of objectives are integrated objectives are integrated
fit with organizational into the selection into the selection
strategic objectives. scheme. scheme.
B2255 Evaluates
potential employees
based on fit with
organizational strategic
objectives.

Human Resources
C095 Orient new employees B1124 Facilitates the B2256 Creates an B3139 Ensures that the
to the culture of the onboarding process for orientation schedule to onboarding process
organization and the new employees. integrate new employees includes orientation
organizations strategic into their work team and to the organizations
objectives. the organization. strategic objectives.
B2257 Gains the B3140 Emphasizes the

involvement of the new importance of learning
employees coworkers in the organizations
the onboarding process. culture in the onboarding
process.
B2258 Checks in with
the new employee on
questions they may
have regarding the
organizations culture
and strategic objectives.
C096 Train new employees in a B1125 Coordinates B2259 Creates a profile of B3141 Creates a
manner consistent with training activities for new the strengths and areas training structure in
their competencies and employees. for improvement of new the organization that
the needs of the position. employees. supports employees in
B1126 Monitors progress
their development.
towards completion of B2260 Itemizes the main
training goals for new tasks of positions in the
employees. organization.

gaps between the new
employees current skills
and those needed for
effective performance.
B2262 Involves the new

employees coworkers in
the training plan.
B2263 Sets training

objectives for new
employees.
B2264 Assesses progress

towards training
objectives for new
employees.

Human Resources
C097 Create development B1127 Assists supervisor B2265 Quantifies gaps B3142 Oversees
plans for employees that in drafting individual between current and progress towards
are designed to fill gaps development plans for future organizational filling organizational
between current and employees. skills needs. competence gaps.
future organizational
B2266 Creates a
skills needs.
comprehensive
plan for developing
the organizations
employees to align their
collective skills with
the future needs of the
organization.
B2267 Creates individual

development plans for
employees that aid
them in developing
the skills needed in the
organization.
C098 Implement measures to B1128 Schedules exit B2231 Conducts exit B3143 Champions the
retain top talent. interviews with departing interviews with departing retention of top talent
top performers. top performers to across all HR activities.
collect feedback on
B1129 Assists supervisor B3144 Creates an
their perceptions of
in the execution of organizational culture
what would make the
measures to retain top that rewards and
organization more
talent. recognizes top talent.
desirable.
B3145 Aligns the
B2268 Interviews
compensation system to
top talent to identify
reward the organizations
the factors in the
top performers.
organization that are
most attractive to them.
B2269 Interviews top

talent to identify changes
they would like to see in
the organization.

Human Resources
C098 B2270 Conducts a cost/ B3146 Ensures that

(continued) benefit analysis of the managers across the
likely impact of changes organization have
designed to increase identified and are
retention of top talent. supporting their best
employees.
B2271 Presents potential
strategies for the
retention of top talent to
senior leadership.
B2272 Prioritizes the

retention of top talent
across all HR initiatives.
40.4 PERFORMANCE MANAGEMENT SYSTEM
C099 Develop a performance B1130 Assists supervisor B2273 Identifies B2274 Creates
management system in documenting individual performance a performance
that aligns individual the performance objectives based management system
performance objectives management system. on alignment with that ensures the
with organizational organizational objectives. equitable assessment of
strategic goals. performance across the
B2274 Creates
organization.
a performance
management system B3147 Identifies the
that ensures the organizational objectives
equitable assessment of to be incorporated into
performance across the employee performance
organization. expectations.
B2275 Develops
performance metrics for
employees that are also
indicators of progress
towards organizational
goals.

Human Resources
C100 Create a timeline for the B1131 Creates a tracking B2276 Determines the B3148 Establishes
execution of performance chart to record progress optimal frequency for the organizations
management towards completion providing feedback performance
evaluations. of performance to employees on management system.
management progress towards their
evaluations. performance objectives.
B2277 Creates a schedule

to guide supervisors
in their participation
in the performance
management system.
C101 Oversee the B1132 Tracks progress B2278 Monitors B3149 Champions the
organizations towards completion completion of ongoing completion
performance of performance performance of performance
management system. management management activities management evaluations
evaluations. across the organization. across the organization.
B1133 Compiles data to B2279 Creates metrics B3150 Provides

measure achievement to assess achievement executive oversight
of the performance of the performance of the effectiveness
management systems management systems and efficiency of
goals. goals. the organizations
performance
B1134 Drafts performance B2280 Reports to
management system.
evaluation forms and senior leadership on
tools as directed by the effectiveness
supervisor. of the performance
management system.
B1135 Distributes
performance evaluation
forms and tools to all
relevant parties.

Human Resources
C102 Coach managers in B1136 Tracks that all B2281 Creates training for B2283 Promotes the
how to set goals and managers have had managers on how to set importance and value
expectations with access to coaching in goals and expectations of setting effective
employees. how to set goals and with employees. employee goals and
expectations. expectations with
B2282 Meets with
managers.
managers to address
questions they may B3151 Ensures that
have regarding how to managers have access
effectively set goals to the training they need
and expectations with to effectively set goals
employees. and expectations with
employees.
B2283 Promotes the
importance and value B3152 Models the setting
of setting effective of effective goals and
employee goals and expectations with direct
expectations with reports.
managers.
C103 Analyze gaps between B1137 Compiles data on B2284 Creates metrics B3153 Identifies patterns
individual performance gaps between individual for the evaluation of in performance gaps
and expectations. performance and gaps between actual across employees.
expectations. employee performance
and expectations.
B2285 Quantifies
employee performance
gaps.
B2286 Analyzes the

root cause of gaps in
employee performance.

Human Resources
40.5 LEADERSHIP DEVELOPMENT
C105 Develop an effective B1138 Assists manager B2289 Develops a B3155 Champions
succession planning in the development of succession planning succession planning
process. succession plans. process for key leadership as a key factor in the
positions. future success of the
organization.
B2290 Verifies with
senior management B3156 Creates a
that all necessary key succession plan for the
positions have been organizations senior
identified for succession leadership.
planning purposes.
B2291 Documents
the process by which
realistic succession plans
are created for all key
leadership positions.
C106 Implement a succession B1139 Collects data on B2292 Manages the B3157 Reviews the
planning process. the implementation of succession planning information generated
a succession planning process. as part of the succession
process as per an planning process and
B2293 Evaluates the
established protocol. assesses the implications
effectiveness of the
for implementation on
succession planning
process in response to
planned and unplanned
departures.
C107 Develop an effective B1140 Assists manager B2294 Develops criteria B3158 Ensures that the
program for the early in the development of and processes for a early identification of
identification and an early identification leadership talent early potential future leaders
tracking of leadership and tracking system for identification program. is part of the onboarding
talent. future leaders. and performance review
B2295 Designs the
process.
process that will be used
to identify individuals
with leadership talent.

Human Resources
C108 Implement a program for B1141 Implements a B2296 Evaluates the B3159 Interprets
the early identification leadership talent early effectiveness and impact the results of early
and tracking of leadership identification program as of the organizations identification programs.
talent. per established protocol. early identification
B3160 Changes early
program.
identification programs
based on data collected.
C109 Develop a developmental B1142 Implements a B2297 Develops a B3161 Champions the
planning process for high- developmental planning developmental planning development of the
potential individuals. process for high- process for high- future leaders of the
potential individuals potential individuals. organization.
as per an established
B2298 Develops
protocol.
mechanisms to ensure
that developmental plans
are enacted.
C110 Implement a B1143 Assists manager B2299 Evaluates the B3162 Reviews the
developmental planning in tracking the effectiveness and impact development plans for
process for high-potential developmental plans of the developmental individuals identified as
individuals. for high-potential planning process potential senior leaders.
individuals. for high-potential
B3163 Interprets
individuals.
the results of the
B2300 Manages the developmental planning
developmental planning process for high-
process for high- potential individuals.
potential individuals.
B3164 Changes the
development planning
processes for high-
potential individuals
based on data.

Human Resources
50.1 COLLABORATIVE WORK ENVIRONMENT
C111 Seek opportunities for B1144 Participates in B2301 Invites employees B2303 Encourages senior
collaboration between the organization-wide to management leadership to include key
employer and employees. initiatives and activities. meetings. staff in brainstorming
meetings.
B2302 Invites senior
leadership to present B3165 Meets regularly
to employees on new with staff.
initiatives.
B3166 Adopts an open-
B2303 Encourages senior door policy, encouraging
leadership to include key staff to take advantage
staff in brainstorming of it.
meetings.
C112 Seek opportunities for B1098 Interacts B1098 Interacts B1098 Interacts
collaboration between respectfully with union respectfully with union respectfully with union
management and unions representatives. representatives. representatives.
and other representative
B2304 Works respectfully B2305 Encourages senior
groups.
with unions at joint leadership to include
union-management representatives from
meetings. stakeholder groups in key
planning meetings.
B2305 Encourages senior
leadership to include B3167 Meets personally
representatives from with union leaders to
stakeholder groups in key discuss organizational
planning meetings. matters.
B3168 Promotes
understanding of the
role of unions in the
organization.
B3169 Fosters collegial

relationships with leaders
of key stakeholder
groups.
B3170 Fosters respectful

relationships with union
leaders.

Human Resources
C113 Encourage open and Not applicable B2306 Edits B2307 Facilitates
clear dialogue between communications from meetings between
management and senior management to management and unions.
employees/unions. employees and unions
B3171 Advocates
to ensure they are
transparency in
transparent and clear.
communications from
B2307 Facilitates senior leadership to
meetings between employees and unions.
management and unions.
B2308 Helps employees

and management
understand each others
perspectives.
C114 Focus collaboration Not applicable B1098 Interacts B1098 Interacts

between management collegially with union respectfully with union
and employees/unions representatives. representatives.
on the end goal of a
B2309 Identifies end B3172 Creates common
productive and engaged
goals that consider goals that unite
workforce.
the needs of both management and
management and employees.
employees.
B2310 Documents the

case for the mutual
benefits of a productive
and engaged workforce
for management and
employees.
B2311 Reduces discord in

communication between
unions and management
by returning attention to
the mutually beneficial
goals of a productive and
engaged workforce.

