Human Resources Professionals in Canada:
Revised Body of Knowledge
and
Required Professional Capabilities (RPCs®)
Approved by the CCHRA, Board of Directors
October, 2007
© Copyright: All rights are reserved
Revised Body of Knowledge
And
Required Professional Capabilities (RPC®)
Table of Contents
Section I – Background on the Body of Knowledge
2
Section II – Required Professional Capabilities as indicators of Academic
Knowledge and Experiential Knowledge
9
Professional Practice in Human Resources
9
Organizational Effectiveness
12
Staffing
13
Employee & Labour Relations
15
Total Compensation
16
Organizational Learning, Training & Development
18
Occupational Health, Safety & Wellness
19
Section III - Required Professional Capabilities
21
Professional Practice in Human Resources
21
Organizational Effectiveness
28
Staffing
32
Employee & Labour Relations
37
Total Compensation
43
Organizational Learning, Training & Development
49
Occupational Health, Safety & Wellness
54
Section IV – Exam Preparation
58
Section V - Conclusions
58
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Section I – Background on the Body of Knowledge
This document reflects the culmination of two years work to update Canada’s Human
Resources (HR) Body of Knowledge that was initially developed in 2001. The Body of
Knowledge is specified in the Required Professional Capabilities (RPCs®), which have also been
updated in this document.
Two characteristics of a profession, as defined by Webster’s dictionary (see CCHRA
web-site “What defines a Profession?”), are a common body of knowledge and benchmarked
performance standards. The goal of creating a national standard for HR professionals was set by
CCHRA in 1995. In 1997, the CCHRA, working in conjunction with the federal government
department of Human Resources and Skills Development Canada (HRSDC) and researchers
from across Canada, set out to define the HR body of knowledge in Canada. In a broad
professional practice analysis, they gathered input from across Canada from HR practitioners,
business leaders and academics in the field of HR to determine the knowledge, skills, abilities
and other attributes (KSAOs) required for an individual working in HR to show their
professional competence in the workplace. Focus groups, interviews and surveys were used to
collect critical incidents describing the KSAOs necessary for an effective HR professional to
know and apply. These KSAOs were grouped into 203 Required Professional Capabilities which
were validated by survey analysis with HR practitioners who confirmed that all were necessary
for a competent HR professional. The 203 RPCs® were also grouped into seven dimensions
describing HR functions and a cross-functional area of professional practice (strategic
contributions, business acumen, written and oral communication, managing client relationships
and professionalism). The functional dimensions were: organizational effectiveness; staffing;
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employee and labour relations; total compensation; organizational learning, development and
training; workplace health and safety; and human resources information management.
The RPCs® are based on the core capabilities of the HR profession as well as HR
policies and practices used in Canada. In 2000-2001, teams made up of HR professionals
developed assessment standards related to the RPCs®. These formed the test specifications of
the profession’s national standards of assessment, the National Knowledge Exam® (NKE) and
the National Professional Practice Assessment® (NPPA). These exams test academic
knowledge (in the case of the NKE) and experiential knowledge (in the case of the NPPA) and,
when successfully completed, lead to the national designation of a Certified Human Resources
Professional (CHRP).
The current RPCs® were introduced in 2000. The NKE exam was developed and
introduced in the fall of 2003; the NPPA was introduced in the spring of 2004. Over 13,500 HR
professionals have taken the exams so far resulting in more than 3,500 CHRPs being granted.
In keeping with best practices in certification, in 2005, the Professional Standards
Committee (PSC) of CCHRA directed that a review be conducted in order to update the HR
Body of Knowledge and the RPCs®. The CCHRA Independent Board of Examiners (IBE)
recommended a two-stage approach for this review. The two stages, approved by the CCHRA
Board, were a review of the RPCs® by member association task forces composed of
representatives from the HR, business and academic communities and a survey of qualified HR
professionals to validate the RPCs® and determine which of the new RPCs® represented
academic knowledge versus experiential knowledge.
In the first stage, task force members were asked to review the existing KSAOs and
RPCs® and consider whether they were required for a competent HR professional to know and
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apply them to successfully function in their profession. The task forces were asked to indicate
which RPCs® should stay the same, be deleted or modified and to identify new RPCs® which
would reflect the evolving nature of HR function over the past five years. Task forces were also
asked to record their rationale for each change or addition they recommended. Provincial
associations were also asked to provide feedback on the results. The results were reviewed by
the PSC and were validated by the IBE. This stage was completed in June 2006.
