The view of the Human Resources Professional Association (HRPA) on competency modeling is that "know" and "understand". FACILITATING COMPETENCIES The HRPA Human Resources Professional Competency Framework recognizes two types of competencies—functional competencies and enabling competencies.
BALANCED INTERESTS
ETHICS
LEGAL
ADVANCEMENT OF THE PROFESSION
EVIDENCE-BASED APPROACH
EXTERNAL TRENDS
PRODUCTIVITY
ORGANIZATIONAL STRUCTURE
EMPLOYEE ENGAGEMENT
CHANGE MANAGEMENT
TEAM EFFECTIVENESS
COMMUNICATING CHALLENGES AND DEVELOPMENTS C077 Partner collaboratively with organizational leadership in the
40 WORKFORCE PLANNING AND TALENT MANAGEMENT
- WORKFORCE PLAN DEVELOPMENT
- WORKFORCE PLAN EXECUTION C085* Measure the impact of attraction initiatives
- PERFORMANCE MANAGEMENT SYSTEM
- LEADERSHIP DEVELOPMENT
C096 Trains new employees in a manner consistent with their competencies and the needs of the position.
50 LABOUR AND EMPLOYEE RELATIONS
COLLABORATIVE WORK ENVIRONMENT
NEGOTIATION
DIVERSITY MANAGEMENT AND INCLUSIVENESS
REPRESENTING INDIVIDUALS AND ORGANIZATIONS BEFORE TRIBUNALS
60 TOTAL REWARDS
TOTAL REWARDS STRUCTURE DEVELOPMENT
C143 Assess the need for changes to the total compensation structure using data internal and external to the organization. C144 Recommendations for changes in the total compensation structure to leadership based on collected data and information.
VALUE OF TOTAL REWARDS
70 LEARNING AND DEVELOPMENT
- LEARNING CULTURE
- LEARNING PRIORITIES
- PROVISION OF CONTINUING DEVELOPMENT OPPORTUNITIES
- LEARNING AND DEVELOPMENT PROGRAM IMPLEMENTATION
- MENTORING AND COACHING
C171 Evaluate the likelihood that learning and development priorities will align with progress towards organizational objectives.
80 HEALTH, WELLNESS, AND SAFE WORKPLACE
HEALTH AND SAFETY
HEALTH, SAFETY, AND WELLNESS POLICIES AND PROCEDURES
90 HUMAN RESOURCES METRICS, REPORTING, AND FINANCIAL MANAGEMENT
- INFORMED BUSINESS DECISIONS
- HUMAN RESOURCES AUDITS
- HUMAN RESOURCES INFORMATION
- HUMAN CAPITAL INVESTMENTS
C202 Create a list of specifications and requirements for the inputs and outputs of an HR information system. Adhering to the standards of the HR profession and all workplace legislation, even when challenged.
10 STRATEGY
STRATEGIC PERSPECTIVE C001* Maintain awareness of
C003 Formulate HR strategies within the organization that are informed by factors that are both internal and external to the organization. B2009 Documents how an HR strategy will increase the value of human resources in the organization.
DESCRIPTION CHRP CHRL CHRE
RISKS
B3097 Choose the appropriate methodology and approach to identify HR risk factors in more complex situations. B3098 Choose the appropriate methodology and approach to assess HR risk factors in more complex situations. B1080 Performs activities that will minimize or mitigate the impact of identified HR risk factors under the direction of use.
B2155 Designs and implements interventions that will minimize or mitigate the impact of identified HR risk factors in less complex situations. B3099 Designs and executes activities that will minimize or mitigate the impact of identified HR risk factors in more complex situations. B3100 Assesses the effectiveness of interventions that will minimize or mitigate the impact of identified HR risk factors in more complex situations.
B3101 Reviews short-term and long-term goals of planned organizational changes with senior HR staff. Not applicable B2160 Meets with senior management to gain an in-depth understanding of planned organizational changes.
COMMUNICATING CHALLENGES AND DEVELOPMENTS
B3122 Considers job enrichment, job expansion and job redesign initiatives in the context of other HR initiatives serving the organizational strategy. C079 Communicate with unions in a respectful manner that promotes understanding of the organization's challenges and developments. B2200 Writes clear and accurate communications that are sufficiently detailed to convey the state of the organization.
B3034 Work with senior managers in the establishment and evolution of the organization's vision, mission, values and goals. B3036 Work with senior managers to ensure their business unit plans reflect the organization's vision, mission, values and goals. B2214 Analyze discrepancies between the competencies and skills of current employees and the needs of the organization.
Not applicable B2216 Meetings with senior leadership to understand the strategic direction of the organization. B2217 Brainstorms with the organization's leaders about the ideal skills needed to address future organizational needs.
EMPLOYEE VALUE PROPOSITION
B2227 Identifies the features of the organization that will be most attractive to desirable potential employees. B1110 Assists the supervisor in gathering data on what would make the organization most desirable to potential ideal employees. B2230 meets with the organization's top performers to obtain input on changes that would make the organization more desirable to potential ideal employees.
B2232 Analyzes the impact of potential changes in the organization on the attraction of ideal potential employees. B2223 Consults with colleagues in the organization to identify characteristics of the most desirable employees. B2226 Requests feedback from senior management on the employee profiles most aligned with the organization's future direction.
B2266 Creates a comprehensive plan for the development of the organization's employees to match their collective skills with the organization's future needs. B2268 Interviews top talent to identify factors in the organization that are most attractive to them.
LEGISLATION, COLLECTIVE AGREEMENTS, AND POLICIES
B2327 Highlights management practices that can lead to conflict with or between employees. B3181 Evaluates risks arising from alternative labor and employee relations strategies, considering all aspects of the organization.