Human Resources
C115 Champion respectful B1096 Speaks positively B2312 Reviews B2313 Speaks respectfully
communication in all of the organization with communications of management
interactions between the coworkers. between management and employees in all
employer and employees. and employees to ensure interactions.
B1145 Edits
they are respectful.
communications for B2315 Coaches managers
clarity and tone. B2313 Speaks respectfully on maintaining respectful
of management communication with
and employees in all employees.
interactions.
B3173 Fosters a culture of
B2314 Intervenes mutual respect between
in disrespectful the employer and
communication between employees.
management and
employees.
B2315 Coaches managers

on maintaining respectful
communication with
employees.
50.2 LEGISLATION, COLLECTIVE AGREEMENTS, AND POLICIES
C116 Maintain knowledge of B1146 Reviews new B1146 Reviews new B3174 Drafts
the details of collective collective agreements. collective agreements. management
agreements in place in proposals for collective
B1147 Discusses with B2316 Implements new
the organization and in agreements.
supervisor the relevant collective agreements.
related organizations.
elements of collective B3175 Shares experiences
B2317 Acts as a source of
agreements. with collective
information for staff and
agreements with
management regarding
colleagues in other
existing collective
organizations.
agreements.
B2318 Participates in the

drafting of management
proposals for collective
agreements.
B2319 Computes the

costs to the organization
of collective agreements.
B2320 Networks with

HR professionals at
other organizations on
their experiences with
collective agreements.

Human Resources
C117 Maintain knowledge of B1148 Reads HR B1148 Reads HR B1148 Reads HR

legislation that affects newsletters and journals newsletters and journals newsletters and journals
the HR practices at the for information regarding for information regarding for information regarding
organization. pertinent legislation. pertinent legislation. pertinent legislation.
B1149 Discusses B2321 Attends HR B2321 Attends HR

with supervisor the conferences that have conferences that have
potential impact of new content related to HR content related to HR
legislation. legislation. legislation.
goals.
and goals.
B3036 Partners with
goals.

Human Resources
C118 Treat employees in B1150 Appropriately B1151 Provides equal B2322 Ensures
accordance with the identifies inconsistencies access to HR resources comparability of
principles of natural in the treatment of for all employees. treatment across
justice. employees. employees.
B2322 Ensures
B1151 Provides equal comparability of B3176 Champions a
access to HR resources treatment across merit-based rewards and
for all employees. employees. recognition system.
B2323 Calls out B3177 Builds HR systems

inconsistencies in the that prioritize equity
treatment of employees. across employees.
B2324 Provides
opportunities to
employees based on
merit.
B2325 Includes equitable

treatment of employees
as a performance metric
for HR department staff.
C119 Manage the risk of B1152 Advises supervisor B2326 Advises senior B2326 Advises senior
litigation and conflict when conflict between management when there management when there
in all interactions with employees is observed. is risk of litigation. is risk of litigation.
employees.
B1153 Advises supervisor B2327 Brings to B3178 Engages and
when a litigation risk is the attention of instructs legal counsel
observed. management practices when there is risk of
that could lead to litigation.
conflict with or between
B3179 Takes
employees.
responsibility for
B2328 Takes proactive reducing risk of litigation
steps to minimize the from employees in the
likelihood of grievances. organization.
B2329 Liaises with legal

counsel when there is
risk of litigation.

Human Resources
C120 Evaluate the risks B1154 Assists supervisor B2330 Documents B2332 Prioritizes
associated with in analyzing the risks the pros and cons of alternative labour and
alternative labour and of alternative labour alternative labour and employee relations
employee relations and employee relations employee relations strategies based on
strategies. strategies. strategies. minimizing the risk/
reward ratio.
B1155 Collects data to B2331 Quantifies the
help analyze risk as risks and potential B3180 Considers the
directed by supervisor. adverse effects of long-term risks of
alternative labour and alternative labour and
employee relations employee relations
strategies. strategies.
B2332 Prioritizes B3181 Evaluates

alternative labour and risks stemming from
employee relations alternative labour and
strategies based on employee relations
minimizing the risk/ strategies, considering
reward ratio. all aspects of the
organization.
50.3 LABOUR AND EMPLOYEE RELATIONS STRATEGIES
C120 Evaluate the risks B1154 Assists supervisor B2330 Documents B2332 Prioritizes
associated with in analyzing the risks the pros and cons of alternative labour and
alternative labour and of alternative labour alternative labour and employee relations
employee relations and employee relations employee relations strategies based on
strategies. strategies. strategies. minimizing the risk/
reward ratio.
B1155 Collects data to B2331 Quantifies the
help analyze risk as risks and potential B3180 Considers the
directed by supervisor. adverse effects of long-term risks of
alternative labour and alternative labour and
strategies. strategies.
B2332 Prioritizes B3181 Evaluates

alternative labour and risks stemming from
employee relations alternative labour and
strategies based on employee relations
minimizing the risk/ strategies, considering
reward ratio. all aspects of the
organization.

Human Resources
C121 Evaluate the costs B1156 Researches the B1156 Researches the B2333 Prioritizes
associated with costs associated with costs associated with alternative labour and
alternative labour and alternative labour and alternative labour and employee relations
employee relations employee relations employee relations strategies based on
strategies. strategies. strategies. minimizing the cost/
benefit ratio.
B2330 Documents
the pros and cons of B3182 Evaluates
alternative labour and potential direct and
employee relations indirect costs of
strategies. alternative labour and
employee relations
B2333 Prioritizes
strategies.
alternative labour and
employee relations
strategies based on
minimizing the cost/
benefit ratio.
C122 Evaluate the benefits B1157 Collects B2330 Documents B2334 Evaluates the
associated with information for the pros and cons of benefits of alternative
alternative labour and supervisor on the alternative labour and labour and employee
employee relations benefits of alternative employee relations relations strategies.
strategies. labour and employee strategies.
B3183 Assesses the long-
relations strategies.
B2334 Evaluates the term strategic impact
benefits of alternative of alternative labour
labour and employee and employee relations
relations strategies. strategies.
C123 Formulate alternative Not applicable B2335 Drafts alternative B2336 Evaluates
labour and employee labour and employee alternative labour and
relations strategies relations strategies. employee relations
to achieve business strategies for fit with
B2336 Evaluates
objectives. business objectives.
employee relations
strategies for fit with
business objectives.

Human Resources
C124 Analyze the overall B1158 Assists supervisor B2330 Documents B3184 Assesses
strengths and in documenting the the pros and cons of holistically the strengths
weaknesses of alternative overall strengths alternative labour and and weaknesses of
labour and employee and weaknesses of employee relations alternative labour and
relations strategies. alternative labour and strategies. employee relations
B2337 Quantifies the
strategies.
differences between
employee relations
strategies.
B2338 Consults with

peers in the organization
regarding the merits
of alternative labour
and employee relations
strategies.
C125 Recommend optimal Not applicable B2339 Selects the B2339 Selects the
labour and employee optimal labour and optimal labour and
relations strategies. employee relations employee relations
strategy based on strategy based on
collected data. collected data.
B2340 Documents B3185 Persuades senior

the rationale for the leadership to adopt
preferred labour and optimal labour and
strategy. strategy.
B2341 Presents the

recommended labour
and employee relations
strategy to leadership.

Human Resources
50.4 NEGOTIATION
sources for economic, sources for economic,
trends.
B3001 Collaborates
economic, societal,
trends.
C126 Formulate negotiation B1159 Researches factors B2342 Attends training B2344 Collects
strategies that take into outside the organization on negotiation tactics. information from
consideration variables as directed by supervisor. outside the organization
B2343 Documents the
within and outside the that is relevant to the
B1160 Compiles data evidence in favour of
organization. negotiation of a labour
from internal sources the preferred course of
dispute.
to support a planned action.
negotiation with labour B3186 Synthesizes
B2344 Collects
leaders. diverse sources of
information from
information into
outside the organization
formulated labour
that is relevant to the
dispute resolutions.
negotiation of a labour
dispute. B3187 Rehearses labour
dispute resolution
negotiations.
B3188 Incorporates
knowledge of the
personal characteristics
of labour leaders into
negotiation planning.
B3191 Represents
the employer as lead
negotiator in collective
agreement negotiations.

Human Resources
C127 Negotiate to resolve B1098 Interacts B1098 Interacts B2345 Fully prepares
labour and employee respectfully with union respectfully with union facts before entering
disputes. representatives. representatives. into labour and employee
negotiations.
B1161 Coordinates the B2345 Fully prepares
meeting logistics for facts before entering B2346 Establishes a
labour dispute resolution into labour and employee common goal towards
activities. negotiations. which everyone in a
negotiation can work.
B2346 Establishes a
common goal towards B2347 Demonstrates
which everyone in a a conviction to find an
negotiation can work. equitable solution in
labour and employee
B2347 Demonstrates
negotiations.
a conviction to find an
equitable solution in B2348 Listens with an
labour and employee open mind to the issues
negotiations. raised by employees and
labour leaders.
B2348 Listens with an
open mind to the issues B2349 Demonstrates
raised by employees and willingness to alter
labour leaders. position based on
new information in
B2349 Demonstrates
negotiations.
willingness to alter
position based on B3189 Obtains
new information in resolutions to labour
negotiations. disputes that give
appropriate consideration
B2350 Obtains
to all parties.
resolutions to labour
disputes that all parties B3190 Considers the
can accept. long-term impact of
the negotiation on
the labour/employer
relationship.
B3190b Manages
strategy in the event of a
labour dispute.