In the second stage, a survey was administered to all Canadians who possessed the CHRP
designation, i.e., HR professionals. They were asked to validate the RPCs® and indicate what
emphasis a successful HR professional would place on each functional dimension and whether
each RPC® was an indicator of academic knowledge (and thus should be measured in the NKE)
or experiential knowledge (and therefore should be measured by the NPPA). 2,265 HR
professionals from across the country participated in the survey during April and May 2007.
Results of the task force stage of this analysis and the survey work were combined to produce
new and updated RPCs®. The final results were also reviewed by the PSC and validated by the
IBE.
The final results consolidated the functional dimensions into seven areas. The functional
dimensions are: professional practice; organizational effectiveness; staffing; employee and
labour relations; total compensation; organizational learning, training and development; and
occupational health, safety and wellness). The previous functional dimension of HRIM was
determined to be too specific to be considered a function and it was subsumed into the function
of professional practice. Recognizing the increasing role that effective HR professionals play in
business, more emphasis was placed on business knowledge. Individual RPCs® were modified,
some were deleted and some new ones were added resulting in 187 RPCs® written with greater
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clarity. As well, the weighting of functional dimensions was adjusted to reflect today’s
requirements.
The seven functional dimensions and their 187 RPCs® reflect the Canadian Human
Resources Body of Knowledge. Each functional dimension reflects a unique proportion of the
HR Body of Knowledge, as can be seen in the table below:
Functional Dimensions
Number and Proportion of
RPCs®
Professional Practice
41
21.9%
Organizational Effectiveness
22
11.8%
Staffing
30
16.0%
Employee & Labour Relations
25
13.4%
Total Compensation
25
13.4%
Organizational Learning, Training &
Development
26
13.9%
Occupational Health, Safety & Wellness
18
9.6%
Total
187
100.0%
The National Knowledge Exam® reflects the seven functional dimensions. The
weighting reflects the importance of each functional dimension to the academic knowledge
requirement of a professional in HR. The NKE is weighted as follows:
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Functional Dimensions on NKE
Number and Proportion of
RPCs®
Professional Practice
23
24.0%
Organizational Effectiveness
8
8.3%
Staffing
19
19.8%
Employee & Labour Relations
10
10.4%
Total Compensation
10
10.4%
Organizational Learning, Training &
Development
18
18.8%
Occupational Health, Safety & Wellness
8
8.3%
Total
96
100.0%
The National Professional Practice Assessment® also reflects the seven functional
dimensions and is weighted accordingly. The importance of experiential knowledge to an HR
professional is reflected in this weighting. The NPPA weighting is as follows:
Functional Dimensions on NPPA
Number and Proportion of
RPCs®
Professional Practice
18
19.8%
Organizational Effectiveness
14
15.4%
Staffing
11
12.1%
Employee & Labour Relations
15
16.5%
Total Compensation
15
16.5%
Organizational Learning, Training &
Development
8
8.8%
Occupational Health, Safety & Wellness
10
10.9%
Total
91
100.0%
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All of the results of this two year professional practice analysis were approved by the
CCHRA Board in October 2007.
The new and updated RPCs® will form the basis for the NKE and NPPA exams in
October 2008.
Readers should remain cognizant that the Functional Dimensions, Required Professional
Capabilities (RPCs®) and Knowledge, Skills, Abilities and Other Attributes (KSAOs) are
intended to describe the Body of Knowledge of Human Resources professionals and are in no
way intended as a study guide for examinations.
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Section II – Indicators of Knowledge
Academic Knowledge
Experiential Knowledge
for the
for the
National Knowledge Exam®
National Professional Practice Exam®
FUNCTIONAL DIMENSION (% of Body of Knowledge)
RPC®
24% of
NKE
RPC:3
RPC:5
RPC:8
RPC:11
Grouping Within Functional Dimension
Required Professional Capability description
Required Professional Capability description
RPC®
PROFESSIONAL PRACTICE (21.9%)
19.8%
of
NPPA
Strategic contribution to organizational success
Contributes to development of an environment that RPC:1
Contributes to the development of the organization’s vision,
fosters effective working relationships
goals, and strategies with a focus on human capabilities.
Keeps current with emerging HR trends.
RPC:2
Translates the organization’s business plan into issues,
priorities, and human resources strategies and objectives.
RPC:4
Guides and advises the organization in the development and
application of ethical practices.