LABOUR AND EMPLOYEE RELATIONS STRATEGIES
B1158 Assists the supervisor in documenting the overall strengths and weaknesses of alternative labor and employee relations strategies. B2338 Consults with colleagues in the organization about the benefits of alternative labor and employee relations strategies. B2358 Implements effective processes to identify institutional structures and practices that may pose barriers to a particular facet of diversity.
B3195 Provides organizational leadership regarding the identification of institutional structures and practices that may present barriers to certain aspects of diversity. C131 Develop an effective program to remove institutional structures or practices that constitute barriers to some aspects of diversity. B2360 Develops interventions to remove institutional structures and practices that may present barriers to some aspects of diversity.
C132 Implement a program to remove institutional structures or practices that constitute barriers to some facet of diversity. B1166 Implements programs to remove institutional structures and practices that may constitute barriers to some facet of diversity according to an established protocol.
REPRESENTING INDIVIDUALS AND ORGANIZATIONS BEFORE TRIBUNALS
B2370 Creates a compensation structure that takes into account compensation, pensions, benefits and benefits to retain and attract top talent. B2371 Assesses the employment benefits that will provide the greatest value to employees and at the lowest cost to the employer. B2372 Determines whether a defined benefit plan, defined contribution plan, or hybrid pension plan will best meet the needs of the organization.
B2373 Get a benefits provider based on the best coverage for the employees at the lowest cost. B2374 Evaluate the optimal mix of base and variable pay at each pay band in the organization. B2376 Make decisions about the application of the reward structure based on observable facts and within the rules of the structure.
B3204 Ensures that policies are in place that require the fair and consistent application of the compensation structure in the organization.
TOTAL REWARDS STRUCTURE IMPLEMENTATION
B3206 Ensures that senior HR staff are fully aware of the key elements of the reward structure.
TOTAL REWARDS STRUCTURE EVALUATION
B2396 Identifies potential improvements in the total reward structure that would make the organization a more preferred employer. B3209 Anticipates future trends that may affect the ongoing effectiveness of the total reward structure. B2398 Identifies the optimal changes in the total reward structure considering the collected data and return on investment.
B3210 Champions changes the total reward structure to improve the long-term health of the organization. C146 Make persuasive arguments about the value of total reward structures that encourage desired behaviors. N/A B2405 Craft messages on the value of the total rewards structure that builds employee buy-in.
B3211 Advocates the value of a shared reward structure for the organization and senior management employees. C148 Communicate value and changes to the overall reward structure to employees.
PROVISION OF CONTINUING DEVELOPMENT OPPORTUNITIES
B2442 Select organizational learning priorities that balance the need for return on investment and alignment with business strategy. B2454 Identifies trends in learning objectives that suggest the need for group training and development activities.
LEARNING AND DEVELOPMENT PROGRAM IMPLEMENTATION
Not applicable B2462 Documents the rationale for the methods used to develop employees' skills. B3229 Ensures that proper teaching techniques are used to deliver training across the organization.
LEARNING AND DEVELOPMENT PRIORITIES EVALUATION
B3233 Determines whether learning and development programs should be continued, modified or abandoned based on quantitative analyses. Not applicable B2479 Assesses whether learning and development goals will translate into progress toward organizational goals. B3239 Uses networks to maintain awareness of impending changes to occupational health and safety laws and regulations.
B2494 reviews work plans to ensure there are no potential adverse effects on employee health and safety. B2495 Conducts periodic audits of organizational activities to ensure continued compliance with health and safety standards. B2497 Assumes responsibility for the supervision of health and safety at the workplace B3240 Advocates for health and safety at the workplace among.
B2499 Identifies workplace activities that pose the greatest risk to employee health and safety. B2506 Provides occupational health and safety training for employees in high-risk work areas or situations.
HEALTH, SAFETY, AND WELLNESS POLICIES AND PROCEDURES
C183 Establish health, safety and well-being policies, procedures, roles and responsibilities for managers and employees that meet organizational compliance standards. B2514 Ensures that people with roles in the health, safety and well-being of employees understand those roles and can fulfill them. C184 Provides training programs for managers and employees on their roles and responsibilities in maintaining a safe workplace.
B2517 Meetings with managers to ensure their understanding of their roles and responsibilities in maintaining a safe workplace. B3245 Ensures that training on health, safety and wellbeing policies and procedures is carried out across the organisation. C187b Implement a disability management program that respects and recognizes the value of all employees in the organization.
B2534 Collects quantitative and qualitative research for managers on the organizational benefits of having a healthy workforce.
PSYCHOLOGICAL HEALTH AND WELL-BEING
C193 Educate employees and leaders about the importance of mental health and psychological well-being and its impact on organizational performance. B2539 Gathering quantitative and qualitative research for leaders on the benefits to the organization of mental health and psychological well-being. B2549 Consult with senior leadership on the impact on HR services and initiatives of changes in the financial health of the organization.
B3259 Identifies strengths of HR practices that can be leveraged to address areas for improvement. B1239 Assists Supervisor B2570 Works with IT in gathering input from staff to specify and identify users of HR information specifications. C205 Ensure that HR B1244 follows legal obligations B2578 Audits HR B2580 Verifies that personnel information is maintained. The requirements in the information sources for responsible for retaining in accordance with the legal maintenance of HR compliance of the legal or HR information are.
B2580 Verifies that personnel responsible for storing HR information are aware of and follow legal requirements. C208 Evaluate alternative tools B1246 Collects B2586 Identifies B2587 Assesses the optimal method for maintaining information on alternative methods for HR information.