Human Resources
C128 Participate in mediation B1162 Prepares B2351 Employs B3192 Uses mediation
processes in an effective effectively for mediation alternative dispute processes to manage
and balanced manner. proceedings under resolution (ADR) options costs and resolve
direction. and processes. disputes.
B2352 Treats all B3193 Promotes the use

participants in a of mediation processes
mediation process in a to manage costs and
balanced manner. resolve disputes.
B2353 Participates
actively in mediation
processes.
B2354 Develops policies

for access to and use of
mediation processes.
C129 Participate effectively in B1163 Prepares B2355 Follows the B3194 Handles complex
or facilitate arbitration effectively for arbitration procedures and and difficult arbitration
proceedings. proceedings under policies required by the proceedings with a keen
direction. arbitration process. appreciation of the
impact of any arbitration
B2356 Participates
proceeding on other
activity in arbitration
labour relation matters.
proceedings.
B2357 Treats all

participants in an
arbitration proceeding in
a balanced manner.

Human Resources
50.5 DIVERSITY MANAGEMENT AND INCLUSIVENESS
C130 Identify institutional B1164 Collects data B2358 Implements B3195 Provides
structures or practices in regards to the effective processes to organizational
that may present barriers identification of identify institutional leadership in regards
to some facet of diversity. institutional structures structures and practices to the identification of
and practices that may that may present institutional structures
present barriers to some barriers to some facet of and practices that may
facet of diversity as per diversity. present barriers to some
an established protocol. facet of diversity.
B2359 Collects
information from
employees representing
diversity groups
regarding their
perceptions of potential
workplace barriers.
C131 Develop an effective B1165 Assists manager B2360 Develops B3196 Provides
program to remove in developing a plan for interventions to remove organizational leadership
institutional structures the removal of barriers institutional structures in regards to the creation
or practices that present to diversity in the and practices that may of an inclusive workplace.
barriers to some facet of workplace. present barriers to some
diversity. facet of diversity.
B2361 Assesses the likely

positive impact relative
to cost of a potential
action to remove
barriers to some facet of
diversity.
C132 Implement a program B1166 Implements B2362 Evaluates the B3197 Provides executive
to remove institutional programs to remove effectiveness and sponsorship of programs
structures or practices institutional structures impact of the various designed to remove
that present barriers to and practices that may interventions aimed at barriers to diversity in the
some facet of diversity. present barriers to some removing institutional workplace.
facet of diversity as per structures and practices
an established protocol. that may present
barriers to some facet of
diversity.

Human Resources
50.6 REPRESENTING INDIVIDUALS AND ORGANIZATIONS BEFORE TRIBUNALS
C133 Manage cases appearing B1167 Assists in pulling B2363 Develops an B3198 Assesses
before tribunals. together all the relevant effective representation any organizational
documents in preparation strategy. vulnerability that may
for a tribunal proceeding. be revealed in a tribunal
B2364 Implements an
proceeding.
effective representation
strategy. B3199 Manages
any organizational
vulnerability that may
be revealed in a tribunal
proceeding.
C134 Provide advice to B1168 Identifies the B2365 Provides sound B3200 Develops an
individuals and proper resources to assist advice to individuals and appropriate response
organizations appearing with a case that is to organizations appearing to manage or
before HR-related appear before an HR- before an HR-related mitigate future risk in
tribunals. related tribunal. tribunal. consideration of the
implications of any given
case.

Human Resources
60 TOTAL REWARDS
60.1 TOTAL REWARDS STRUCTURE DEVELOPMENT
C135* Maintain knowledge of B1169 Discusses B1170 Attends training on B3201 Shares information
rewards structures in the with supervisor compensation models. on compensation
organizations sector, the compensation structures with HR
B2366 Procures
industry, and location. structure in place at the professionals in other
information on rewards
organization. organizations.
structures in the
B1170 Attends training organizations region.
on compensation
B2367 Procures
models.
structures at competing
businesses.
B2368 Collaborates
with HR professionals
in other organizations
to share information on
compensation structures.
C136 Create equitable and B1171 Assists supervisor B2369 Quantifies B2370 Creates a rewards
effective rewards in documenting the the reward structure structure that considers
structures which include rewards structure. considering compensation, pensions,
compensation, pensions, compensation, pension, benefits, and perquisites
benefits, and perquisites. benefits, and perquisites. to retain and attract top
in collecting information
talent.
to support development B2370 Creates a rewards
of the rewards structure. structure that considers B3202 Innovates
compensation, pensions, compensation structures
benefits, and perquisites to best serve the needs
to retain and attract top of the organization.
talent.
B3203 Assesses the
B2371 Assesses the affordability of the total
perquisites that will have rewards structure.
the greatest value to
employees at the lowest
cost to the employer.

Human Resources
60 TOTAL REWARDS
C136 B2372 Determines

Continued whether a defined-
benefits, defined-
contribution, or hybrid
pension plan will best
serve the needs of the
organization.
B2373 Procures a
benefits provider based
on best fit of coverage
for the employees at the
lowest cost.
B2374 Assesses the

optimal mix of base and
variable pay at each pay
band in the organization.
C137* Implement programs and B1173 Follows the B2375 Assigns employees B2377b Ensures that
initiatives relating to the rewards structure to their level within the compensation systems
organizations rewards policies consistently. rewards structure in a are consistent with pay
structure equitably within consistent manner. equity legislation.
the organization.
B2376 Makes decisions B3204 Ensures that
on application of the policies are in place to
rewards structure based require the equitable and
on observable facts and consistent application of
within the rules of the the rewards structure in
structure. the organization.
B2377 Documents B3205 Requires that

the rationale for any exceptions to the
exceptions to the rewards structure policy
consistent application of be approved by senior
the rewards structure. management.
B2377b Ensures that B3206 Ensures senior HR

compensation systems staff are fully aware of
are consistent with pay the key elements of the
equity legislation. rewards structure.

Human Resources
60 TOTAL REWARDS
C138 Make strategic use B1174 Compiles data on B2378 Identifies the B3207 Implements the
of rewards structure the effectiveness of the employee actions and rewards structure to
to encourage desired rewards structure. behaviours that the drive desired behaviour.
employee behaviour. organization would like
to reinforce.
B2379 Assesses rewards

options based on their
likelihood of enhancing
desired employee
behaviour.
B2380 Evaluates the

impact of rewards
on desired employee
behaviour.
C139* Ensure the rewards Not applicable B2381 Obtains legal B2377b Ensures that
structure maintains its review of rewards compensation systems
compliance with legal structure. are consistent with pay
requirements. equity legislation.
B2382 Reviews rewards
structure against legal B2382 Reviews rewards
requirements. structure against legal
requirements.
B2377b Ensures that
compensation systems
are consistent with pay
equity legislation.

Human Resources
60 TOTAL REWARDS
60.2 TOTAL REWARDS STRUCTURE IMPLEMENTATION
C140 Collect comparative B1175 Assists supervisor B2383 Procures B2385 Analyzes
data on total rewards in collecting information information on total industry-wide reports on
in place at competing on total rewards at rewards levels in the compensation.
organizations. competing organizations. organizations region.
B2386 Communicates
B2384 Procures with professional
information on total network to obtain
rewards levels at information on
competing organizations. compensation levels at
B2385 Analyzes
industry-wide reports on
compensation.
B2386 Communicates
with professional
network to obtain
information on
compensation levels at
C141 Assign positions in the Not applicable B2387 Creates a system B2387 Creates a system
organization into the for the categorization for the categorization
total rewards structure of jobs into levels and of jobs into levels and
using an appropriate job classes. classes.
evaluation system.
B2388 Works with senior
management to allocate
positions into their place
in the total rewards
structure.
B2389 Re-assesses
positions for continuing
fit with their place in the
total rewards structure.
B2390 Re-evaluates the

job placement system for
continued consistency
and equitability.
B2391 Allocates positions

to their place in the total
rewards structure.

Human Resources
60 TOTAL REWARDS
C137* Implement programs and B1173 Follows the B2375 Assigns employees B2377b Ensures that
initiatives relating to the rewards structure to their level within the compensation systems
organizations rewards policies consistently. rewards structure in a are consistent with pay
structure equitably within consistent manner. equity legislation.
the organization.
B2376 Makes decisions B3204 Ensures that
on application of the policies are in place to
rewards structure based require the equitable and
on observable facts and consistent application of
within the rules of the the rewards structure in
structure. the organization.
B2377 Documents B3205 Requires that

the rationale for any exceptions to the
exceptions to the rewards structure policy
consistent application of be approved by senior
the rewards structure. management.
B2377b Ensures that B3206 Ensures senior HR

compensation systems staff are fully aware of
are consistent with pay the key elements of the
equity legislation. rewards structure.
requirements.
B2377b Ensures that
equity legislation.

Human Resources
60 TOTAL REWARDS
60.3 TOTAL REWARDS STRUCTURE EVALUATION
C142 Measure the effectiveness B1176 Compiles data on B2392 Establishes B3208 Assesses the
of the total rewards the effectiveness of the metrics for the effectiveness of the
structure using total rewards structure. effectiveness of the total total rewards structure
appropriate metrics. rewards structure. against achievement of
organizational goals.
B2393 Measures the
effectiveness of the total
rewards structure.
B2394 Collects feedback

from managers across
the organization on the
effectiveness of the total
rewards structure.
C135* Maintain knowledge of B1169 Discusses B1170 Attends training on B3201 Shares information
rewards structures in the with supervisor compensation models. on compensation
organizations sector, the compensation structures with HR
B2366 Procures
industry, and location. structure in place at the professionals in other
organization. organizations.
structures in the
B1170 Attends training organizations region.
on compensation
B2367 Procures
models.
structures at competing
businesses.
B2368 Collaborates
with HR professionals
in other organizations
to share information on
compensation structures.
requirements.
B2377b Ensures that
equity legislation.