Planning and Implementing HR Strategies
Provides the information necessary for organization RPC:6
Develops and implements a human resources plan that
to effectively manage its people practices.
supports the organization’s strategic objectives.
RPC:7
Audits existing HR programs to ensure they are aligned
with business objectives.
Measuring Strategic Organizational Results
RPC:9
Evaluates the effectiveness of HR strategies, applying
various measurement and assessment programs.
Business Acumen
Gathers, analyzes, and reports relevant business and RPC:10 Applies business fundamentals of production, operations
industry information (including global trends) to
management, accounting & finance, information
influence the development of strategic business HR
technology, marketing, and strategic planning to people
plans.
management issues.
© Copyright: All rights are reserved
RPC:14
Uses communication strategies to advance
organizational objectives.
RPC:12
Develops business cases for HR initiatives and strategies.
Sets clear goals, objectives, evaluation standards, and
measures for HR programs and strategies.
Human Resource Information Management
Provides the organization with timely and accurate
RPC:15 Ensures the HR information management function is fully
HR information.
capable of supporting the organization’s strategic and
operational needs.
Ensures compliance with legislated and contractual
requirements for information management (e.g.,
records of hours worked, records of exposure to
hazardous substances).
Contributes to development of specifications for the
acquisition and/or development of HR information
management systems and for their implementation.
Evaluates alternatives for meeting current and future
information management needs.
Contributes to the development of information
management systems.
Ensures the availability of information needed to
support the management decision making processes.
Ensures HR administrative requirements conform to
organizational policies as well as best practices,
balancing confidentiality and operational
requirements.
Manages Outside HR Contractors and Other Specialists
RPC:23 Develops budgets, monitors expenditures and performance
of outside HR contractors and other specialists.
RPC:24 Develops requests for proposals (RFP) and reviews
submissions by third parties.
RPC:13
RPC:16
RPC:17
RPC:18
RPC:19
RPC:20
RPC:21
RPC:22
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RPC:27
Project Management
Applies principles of project management to HR
RPC:26 Assembles and leads teams to achieve established goals.
activities.
Monitors expenditures and timelines.
RPC:28
Evaluates progress on deliverables.
RPC:25
RPC:29
RPC:30
RPC:31
RPC:33
RPC:35
RPC:36
RPC:37
Legal/Legislative Framework- General Employment Relationship
Identifies and masters legislation and jurisprudence
relevant to HR functions.
Advises on the status of dependent and independent
contractors and determinants of employee status.
Human Rights
Ensures the organization’s HR policies and practices RPC:32 Leads an appropriate organizational response to formal or
align with human rights legislation.
informal complaints or appeals related to alleged human
rights, workplace or employment violations.
Managing Client Relationships
Develops and maintains the trust and support of
RPC:34 Develops and administers a departmental or project budget.
collaborators including the immediate supervisor,
subordinates and internal clients.
Professionalism
Understands and adheres to the Canadian Council of
Human Resources Association’s code of ethics and
applicable provincial/territorial HR association’s
codes.
Stays current with professional knowledge.
Fosters and promotes advancement of the
profession.
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RPC:41
Governance
Assesses requests for HR information in light of
RPC:38
corporate policy, freedom of information legislation,
evidentiary privileges and contractual or other
releases.
Provides leadership and ensures compliance with legislative
requirements concerning conflict of interest and other
technical issues.
Provides advice to governing bodies on design and
implementation of HR related issues.
Develops
policy and governance requirements to safeguard
RPC:40
the confidentiality of HR information ensuring compliance
to applicable legislation and regulations.
15.4% of
ORGANIZATIONAL EFFECTIVENESS (11.8%)
NPPA
Organizational Design and Development
Monitors and reports on the progress of major
RPC:42 Guides and facilitates change in organizational culture
change initiatives.
and/or values consistent with business strategies.
Contributes to improvements in the organization’s
RPC:43 Serves as a change agent to support OD interventions.
structures and work processes.
RPC:44 Develops and implements necessary OD intervention
models.
RPC:46 Assesses the contribution of OD initiatives to the
performance of the unit or organization.
RPC:47 Develops an organization or unit design to align with
business objectives and environmental factors.
RPC:49 Formulates organization development strategies in
accordance with legislated and/or voluntary diversity and
equity goals.
RPC:50 Plans for and manages the HR aspects of organizational
change.