Human Resources
60 TOTAL REWARDS
C143 Assess the need for Not applicable B2395 Evaluates the B2395 Evaluates the
changes to the total continuing efficacy of the continuing efficacy of the
rewards structure using total rewards structure. total rewards structure.
data internal and external
B2396 Identifies B2396 Identifies
to the organization.
potential improvements potential improvements
to the total rewards to the total rewards
structure that would structure that would
make the organization a make the organization a
more preferred employer. more preferred employer.
B2397 Considers factors B2397 Considers factors

within and outside within and outside
the organization in the organization in
evaluating the total evaluating the total
rewards structure. rewards structure.

trends that may bear on
the continued efficacy
of the total rewards
structure.
C144 Recommend changes B1177 Assists supervisor B2398 Identifies the B2398 Identifies the
to the total rewards in the preparation optimal changes to the optimal changes to the
structure to leadership of materials for total rewards structure total rewards structure
based on collected data presentation to senior considering collected considering collected
and information. leadership. data and return on data and return on
investment. investment.
B2399 Documents the B3210 Champions

case for a change to the changes to the total
total rewards structure. rewards structure to
improve the long-
B2400 Presents the
term health of the
rationale for changes
organization.
to the total rewards
structure to senior
leadership.

Human Resources
60 TOTAL REWARDS
60.4 VALUE OF TOTAL REWARDS
C145 Create communications B1178 Distributes B2401 Drafts key B2404 Focuses
on the total rewards messaging on the total messages for communication of
structure that help rewards structure to communication to the total rewards
employees fully staff. employees on the total structure on the value to
understand its value to rewards structure. employees.
B1179 Reviews
them.
messaging on the total B2402 Creates message
rewards structure to sheets for managers
assess likely reception to use when they are
by staff. communicating the
elements of the total
rewards structure to
employees.
B2403 Prepares
presentations for staff
on planned changes
to the total rewards
structure.
B2404 Focuses
communication of
the total rewards
structure on the value to
employees.
C146 Create persuasive Not applicable B2405 Crafts messaging B3211 Champions the
arguments regarding the on the value of the value of the total
value of the total rewards total rewards structure rewards structure for
structure that encourage that builds buy-in from the organization and
desired behaviours. employees. employees across senior
management.
key behaviours that
leadership wants to
encourage by use of the
total rewards structure.
B2407 Assesses the

optimal arguments to
use in communications to
employees to bring about
desired behaviours.

Human Resources
60 TOTAL REWARDS
C147 Select communication B1180 Assists supervisor B2408 Maintains a B2410 Assesses the
media based on the in identifying potential working knowledge of all characteristics of the
likelihood of the message communication media. communication media in audience to determine
being received and use in the organization. which communication
understood. media will be most
B2409 Evaluates
effective in reaching
the strengths
them.
and weaknesses
of alternative B2411 Chooses one or
communication media. more communication
media to distribute
B2410 Assesses the
messages to optimize
characteristics of the
reception and
audience to determine
comprehension.
which communication
media will be most B3212 Considers all
effective in reaching potential modes of
them. communication to
enhance reception of key
B2411 Chooses one or
messages.
more communication
media to distribute
messages to optimize
reception and
comprehension.
C148 Deliver communications B1181 Distributes written B1181 Distributes written B3213 Embeds
regarding the value of communications on the communications on the messaging on the
and changes to the total total rewards structure total rewards structure total rewards structure
rewards structure to to employees. to employees. into all employee
employees. communications.
B1182 Coordinates the B2412 Presents to
dissemination of HR employees on the value B3214 Ensures the
communications. of the total rewards dissemination of
structure. accurate information
on the total rewards
B2413 Presents planned
structure.
changes to the value
of the total rewards
structure to employees.

Human Resources
70.1 LEARNING CULTURE
C149 Identify opportunities B1183 Identifies apparent B2414 Reviews work B3215 Strives to
for learning that occur learning gaps in the work plans for opportunities to incorporate learning
as part of everyday work of employees. include new learning. opportunities into all
activities. work performed in the
B2415 Identifies work
organization.
activities where frequent
errors occur.
B2416 Identifies
occasions where junior
and senior staff have
potential learning
opportunities.
C150 Encourage employees B1184 Provides B2417 Promotes to B2419 Builds incentive
to seek out learning employees with access employees the concept of programs that encourage
opportunities beyond to information on non- continuous learning. employees to use non-
formalized instruction. formalized learning formalized modes of
B2418 Educates
opportunities. learning.
employees on the variety
of means by which they B3216 Champions a
can acquire skills and continuous learning
competence. culture in the
organization.
B2419 Builds incentive
programs that encourage
employees to use non-
formalized modes of
learning.

Human Resources
C151 Encourage learning that B1185 Provides B2420 Provides access B2420 Provides access
enhances individual, employees with to learning opportunities to learning opportunities
team, and organizational information on team- that involve many that involve many
effectiveness. building events. employees. employees.
B1186 Coordinates B2421 Provides access B2421 Provides access

attendance at group to team-building to team-building
training activities. opportunities for opportunities for
departments. departments.
B2422 Ensures that all B2422 Ensures that all

training contributes to training contributes to
the effectiveness of the the effectiveness of the
organization. organization.
B3217 Develops team-

building events for the
organization.
C152 Identify potential Not applicable B2423 Consults with B2426 Attends
strategies to embed managers to identify HR training on
learning and development mechanisms for effective learning and
into the culture of the promoting continuous development programs.
organization. learning.
B3218 Consults with
B2424 Observes colleagues in the
employees in their HR field for ideas on
daily tasks to identify embedding learning
potential opportunities and development into
to embed learning and the culture of the
development. organization.
B2425 Holds B3219 Generates

brainstorming sessions innovative methods
with employees to for creating a learning
generate ideas on culture.
incorporating learning
and development into
the culture of the
organization.
B2426 Attends
HR training on
effective learning and
development programs.

Human Resources
C153 Assess the merits of B1187 Collects costing B2427 Compares the B2428 Assesses the
alternative strategies to data on alternative costs of alternative likely effectiveness of
create an organizational strategies to create an strategies to create an alternative strategies to
learning culture. organizational learning organizational learning create an organizational
culture. culture. learning culture.
B2428 Assesses the B3220 Incorporates

likely effectiveness of information from
alternative strategies to within and outside
create an organizational the organization in
learning culture. determining the long-
term effectiveness of
B2429 Consults with
alternative strategies to
managers across the
create an organizational
organization on their
learning culture.
perceptions of the likely
reception of alternative
strategies to create an
organizational learning
culture.
C154 Implement initiatives B1188 Tracks progress B1188 Tracks progress B2430 Executes on
to develop a learning towards learning culture towards learning culture initiatives to create a
culture to enhance goals. goals. learning culture.
the organizations
B2430 Executes on B3221 Champions

effectiveness.
initiatives to create a initiatives to promote a

learning culture. learning culture in the
organization.
B2431 Develops
learning culture goals
that are aligned
with organizational
effectiveness.

Human Resources
70.2 LEARNING PRIORITIES
C155 Consult key stakeholders Not applicable B2432 Meets with senior B3222 Works with senior
in the development of executives to ascertain leadership to set the key
organizational learning future learning priorities. organizational learning
priorities. priorities.
B2433 Meets with
managers across the
organization to collect
information on employee
skills gaps.
C156 Identify potential learning Not applicable B2434 Generates B2435 Assesses
priorities that are aligned organizational learning organizational strategy
with organizational options to fill employee changes for the need for
strategy. skills gaps. new learning priorities.
B2435 Assesses B3223 Changes the

organizational strategy learning priorities of the
changes for the need for organization to meet
new learning priorities. long-term business
goals.
B2436 Verifies that
learning priorities
are aligned with
C157 Analyze the return on B1189 Collects costing B2437 Evaluates the B2439 Estimates
investment of alternative data on alternative costs of addressing the likely return on
organizational learning organizational learning alternative organizational investment of alternative
priorities. priorities. learning priorities. organizational learning
priorities.
B2438 Quantifies the
projected benefits of B3224 Weighs the long-
alternative organizational term strategic benefits of
learning priorities. alternative organizational
B2439 Estimates
the likely return on
investment of alternative
priorities.

Human Resources
C158 Select organizational Not applicable B2440 Identifies the B2442 Selects the
learning priorities organizational learning organizational learning
to maximize return priorities that have priorities that balance
on investment and the greatest return on the need for return
alignment with business investment. on investment and
strategy. alignment with business
strategy.
priorities that are most B3225 Advocates for new
aligned with business organizational learning
strategy. priorities with senior
leadership.
B2442 Selects the
priorities that balance
the need for return
on investment and
alignment with business
strategy.
70.3 PROVISION OF CONTINUING DEVELOPMENT OPPORTUNITIES
C159 Assess the potential of Not applicable B2443 Assesses the B3226 Encourages the
employees to develop competence gaps among objective evaluation
competencies aligned employees stemming of employee potential
with organizational from new organizational across the organization.
strategy. strategies.
B2444 Evaluates the

ability of individual
employees to develop
the skills they need to
be successful in the
organization.
B2445 Identifies
employees who do not
have the competence
to be successful in the
organization.

Human Resources
C160 Develop learning B1190 Researches B2446 Procures B3227 Creates a learning
opportunities for potential external instructional designers to culture aligned with
employees that trainers. build training for staff. organizational objectives.
enable them to
B1191 Develops schedules B2447 Develops training
contribute effectively to
for training activities. programs based on adult
learning principles.
B1192 Drafts
presentation materials B2448 Develops
at the direction of comprehensive training
supervisor. programs.
B2449 Aligns learning

opportunities with
C161 Develop learning B1193 Records learning B2450 Establishes B2452 Makes learning
objectives that maximize objectives set for individualized learning and development
the growth potential of employees goals for employees. a component of
employees. performance reviews.
B2451 Incorporates
knowledge of the B3228 Advocates
strengths and continuous learning
weaknesses of and development for all
employees into their employees.
learning goals.
B2452 Makes learning

and development
a component of
performance reviews.
B2453 Creates guidelines

for managers on how
to develop learning
objectives for staff.
B2454 Identifies trends

in learning objectives
that suggest the need
for group training and
development activities.