Employee Involvement Strategies
Promotes a productive culture in the organization
RPC:52 Provides performance feedback, coaching, and career
that values diversity, trust and respect for
development to teams and individuals to maximize their
individuals and their contributions.
probability of success.
RPC:39
8.3% of
NKE
RPC:45
RPC:48
RPC:51
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RPC:53
RPC:55
RPC:56
RPC:61
RPC:62
19.8% of
NKE
RPC:64
RPC:66
RPC:69
RPC:72
Develops processes to engage and involve
RPC:54 Ensures performance feedback is an integral part of the
employees in achieving the objectives of the
organization’s business process.
organization.
Gathers and analyzes information on organizational RPC:57 Develops and implements communications plan that
context (climate, culture) in order to highlight key
supports strategies for employee involvement.
issues.
Develops and implements programs for employee
RPC:58 Develops internal and external network to facilitate the
involvement.
implementation of OD initiatives.
Performance Management
Provides development information, support
RPC:59 Identifies, evaluates, and implements measurement systems
activities and procedures for learners, supervisors,
for current and future job/team performance.
and managers to assist in achieving performance
improvement.
Assists and coaches supervisors to help employees
RPC:60 Ensures performance feedback is an integral part of the
achieve required performance levels.
organization’s HR information system.
RPC:63 Measures the effectiveness of the performance feedback
systems.
12.1% of
STAFFING (16%)
NPPA
Human Resource Planning
Researches, analyzes, and reports on potential
RPC:65 Forecasts HR supply and demand conditions.
people issues affecting the organization.
Identifies the data required to support HR planning. RPC:67 Develops people plans that support the organization’s
strategic directions.
Maintains an inventory of people talent for the use
RPC:68 Assesses the effectiveness of people and talent management
of the organization.
plans.
RPC:70 Develops systems and processes that link the career plans
and skill sets of employees with the requirements of the
organization.
Recruitment and Selection
Identifies the organization’s staffing needs.
RPC:71 Oversees the organization’s recruitment and staffing
policies and procedures (recruitment, selection, and
orientation).
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RPC:73
RPC:74
RPC:75
RPC:76
RPC:77
RPC:78
RPC:79
RPC:80
RPC:81
RPC:82
RPC:83
RPC:84
RPC:85
Identifies the potential source of internal and
external qualified candidates.
Evaluates the relevance of alternatives to
recruitment (developing, outsourcing, contingent
workers, agencies, etc.).
Develops implements and monitors processes for
attracting qualified candidates.
Evaluates effectiveness of recruitment process.
Analyzes position and competency requirements to
establish selection criteria.
Establishes screening and assessment procedures.
Determines the appropriate selection tools and
develops new tools as required.
Administers a variety of selection tools, including
tests, interviews, reference checks, etc.
Evaluates the effectiveness of selection processes,
tools and outcomes.
Establishes appointment procedures for candidates
selected through the recruitment process, ensuring
that conditions of employment are documented and
consistent with established policies.
Supports managers in the selection of candidates.
Supports managers in the negotiation of terms and
conditions of employment.
Develops orientation policies and procedures for
new employees.
Deployment
RPC:87
Implements deployment procedures ensuring
necessary compensation and benefit changes, and
education plans are addressed.
RPC:86
Develops deployment procedures (e.g., transfers,
secondments and reassignments).
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RPC:93
Terminating and Outplacing Staff
Participates in the termination process by preparing RPC:88 Develops and implements procedures for employee
termination notices, conducting exit interviews, and
departures.
arranging outplacement services.
RPC:89 Advises clients on matters of sub-standard performance and
discipline.
RPC:90 Advises on alternatives to terminations.
Develops procedures for the defensible termination of
employees.
RPC:92 Develops appropriate security strategies to protect
corporate assets while preserving the dignity of the
terminated employee.
16.5% of
EMPLOYEE AND LABOUR RELATIONS (13.4%)
NPPA
Employee Relations Practices
Provides support and expertise to managers and
RPC:94 Creates an organizational climate conducive to constructive
supervisors with respect to managing people.
employee & labour relations.
RPC:91
10.4% of
NKE
RPC:96
RPC:97
Provides advice and counseling for employees.
RPC:95
RPC:99
Provides advice on issues relating to labour and
employee relations including hiring, discipline, and
termination.
Researches, develops, and implements HR policies.
RPC:98
RPC:100
RPC:101
RPC:102
RPC:103
Creates and facilitates joint employer/employee
committees.
Defines, establishes appropriate terms, conditions and
employment programs to meet organizational goals.
Provides advice on the application of HR policies,
procedures and practices.
Conflict Resolution
Analyzes and provides advice on employment
Develops policies and procedures for ensuring a
RPC:104
rights and responsibilities.
respectful and inclusive workplace.
Effectively handles disagreements and conflicts.
Takes appropriate actions at the organizational level in
RPC:106
response to known or suspected complaints and conflicts.
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RPC:105
RPC:112
RPC:115
Ensures appropriate dispute resolution mechanisms are in
place.
Identifies strategies for the application of appropriate
RPC:108
corrective action.
Labour Relations & Collective Bargaining
Collects and presents information required for
Provides advice on the establishment, continuation and
RPC:109
decision-making in the bargaining process.
termination of bargaining rights.
Provides advice on the interpretation of the
RPC:110
Prepares the organization for collective bargaining.
collective agreement.
Formulates bargaining strategies consistent with the short
RPC:111
and long-term needs of the organization.
Coaches the bargaining team through all phases of the
RPC:113
collective bargaining process.
RPC:114
Provides advice on interest arbitration.
Recommends and/or initiates actions in response to
known or suspected incidents of misconduct.
RPC:107
RPC:116
Provides consultation and risk assessment in arbitration.
Anticipates and prepares the organization for work
disruptions and return to work.
Guides the organization in response to legal and illegal
RPC:118
job actions.
16.5% of
TOTAL COMPENSATION (13.4%)
NPPA
Total Compensation Strategy
Monitors the competitiveness of the total
Identifies and develops the philosophy, strategy and
RPC:119
compensation strategy on an ongoing basis.
policy with respect to the total compensation package
consistent with the organization’s goals.
Evaluates the total compensation strategy to ensure it is
RPC:120
consistent with the objectives of attracting, motivating
and retaining the qualified people.
Compensation Programs
Monitors the competitiveness of the compensation
Recommends the appropriate mix of base and variable
RPC:122
program relative to comparable organizations.
compensation.
RPC:117
10.4% of
NKE
RPC:121
RPC:125
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RPC:123
RPC:124
RPC:126
RPC:128
RPC:129
RPC:130
RPC:134
Benefits
Provides for delivery of payroll services in
RPC:127
compliance with applicable legislation, company
policy and advises the organization on related
matters.
Ensures compliance with legally required programs. RPC:131
Performs an analysis of organizational and
employee needs related to benefit plans.
Integrates the basic benefit programs with disability
management.
RPC:132
RPC:133
Establishes compensation policies and procedures in
compliance with the legal framework and company
objectives.
Develops and implements effective job evaluation
procedures.
Recommends job price and pay ranges based on relevant
internal and external factors.
Recommends benefit plans most suited to organizational
needs.
Develops specifications for the acquisition and day-to-day
management of employee benefit programs.
Ensures the effectiveness and efficiency of benefit
programs.
Manages the transition to new benefit plans.
Pensions
RPC:139
RPC:140
Provides information and counseling to pension
plan participants.
Administers the reporting, funding and fiduciary
aspects of the pension plan(s).
RPC:135
RPC:136
RPC:137
RPC:138
RPC:142
RPC:143
Develops specifications for the acquisition or redesign of
pension plans, and their administration.
Reviews pension proposals submitted by third parties and
evaluates the information received.
Recommends pension plans most suited to organizational
needs.
Manages the transition to a new or revised pension plan.
Payroll Administration
Ensures accurate and timely delivery of pay.
RPC:141
Establishes payroll guidelines based on relevant
legislation, tax laws, company policy, and contractual pay
requirements.
Ensures pay records are accurate and complete.
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18.8% of
NKE
RPC:147
RPC:149
RPC:150
RPC:151
RPC:153
RPC:154
RPC:155
RPC:156
RPC:157
RPC:158
ORGANIZATIONAL LEARNING, TRAINING & DEVELOPMENT (13.9%)
8.8% of
NPPA
Organizational Performance
Monitors and reports on the impact of development RPC:144
Aligns OLDT with business objectives and needs.
activities on organizational performance.
Determines the most effective learning and development
RPC:145
initiatives required for organizational success.
Develops and implements training and development
RPC:146
initiatives to address current capabilities and future
training needs.
Development Programs
Assesses and recommends internal and external
Designs career development programs that align with
RPC:148
suppliers of development programs.
business needs.