Human Resources
70.4 LEARNING AND DEVELOPMENT PROGRAM IMPLEMENTATION
C162 Maintain knowledge of B1194 Attends training B1194 Attends training B1194 Attends training
current literature in the on adult learning on adult learning on adult learning
field of adult learning. techniques. techniques. techniques.
B1195 Discusses adult B2455 Reads literature B2455 Reads literature

learning principles with on adult learning. on adult learning.
supervisor.
B2456 Writes articles
on adult learning
applications.
C163 Apply established Not applicable B2447 Develops training B3229 Ensures that
theories of adult learning activities based on adult proper education
to the development of learning principles. techniques are used
learning and development in the dissemination
B2457 Incorporates
programs. of training across the
practice and feedback
organization.
into learning and
B2458 Repeats training

as necessary to enhance
learning.
C164 Implement learning and B1196 Schedules B2459 Tracks progress B3230 Provides executive
development programs employees into training towards goals of learning sponsorship of learning
that are relevant and sessions. and development and development
effective. programs. programs.
B1197 Tracks completion
of training activities. B2460 Alters learning
and development
B1198 Compiles data
programs based on
on progress towards
effectiveness data.
completion of learning
and development B2461 Identifies
programs. the employees who
will benefit most
from learning and

Human Resources
C165 Develop the competence Not applicable B2462 Documents B3229 Ensures that
of employees using the rationale for the proper education
evidence-based methods. methods used to develop techniques are used
the competence of in the dissemination
employees. of training across the
organization.
B2463 Relies on accepted
instruction methods
in the training of
employees.
B2464 Demonstrates
meaningful progress
in the development of
employee competence.
70.5 LEARNING AND DEVELOPMENT PRIORITIES EVALUATION
C166 Establish outcome Not applicable B2465 Sets outcome B2465 Sets outcome
measures for learning and measures for learning measures for learning
development programs and development and development
that are aligned with programs that are based programs that are based
organizational objectives. on alignment with on alignment with
organizational objectives. organizational objectives.
B2466 Obtains B3231 Ensures

endorsement from senior that learning and
leadership for learning development programs
and development are assessed regularly
program outcome for continuing fit with
measures. organizational objectives.
B2467 Documents the

linkage between learning
and development
program outcomes and

Human Resources
C167 Maintain knowledge of B1199 Attends training B1199 Attends training B2468 Applies
sound measurement on quantitative and on quantitative and quantitative and
principles accepted in the qualitative measurement qualitative measurement qualitative approaches to
HR field. methods. methods. HR problem-solving.
B1200 Discusses B2468 Applies B2469 Reads articles on

with supervisor the quantitative and measurement principles
measurement principles qualitative approaches to that apply to the HR
that apply to work in the HR problem-solving. field.
HR department.
B2469 Reads articles on B3232 Develops new
measurement principles quantitative and
that apply to the HR qualitative methods that
field. support HR decision-
making.
C168 Assess progress towards B1201 Compiles B2470 Collects B2471 Analyzes progress
learning and development data on progress data on progress data for evidence of
goals using sound towards learning and towards learning and significant change.
measurement principles. development goals. development goals.
B2471 Analyzes progress

data for evidence of
significant change.
C169 Document progress B1202 Assists employees B2472 Synthesizes B2472 Synthesizes
towards learning and in drafting progress the results of the results of
development goals. reports for supervisors. analyses on progress analyses on progress
towards learning and towards learning and
B1202b Assists
development goals. development goals.
supervisors in collecting
data on employee B2473 Drafts progress
progress. reports on attainment
of learning and
development goals.

Human Resources
C170 Evaluate the effectiveness B1203 Coordinates B2474 Determines B2474 Determines
of learning and the assessment whether there has been whether there has been
development programs. of employees meaningful progress meaningful progress
competencies. towards learning and towards learning and
development goals. development goals.
B2475 Develops tools B3233 Determines

for managers to use to whether to continue,
assess the effectiveness alter, or abandon learning
of learning and and development
development programs. programs based on
quantitative analyses.
B2476 Assesses
whether learning and
development programs
will be effective in the
future.
B2477 Assesses
employees on the
key competencies
targeted in learning and
B2478 Analyzes changes

in competence across
employees following
implementation
of a learning and
development program.
C171 Evaluate the likelihood Not applicable B2479 Assesses B2479 Assesses
that learning and whether learning and whether learning and
development priorities development goals will development goals will
will align with progress translate into progress translate into progress
towards organizational towards organizational towards organizational
objectives. objectives. objectives.
B2480 Analyzes data for B2480 Analyzes data for

evidence that learning evidence that learning
and development and development
initiatives are advancing initiatives are advancing
progress towards progress towards
organizational objectives. organizational objectives.

Human Resources
C171 B3234 Incorporates

(continued) data from across and
outside the organization
to determine
whether learning and
development priorities
will continue to serve the
needs of the organization
in the future.
70.6 MENTORING AND COACHING
C172 Maintain knowledge of Not applicable B2481 Takes training on B2483 Reads articles and
current mentoring and mentoring and coaching. books on mentoring and
coaching principles. coaching.
B2482 Attends
conferences on B3235 Writes articles on
mentoring and coaching. effective mentoring and
coaching.
B2483 Reads articles and
books on mentoring and
coaching.
C173 Educate leaders on the Not applicable B2484 Gives talks to B2486 Encourages senior
merits of mentoring and managers on the merits leaders to act as mentors
coaching employees. of mentoring and or coaches to employees.
coaching employees.
B2485 Creates
information sheets on
the merits of mentoring
and coaching.
B2486 Encourages senior

leaders to act as mentors
or coaches to employees.

Human Resources
C174 Keep leaders informed B1204 Assists supervisor B2487 Provides status Not applicable
about the learning and in preparing reports updates to senior leaders
development priorities of on learning and on learning priorities
employees. development priorities. across employees.
B1205 Coordinates B2488 Provides

access to learning individualized reports
and development to managers on the
information across learning priorities of their
managers. employees.
C175 Develop learning Not applicable B2489 Procures experts B3236 Creates
programs to build in training for mentoring organizational programs
mentoring and coaching and coaching. that pair new employees
skills in leaders. with coaches.
B2490 Develops an online
course on mentoring and B3237 Arranges training
coaching skills. retreats for senior
leaders on mentoring and
coaching skills.
C176 Deliver mentoring and B1206 Coordinates B2491 Identifies the B2491 Identifies the
coaching training to mentoring and coaching leaders who would leaders who would
leaders. training for leaders. benefit from mentoring benefit from mentoring
and coaching training. and coaching training.
B2492 Arranges B3238 Coaches other

participation in senior leaders on how to
mentoring and coaching be effective mentors and
training. coaches for their staff.
B2493 Presents training

on mentoring and
coaching to leaders.

Human Resources
80 HEALTH, WELLNESS, AND SAFE WORKPLACE
80.1 HEALTH AND SAFETY
C177 Maintain knowledge of B1207 Reads legislation, B1207 Reads legislation, B1207 Reads legislation,
legislation, regulations, regulations, and regulations, and regulations, and
and standards regarding standards regarding standards regarding standards regarding
workplace health and workplace health and workplace health and workplace health and
safety. safety. safety. safety.
B1208 Attends training B1208 Attends training B3239 Uses network to

on workplace health and on workplace health and maintain awareness of
safety. safety. impending changes to
workplace health and
safety legislation and
regulations.
C178 Consider potential effects B1209 Assists supervisor B2494 Reviews work B3240 Advocates
on the health and safety in health and safety plans to ensure there are for workplace health
of employees of all audits. no potential negative and safety among
organizational activities. effects on employee senior leadership
health and safety. when considering new
initiatives.
B2495 Conducts periodic
audits of organizational
activities to ensure
continued adherence
to health and safety
standards.
C179 Ensure that the B1209 Assists supervisor B2495 Conducts periodic B2497 Assumes
organization remains in health and safety audits of organizational responsibility for
compliant with audits. activities to ensure workplace health and
workplace health and continued adherence safety oversight
safety legislation and to health and safety
in documenting B3240 Advocates
regulations. standards.
adherence to workplace for workplace health
health and safety B2496 Adheres to and safety among
regulations. workplace health and senior leadership
safety regulations. when considering new
initiatives.
B2497 Assumes
responsibility for B3241 Champions a
workplace health and workplace free from
safety oversight. bullying and harassment.

Human Resources
C179 B2498 Delivers

(continued) training on bullying
and harassment to
employees.
C180 Evaluate risks to the B1211 Assists supervisor B2499 Identifies B2502 Assesses the
health and safety of in collecting data workplace activities that likelihood of health
employees. on potential risks to pose the highest risk to and safety risk events
workplace health and the health and safety of occurring.
safety. employees.
B2503 Estimates the
B2500 Interviews negative impact on
employees regarding reputation, financial
their perceptions of resources, and the
the high-risk workplace employee value
activities. proposition of health and
safety risk events.
B2501 Interviews
employees regarding B3242 Forecasts the
their perceptions of the potential impact on
safe work practices that workplace health and
enhance customer and safety of planned
employee safety. organizational initiatives.
B2502 Assesses the

likelihood of health
and safety risk events
occurring.
B2503 Estimates the

negative impact on
reputation, financial
resources, and the
employee value
proposition of health and
safety risk events.
B2504 Analyzes historical

data on workplace
accidents to determine
the likelihood and impact
of re-occurrence.

Human Resources
C181* Implement measures B1212 Procures safety B1212 Procures safety B3243 Champions health
to mitigate risks to the equipment for work equipment for work and safety intervention
health and safety of areas with a high risk areas with a high risk initiatives.
employees. of physical harm to of physical harm to
B1213 Acts as a safety B2505 Creates risk

officer. intervention plans for
identified threats to the
B1214 Coordinates
health and safety of
initiatives to mitigate
employees.
threats to the health and
safety of employees. B2506 Provides
B1214b Monitors use of
safety training to
protective devices.
employees in high-risk
work areas or situations.
B2507 Appoints a safety

officer in high-risk work
areas.
80.2 HEALTH, SAFETY, AND WELLNESS POLICIES AND PROCEDURES
C182
Identify health, safety,
B2508 Reviews industry- B2508 Reviews industry-
and wellness compliance in gaining input on accepted health, safety, accepted health, safety,
standards for the health, safety, and and wellness compliance and wellness compliance
organization. wellness compliance standards. standards.
standards.
B2509 Identifies the B2509 Identifies the
appropriate health, appropriate health,
safety, and wellness safety, and wellness
compliance standards for compliance standards for
the organization. the organization.
B2510 Gains input B2511 Gains endorsement

from employees on from senior leadership
recommended health, on recommended health,
safety, and wellness safety, and wellness
compliance standards. compliance standards for
the organization.
B2511 Gains endorsement
on recommended health,
safety, and wellness
compliance standards for
the organization.

Human Resources
C183 Establish health, safety, B1216 Assists supervisor B2512 Identifies the B2512 Identifies the
and wellness policies, in documenting health, persons responsible for persons responsible for
procedures, roles, and safety, and wellness workplace health, safety, workplace health, safety,
responsibilities for leaders policies and procedures. and wellness. and wellness.
and employees that
B1217 Assumes a role as B2513 Drafts policies and B2514 Ensures that those
meet organizational
assigned in the health, procedures to govern with roles in the health,
safety, and wellness of workplace health, safety, safety, and wellness of
employees. and wellness. employees understand
those roles and can fulfil
B2514 Ensures that those
them.
with roles in the health,
safety, and wellness of B2515 Verifies that
employees understand policies and procedures
those roles and can fulfil governing health, safety,
them. and wellness meet
B2515 Verifies that
policies and procedures B3244 Champions
governing health, safety, effective health, safety,
and wellness meet and wellness policies
compliance standards. and procedures in the
organization.
B2516 Gains executive
endorsement of health,
safety, and wellness
C184 Provide training B1218 Coordinates the B2506 Provides B2514 Ensures that those
programs for leaders provision of workplace workplace health and with roles in the health,
and employees on their safety training for safety training to safety, and wellness of
roles and responsibilities employees. employees in high-risk employees understand
in maintaining a safe work areas or situations. those roles and can fulfil
B1219 Tracks the
workplace. them.
completion of workplace B2514 Ensures that those
safety training for all with roles in the health, B2517 Meets with
identified employees and safety, and wellness of leaders to ensure their
leaders. employees understand understanding of their
those roles and can fulfil roles and responsibilities
them. in maintaining a safe
workplace.

Human Resources
C184 B2517 Meets with

(continued) leaders to ensure their
understanding of their
roles and responsibilities
in maintaining a safe
workplace.
B2518 Meets with

managers to ensure
that they and their staff
understand their roles
and responsibilities
in maintaining a safe
workplace.
C185 Educate the workforce on B1220 Coordinates B2506 Provides B3245 Ensures that
established health, safety, training for employees workplace health and training on health, safety,
and wellness policies and on health, safety, and safety training to and wellness policies and
procedures. wellness policies and employees in high-risk procedures is carried out
procedures. work areas or situations. across the organization.
B2519 Provides general

training to all staff
on health, safety, and
wellness policies and
procedures.
B2520 Distributes
written materials on
health, safety, and
procedures.
C186 Monitor adherence to B1221 Compiles B2521 Conducts audits B3246 Establishes a
organizational health, compliance data on of adherence to health, system of audits to verify
safety, and wellness adherence to health, safety, and wellness continuing adherence to
policies and procedures. safety, and wellness policies and procedures. organizational health,
policies and procedures. safety, and wellness
B2522 Creates checklists
to track adherence to
health, safety, and
procedures.

Human Resources
C181* Implement measures B1212 Procures safety B1212 Procures safety B3243 Champions health
to mitigate risks to the equipment for work equipment for work and safety intervention
health and safety of areas with a high risk areas with a high risk initiatives.
employees. of physical harm to of physical harm to
B1213 Acts as a safety B2505 Creates risk

officer. intervention plans for
identified threats to the
B1214 Coordinates
health and safety of
initiatives to mitigate
employees.
threats to the health and
safety of employees. B2506 Provides
safety training to
employees in high-risk
work areas or situations.
B2507 Appoints a safety

officer in high-risk work
areas.
C187 Develop a disability Not applicable B2523 Procures the B3247 Champions
management program services of disability return-to-work
to support employees management initiatives for employees
requiring workplace professionals. requiring workplace
accommodations and accommodations and
B2524 Develops policies
modifications. modifications.
that support return-to
work programs for those B3248 Advocates the
with disabilities. benefits of establishing
appropriate disability
management practices.
C187b Implement a disability B1222 Provides access to B2523 Procures the B3248b Supports the
management program information on return services of disability continued provision of
that respects and to-work programs. management an effective disability
acknowledges the value professionals. management program
B1223 Coordinates
of all employees in the across the organization.
services for employees B2524b Monitors the
organization.
requiring workplace effective administration
accommodations and of a disability
modifications. management program.

Human Resources
C187c Address the B1223b Responds B2524c Creates B4248c Establishes

environmental concerns effectively to the procedures and a corporate culture in
of employees. environmental concerns mechanisms which which employees feel
of employees. enable employees to empowered to share
share environmental environmental concerns
concerns. and to take action as
appropriate.
80.3 WELLNESS
C188 Develop programs and B1224 Coordinates access B2525 Advocates B3249 Champions
initiatives that encourage to wellness activities for physical fitness activities wellness programs and
employees to engage in employees. at the workplace. initiatives across the
wellness activities. organization.
B2526 Develops
recognition programs for
employees who engage
in wellness activities.
B2527 Develops work-

from-home programs for
employees.
B2528 Encourages use

of employee assistance
programs.
B2529 Manages the

employee assistance
program vendor.
C189 Educate employees on B1225 Coordinates B2530 Promotes the B3249 Champions
the benefits of adopting a the dissemination of benefits to health and wellness programs and
healthy lifestyle. information on the well-being of engaging in initiatives across the
benefits of a healthy wellness activities organization.
lifestyle to employees.
B2531 Creates
B1226 Drafts information information packages on
pieces on the benefits of the benefits of a healthy
a healthy lifestyle. lifestyle.
B2532 Gives talks on the

benefits of a healthy
lifestyle.

Human Resources
C190 Advocate for the merits B1227 Assists supervisor B2528 Encourages use B3250 Advocates
of a healthy workforce to in compiling quantitative of employee assistance programs that encourage
leaders and employees. and qualitative research programs. wellness.
on the benefits of a
B2532 Gives talks on the B3251 Champions a
healthy workforce.
benefits of a healthy healthy work-life balance
lifestyle. for employees across the
organization.
B2533 Encourages
employees to adopt a
healthy work-life balance.
B2534 Collects
quantitative and
qualitative research for
leaders on the benefits
to the organization
of having a healthy
workforce.
80.4 PSYCHOLOGICAL HEALTH AND WELL-BEING
C191 Advocate for the merits B1228 Assists supervisor B2535 Collects B3252 Champions
of a proactive approach in compiling quantitative quantitative and programs that encourage
to mental health and and qualitative research qualitative research for mental health and
psychological well-being on the benefits of a leaders on the benefits psychological well-being.
to leaders and employees. proactive approach to the organization of
to mental health and a proactive approach to
psychological well-being. psychological well-being.
B2536 Presents on the

importance of a proactive
approach to mental
health and psychological
well-being.
C192 Incorporate consideration Not applicable B2537 Identifies potential B3253 Champions the
of mental health and threats to the mental importance of mental
psychological well-being health and psychological health across the
into HR initiatives. well-being of employees organization.
in planning HR initiatives.
B2538 Focuses HR
initiatives on enhancing
the psychological well
being of employees.

Human Resources
C193 Educate employees B1229 Assists B2536 Presents on the B2541 Provides evidence
and leaders on the supervisor in collecting importance of a proactive for leaders of the positive
importance of mental quantitative and approach to mental impact of mental health
health and psychological qualitative research on health and psychological on organizational
well-being and their the impact of a mentally well-being. performance.
impact on organizational healthy workforce
B2539 Collects
performance. on organizational
quantitative and
performance.
qualitative research for
B1230 Coordinates leaders on the benefits
speaking opportunities to the organization
for supervisor to of mental health and
promote mental health psychological well-being.
and psychological well
B2540 Provides
being.
information brochures on
B1231 Drafts information the importance of mental
brochures on the health and psychological
importance of mental well-being for employees.
health and psychological
B2541 Provides evidence
well-being.
for leaders of the positive
impact of mental health
on organizational
performance.
B2542 Creates
communications on
the negative impact of
employee stress and
fatigue on performance.

Human Resources
90 HUMAN RESOURCES METRICS, REPORTING, AND FINANCIAL MANAGEMENT
90.1 INFORMED BUSINESS DECISIONS
C194 Align HR decisions with Not applicable B2543 Verifies B2544 Ensures that
organizational strategy. understanding of each HR decision is
organizational strategy made in accordance with
with senior leadership. organizational strategy.
B2544 Ensures that B3254 Sets

each HR decision is organizational HR
made in accordance with policies in concert with
organizational strategy. changes to organizational
strategy.
B2545 Reviews HR
services and initiatives B3255 Uses HR decisions
when there is a change in to drive progress
organizational strategy towards realization of
to identify potential need organizational strategy.
for modification.
C195 Assess the organizations Not applicable B2546 Reviews the B2548 Identifies
financial and operating organizations financial opportunities and
information for impact on statements. obstacles for HR services
HR strategy. through a detailed review
B2547 Contributes to
of the organizations
financial projections
financial and operating
for HR services and
information.
initiatives.
B3256 Sets HR strategy
B2548 Identifies
within the constraints
opportunities and
of the organizations
obstacles for HR services
financial health.
through a detailed review
of the organizations B3257 Establishes
financial and operating financial projections
information. for HR services and
initiatives.
B2549 Consults with
senior leadership on the
impact on HR services
and initiatives of changes
in the financial health of
the organization.

Human Resources
90.2 HUMAN RESOURCES AUDITS
C196 Establish criteria for Not applicable B2550 Identifies industry B2550 Identifies industry
audits of the HR function. standards for HR standards for HR
services. services.

indicators of compliance
to HR standards of
practice.
B2552 Gains approval for

the identified indicators
of organizational
compliance to HR
standards and practice
guidelines.
C197 Develop an audit program B1232 Assists supervisor B2553 Recommends to B2555 Identifies an
that samples HR policies, in sourcing an external leadership a frequency internal quality control
procedures, programs, service provider to for the performance of officer who is responsible
and systems. conduct HR audits. HR audits. for internal HR audits.
B2554 Procures an B3258 Provides executive

external service provider sponsorship of the HR
to conduct HR audits. audit program.
B2555 Identifies an
internal quality control
officer who is responsible
for internal HR audits.
B2556 Ensures the HR

audit program samples
from policies, procedures,

Human Resources
C198 Conduct periodic audits of B1233 Coordinates the B2557 Oversees the HR B2557 Oversees the HR
HR practices. HR audit process. audit process. audit process.
B1234 Acts as a liaison B2558 Arranges B2560 Ensures that the

with the external auditor. involvement of staff in HR audit is conducted
the HR audit. thoroughly and
B1235 Collects
impartially.
documentation as B2559 Facilitates the
requested by the auditor. auditor s investigations
of HR practices.
B2560 Ensures that the

HR audit is conducted
thoroughly and
impartially.
C199 Document the B1236 Compiles data B1236 Compiles data B2561 Identifies the most
strengths and areas for from an HR audit for from an HR audit for critical nonconformities
improvement using the supervisor. supervisor. revealed by an HR audit.
outcomes of an HR audit. B2561 Identifies the most
B2563 Uses HR audit
critical nonconformities
outcomes to identify
revealed by an HR audit.
opportunities for
B2562 Identifies the key improvement.
strengths of HR practices
as evidenced through the
strengths of HR practices
audit.
that can be leveraged
B2563 Uses HR audit to address areas for
outcomes to identify improvement.
opportunities for
improvement.

Human Resources
C200 Recommend changes B1237 Assists supervisor B2564 Identifies the B3260 Champions
to existing HR policies, in preparing materials to changes to HR policies, changes to HR policies,
procedures, programs, support recommended procedures, programs, procedures programs,
and systems to comply changes to HR policies, and systems that would and systems.
with desired practice. procedures, programs, make them compliant
and systems. with desired practice.
B2565 Assesses the

level of effort required
to make changes to HR
policies, procedures,
B2566 Develops
rationales to support
recommended
changes to HR policies,
procedures, programs,
and systems.
B2567 Presents to senior

leadership recommended
changes to HR policies,
procedures programs,
and systems.
90.3 HUMAN RESOURCES INFORMATION SYSTEMS
C201 Maintain knowledge B1238 Reads materials B1238 Reads materials B1238 Reads materials
of developments in HR on HR information on HR information on HR information
information systems. systems. systems. systems.
B2568 Attends B3261 Maintains

information sessions on collegial relationships
HR information systems. with vendors of HR
information systems.

Human Resources
C202 Create a list of Create a list of B2569 Collects input B2572 Consults with
specifications and specifications and from users on the senior leadership on the
requirements for the requirements for the specifications they desired outputs from an
inputs and outputs of an inputs and outputs of an would value in an HR HR information system.
HR information system. HR information system. information system.
B2570 Works with IT
in collecting input from
staff to itemize the
users of HR information
specifications and
systems.
requirement for an HR
B1240 Maintains a listing information system.
of desired specifications
B2571 Works with the
and requirements for an
vendor to create a list
HR information system.
of specifications and
requirements for an HR
information system.
B2572 Consults with

senior leadership on the
desired outputs from an
HR information system.
B2573 Assesses the

necessary inputs to an
HR information system
to obtain the desired
outputs.
C203 Use report templates B1241 Assists supervisor B2575 Creates report B2572 Consults with
to provide leaders with in creating HR report templates that show HR senior leadership on the
the necessary HR trend templates. trend information. desired outputs from an
information to help HR information system.
B2576 Gains approval
achieve organizational
from senior leadership of B3262 Approves the HR
objectives.
the efficacy of HR report report templates that will
templates. provide senior leadership
with the information
B2577 Creates HR
needed to help achieve
report templates that
incorporate sophisticated
analyses of HR trend
information.
B2577 Creates HR
report templates that
incorporate sophisticated
analyses of HR trend
information.

Human Resources
90.4 HUMAN RESOURCES INFORMATION
C204 Maintain knowledge of B1242 Reads regulations B1242 Reads regulations B1242 Reads regulations
the legal requirements regarding the retention regarding the retention regarding the retention
regarding retention of HR of HR information. of HR information. of HR information.
information.
B1243 Attends B1243 Attends
information sessions information sessions
on the retention of HR on the retention of HR
C205 Ensure that HR B1244 Follows legal B2578 Audits HR B2580 Verifies that staff
information is maintained requirements in the information sources for responsible for retention
in accordance with legal maintenance of HR compliance with legal of HR information are
requirements. information. requirements. aware of and follow legal
requirements.
B2579 Establishes
procedures for HR
information retention
that comply with legal
requirements.
B2580 Verifies that staff

responsible for retention
of HR information are
aware of and follow legal
requirements.
C206 Identify the HR Not applicable Not applicable B2581 Meets with
information that must B2581 Meets with senior leadership to
be maintained to support senior leadership to collect input on the HR
organizational decision- collect input on the HR information they require
making. information they require to support organizational
to support organizational decision-making.
decision-making.
B3263 Modifies
B2582 Reviews strategic the collection of
plan to identify the HR information in
need for changes to the anticipation of likely
HR information that is future organizational
maintained. needs.

Human Resources
C207 Collect HR information B1245 Follows B2583 Establishes B2583 Establishes

that can be used to track procedures to collect HR systems for the collection systems for the collection
progress towards meeting information. of HR information. of HR information.
B2584 Ensures that B2584 Ensures that
information necessary information necessary
for measuring progress for measuring progress
towards organizational towards organizational
objectives is collected. objectives is collected.
B2585 Verifies that

HR staff are collecting
necessary HR
information.
C208 Evaluate alternative tools B1246 Collects B2586 Identifies B2587 Assesses the
for the maintenance of information on alternative methods optimal method of
HR information. alternative methods for maintaining HR maintaining each
of maintaining HR information. element of HR
information for information.
B2587 Assesses the
supervisor.
optimal method of B3264 Incorporates
maintaining each future trends in the
element of HR maintenance of HR
information. information into
planning.
C209 Use effective and efficient B1247 Uses HR B2588 Assesses the B2588 Assesses the
HR information retention information retention continued efficiency of continued efficiency of
tools. tools according to HR information retention HR information retention
approved procedures. tools. tools.
B1248 Identifies for B2589 Analyzes potential B2590 Implements HR

supervisor potential improvements to the information retention
improvements to HR effectiveness of current tools that are cost
information retention HR information retention effective.
tools. tools.
B2590 Implements HR
information retention
tools that are cost
effective.

Human Resources
90.5 HUMAN CAPITAL INVESTMENTS
C210 Create key performance Not applicable B2591 Identifies the B2591 Identifies the
indicators to measure desired outcomes of desired outcomes of
the effectiveness of investments in human investments in human
investments in human capital. capital.
capital.
B2592 Formulates B2592 Formulates
quantitative and quantitative and
qualitative measures of qualitative measures of
attainment of human attainment of human
capital investment capital investment
outcomes. outcomes.
B2593 Drafts key B3265 Ensures that

performance indicators the effectiveness of
that optimally assess investments in human
the effectiveness of capital is appropriately
investments in human evaluated.
capital.
B2594 Gains approval

for key performance
indicators to be used to
assess the effectiveness
of investments in human
capital.
C211 Apply appropriate B1249 Collects HR data B2595 Employs sound B2596 Verifies the
measures and metrics diligently. measures of HR variables accuracy of HR measures
to monitor trends in HR
that provide an accurate and metrics.
variables.
assessment of the
B3266 Identifies
variable of interest.
inconsistencies or
B2596 Verifies the irregularities in HR
accuracy of HR measures measures and metrics for
and metrics. further investigation.
B2597 Collects HR
trending information at
appropriate intervals.
B2598 Uses test of

statistical significance to
assess the relevance of
trend information.

Human Resources
C212 Analyze HR data to B1250 Compiles HR data B2599 Assess progress B2599 Assess progress
measure progress on progress towards towards organizational towards organizational
towards organizational organizational objectives. objectives against objectives against
objectives. expected progress using expected progress using
data. data.
B2600 Assesses likely B3267 Identifies complex

time to attainment of interactions across
organizational objectives variables affecting
based on analysis of HR progress towards
data. organizational objectives.
B2601 Uses quantitative

methods to isolate
impediments to progress
towards organizational
objectives.
C213 Create reports on the B1251 Assists supervisor B2602 Drafts reports B2603 Reports the return
effectiveness of human in the creation of reports that accurately on investment of human
capital investments that on the effectiveness portray the measured capital investments.
are based on data. of human capital
effectiveness of human
B3268 Recommends
investments.
capital investments.
changes to the
B2603 Reports the return organizations human
on investment of human capital investments
capital investments. based on analysis of
data.

Human Resources
ENABLING COMPETENCIES MATRIX
ENABLING
COMPETENCY
INDIVIDUAL SKILLS
Critical thinking Analyzing problems Solves day-to-day Understands the key Tackles complex HR
and analysis and challenges with problems with HR issues, presenting challenges. Develops
perceptiveness and programs and initiatives. problems and insights into complex HR
insight. opportunities, and is problems.
able to develop effective
Having the capacity for
solutions and strategies.
flexible and innovative
thinking. Analyzes situations
effectively to make
Seeing how the various
sound judgments and
parts or facets of a
decisions.
problem relate to each
other.
Technological Making use of various Adapts quickly to new Identifies technological Develops a technology
savvy technologies to best technologies. solutions to HR strategy to respond to
advantage. challenges. HR challenges.
Seeing the possibilities in

emerging technologies.
Managing the
implementation of new
technologies.
Research skills Collecting and using Conducts searches of the Designs data collection Drives a culture that
data effectively in the HR HR literature. activities that will provide prioritizes evidence-
decision-making process. information necessary to based decision-making.
Collects data with
make HR decisions.
Integrating the work of diligence. Publishes research
others into organizational Knows how to find the articles on HR.
practice. information necessary to
make prudent decisions.
Considers both
quantitative and
qualitative sources of
information.

Human Resources
ENABLING DESCRIPTION CHRP CHRL CHRE

COMPETENCY
Quantitative Working with Analyzes simple data. Collects and analyzes Conducts and interprets
Skills quantitative data. significant data sets complex analyses
Uses spreadsheets
and interprets results and works out their
Conducting and to effectively present
accurately. implication for action.
interpreting predictive numerical information.
analytics.
Constructing metrics.
Critical Legal Analyzing situations from Understands and applies Applies critical legal Has a nuanced
Thinking a legal perspective. basic legal concepts. thinking to all but the appreciation of the law
most complicated and how alternative
Distilling the essential Understands when
situations. or even conflicting
legal issues at hand a situation may be
interpretations might
subject to differing legal Quickly identifies the
Considering and come about.
interpretations. essential legal issues at
evaluating the relative
hand. Identifies the strengths
merits of alternative legal
and weaknesses of any
interpretations. Assesses the relative
legal interpretation.
merits of alternative
Making sound judgments
legal interpretations of Quickly grasps
based on a legal analysis
the same situation. the organizational
of situations.
implications of any
Makes sound judgments
legal argument or
based on a legal analysis
interpretation.
of situations.
TEAM SKILLS
Emotional Interpreting the Is aware of temporary Knows when an Knows when an

Intelligence emotional state of self emotional states in emotional state is emotional state is
and others. self and others and influencing the behaviour influencing the behaviour
moderates behaviour at of self or others. of self or others.
Making effective use of
those times.
this information to guide Delays making decisions Delays making decisions
behaviour. or taking actions when or taking actions when
emotions are having emotions are having
particular influence. particular influence.
Accurately identifies
emotional states in self
and others.
Uses knowledge of
emotional states to
effectively and ethically
guide to decisions that
benefit the organization.

Human Resources

COMPETENCY
Project Planning, executing, and Tracks progress towards Establishes project goals Establishes desired
Management controlling HR projects project completion. and designs a plan that outcomes for
using appropriate tools will achieve project goals organization-wide
Prepares reports
and metrics. within an established programs and projects.
detailing project metrics.
timeline.
Champions strong project
Manages HR projects to management practices in
successful completion the organization.
on time, on budget, and
with sufficient quality.
Decision- Making decisions in a Makes sound day-to-day Makes sound decisions Makes sound decisions
making Skills timely manner, taking decisions in operational in complex business involving the most
into consideration all contexts. situations. complex information and
relevant aspects of a dynamic situations.
situation.
Business Effectively leveraging the Understand how the HR Understands the Has a keen
Acumen context and dynamics of function contributes to business of the understanding of the
business. the organization. organization and how to nature of the business
support the business. and how the HR
function supports the
organizations success.
Brings strong business

skills to the delivery of
HR services.
Independence Acting as an independent Asks questions of Pushes back on Encourages others to be

professional in the manager and others leadership when asked independent in thought
context of the workplace. on practices in the to take actions that and action.
workplace. are considered contrary
Adhering to the Acts to protect
to HR professional
standards of the HR May not push back, but professional reputation,
standards.
profession and to all will ensure that potential without regard for
workplace legislation, problems are brought Thinks of self as both maintaining employment
even when doing so is to the attention of an independent HR status.
challenged. manager. professional and an
employee.
Exercises appropriate
professional judgment

Human Resources

COMPETENCY
ORGANIZATIONAL SKILLS
Ethical Acting with honesty, Has a clear sense of Acts with professional Sets the tone from
Behaviour and integrity, credibility, when requests fall honesty, integrity, the top in terms of
Professionalism self-confidence, and outside acceptable credibility, self- professional honesty,
independence. norms of integrity. confidence, and integrity, credibility,
independence. self-confidence, and
Coping with ambiguity, Brings matters to the
independence.
conflicts of interest, and attention of individuals
the need to protect the with the authority to
public interest. address the situation.
Relationship Building networks. Develops sound working Builds effective networks Builds extensive
Management relationships with in support of projects. professional networks
Establishing effective
various clients and other within and outside HR
working relationships. Engages others to ensure
members of the HR circles.
success in the workplace.
Working productively with team.
others. Ensures relationship
management is
an expected core
competency of all
employees.
Builds trusting
relationships.
Negotiation and Negotiating solutions Helps employees Has experience in Negotiates collective
Influencing that balance the interests understand the value negotiations. service agreements.
of all parties. of the HR services they
Negotiates with clients Positively influences
receive.
Delivering persuasive and service providers. colleagues to take
communications that Eases tensions among decisions and actions
Finds common ground
build agreement on staff before the need for that ultimately benefit
to facilitate agreement
a particular course of escalation to a manager. the organization.
among opposing people
action.
and groups.

Human Resources

COMPETENCY
Strategic and Working in, building, and Works effectively with Builds and manages Manages a complex
Organizational leading teams. others. teams focused on and multi-faceted HR
Leadership delivering effective HR function.
Demonstrating
services that support the
competence in goal Sets a common vision
organizations vision.
setting, planning for HR staff and builds
and organization, enthusiasm for that
collaboration, process vision.
management, empathy,
flexibility, responding to
feedback, and conflict
management.
Integration Integrating the various Although responsibilities integrated discipline. Creates the big picture
practice areas of HR may be narrow, is for HR as fully integrated
Considers the impact
together into a coherent aware of linkages or across the organization.
across all HR activities of
response to a challenge interdependencies with
each decision. Has a clear
or issue. other areas.
understanding of
Even if responsibilities
how the pieces come
are narrow, understands
together.
how various initiatives
will fit into the big
picture.
2014 Human Resources Professionals Association (HRPA). This material either in part or in whole may not be copied, sold, licensed, or otherwise redistributed,
except for the following purpose: HRPA grants all users permission to download, print and use one copy of the Professional Competency Framework expressly
for individual non-commercial use. No copying or distribution of this document in whole or in part without HRPAs prior explicit written permission is permitted.
To request permission to copy or distribute, please e-mail designations@hrpa.ca.

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Human Resources

HUMAN RESOURCES PROFESSIONALS ASSOCIATION

THE HR PROFESSIONAL COMPETENCY FRAMEWORK TASK FORCE

Antoinette Blunt, CHRL, CHRE, FCHRP, Chair

HR PROFESSIONAL COMPETENCY FRAMEWORK

Brett Abram, CHRL Shady Hana, CHRL Rochelle Pelletier, CHRL

2014 Human Resources Professionals Association 2

What is a Competency? 4 10 Strategy 27

Functional and Enabling 20 Professional Practice 42

Origin 6 40 Workforce Planning and

ENABLING COMPETENCIES 26 90 Human Resources Metrics,

2014 Human Resources Professionals Association 3

A COMPETENCY FRAMEWORK FOR THE HUMAN

A competency is a cluster of related knowledge, skills, abilities, and characteristics that

A competency model is a collection of competencies that are relevant to the

A competency framework is a broad framework for integrating, organizing, and

2014 Human Resources Professionals Association 4

2014 Human Resources Professionals Association 5

not intended to denote any special purposes in Ontario. Accordingly, it USES

LEVELS OF HUMAN RESOURCES PROFESSIONALS IN ONTARIO

2014 Human Resources Professionals Association 6

tasks to entry-level staff. In CHRE

2014 Human Resources Professionals Association 7

2014 Human Resources Professionals Association 8

FUNCTIONAL AREAS, GROUPINGS,

AND UNDERLYING COMPETENCIES

Without the 10 STRATEGY

C002* Identify HR opportunities and risks inherent in changes in economic,

C003 Formulate HR strategies within the organization that are informed

C004 Execute HR strategies that enhance the value of the human

10.2 GOVERNANCE PRINCIPLES

C006 Understand the relationship between governance and the

C007* Include governance considerations in the development

C008 Adhere to governance requirements in the execution

C010 Maintain understanding of the relationships between the

C012 Provide leadership to the staff in the HR department.

2014 Human Resources Professionals Association 9

C013 Direct HR activities towards the implementation of

C014* Manage risk in the execution of HR activities.

10.4 BUSINESS ACUMEN

C016 Apply sound business practices in carrying out the HR function.

C017 Participate with other business leaders in the development

C018 Direct the HR function towards realizing the organizations

10.5 STRATEGIC ALIGNMENT

C021 Assess variances between current HR practices and those required

C022 Develop potential tactics to achieve desired HR practices.

C023 Evaluate the relative efficacy of alternative tactical options.

10.6 INTERNATIONAL HUMAN RESOURCES MANAGEMENT

C027 Develop an overall HR strategy that can be adapted to

2014 Human Resources Professionals Association 10

20.1 BALANCED INTERESTS

C029 Adhere to accepted HR standards of practice.

C030* Balance the interests of all affected parties in carrying

C031 Act with integrity in all undertakings.

C032 Make decisions only after considering all accessible

C034 Model ethical practices for staff.

C030* Balance the interests of all affected parties in carrying

C036 Keep current on changes to the laws that govern HR practices.

C037 Adhere to legal requirements in carrying out all HR activities.

C014* Manage risk in the execution of HR activities.

2014 Human Resources Professionals Association 11

20.4 RESPONSIBLE GOVERNANCE

C039 Assess the ethical implications of alternative courses of actions.

C040 Recommend only ethical solutions to problems.