Applies general principles of adult learning to
Develops and implements measurement tools and
RPC:152
ensure appropriate development methods and
processes to evaluate program effectiveness.
techniques.
Uses a variety of methods to deliver development
programs.
Career Management
Helps supervisors/managers to identify career
options for employees that align with business
needs.
Provides assessment tools for career development.
Ensures performance management information is
an integral component of employee development.
Assists employees in identifying career paths,
establishing learning plans and activities required
for achieving personal and organizational success.
Facilitates the implementation of developmental
work assignments.
Monitors, documents and reports on career
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development activities.
RPC:159
RPC:160
RPC:161
RPC:163
RPC:165
RPC:167
RPC:168
RPC:169
8.3% of
NKE
RPC:171
RPC:173
RPC:175
RPC:176
RPC:178
Ensures compliance with legislated training
obligations.
Conducts training needs assessments.
Recommends the most appropriate way to meet
identified learning needs.
Facilitates post training support activities to ensure
transfer of learning to the workplace.
Identifies and accesses external sources of training
funding available to employees.
Recommends the selection of external training
providers.
Participates in course design and selection and
delivery of learning materials.
Ensures arrangements are made for training
schedules, facilities, trainers, participants, and
equipment and course materials.
Training
RPC:162
RPC:164
RPC:166
Establishes training priorities based on needs analysis.
Develops training budgets and monitors expenditures.
Develops and reviews requests for proposals (RFP) and
reviews submissions by third parties.
10.9% of
NPPA
Develops, implements, and ensures the application of
policies, regulations, and standards relating to
occupational health and safety.
Ensures due diligence and liability requirements are met.
OCCUPATIONAL HEALTH, SAFETY & WELLNESS (9.6%)
Ensures compliance with legislated reporting
requirements.
RPC:170
Ensures that policies for required medical testing
RPC:172
fall within the limits of statute & contract.
Ensures adequate accommodation, modified work
Develops and implements policies on the workplace
RPC:174
and graduated return to work programs are in place.
environment.
Ensures that modifications to the work environment
are consistent with worker limitations.
Employee Wellness and Assistance
Provides information to employees and managers
Develops or provides for wellness and employee
RPC:177
on available programs.
assistance programs to support organizational
effectiveness.
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RPC:179
RPC:180
RPC:181
RPC:187
Establishes a joint Health & Safety Committee as
required by law.
Responds to any refusals to perform work believed
to be unsafe.
Safety
RPC:182
Ensures that mechanisms are in place for responding to
crises in the workplace, including critical incident stress
management.
Responds to serious injury or fatality in the workplace.
Analyzes risks to employee health & safety and develops
preventive programs.
Establishes an investigation process for incidents and
RPC:184
accidents in the workplace.
Ensures
that security programs and policies minimize
RPC:185
risks while considering the obligation of the employer and
the rights of employees, union, and third parties.
Worker’s Compensation
Prepares Organizational Health & Safety files for
Establishes and implements strategies to minimize
RPC:186
investigation and/or for litigation.
workers’ compensation costs.
RPC:183
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Section III – Required Professional Capabilities (RPCs®)
PROFESSIONAL PRACTICE
Strategic contribution to organizational success
RPC:1
1.01
1.02
1.03
1.04
1.05
1.06
1.07
1.08
1.09
1.10
Contributes to the development of the organization’s vision, goals, and strategies
with a focus on human capabilities.
Strategic business planning processes and principles
The nature of the business environment, and the competitive position of the company within the industry
Business operations
The labour market specific to the industry
Benchmarking and industry best-practices
Change management practices
Human resources planning and forecasting, including importance/benefits of HRP and the process and
techniques of HRP
Organizational structures and management practices
Labour market analysis, behaviour, data, and theory
Trends in labour force characteristics (e.g., labour force growth, employment trends and rates,
unemployment, participation rates, occupational distribution of the workforce, and compensation)
RPC:2
Translates the organization’s business plan into issues, priorities, and human
resources strategies and objectives.
2.01
2.02
2.03
2.04
2.05
2.06
2.07
2.08
2.09
2.10
Strategic HR management
The organization’s strategic business plan
The industry and its competitive factors
Human resources planning and forecasting
Trends in human resource planning
Organizational structures and management practices
The measurement, analysis, and management of the workforce to achieve organizational objectives
Organizational culture (e.g., types of culture; relationship to success)
Implementation of business strategies
Change management processes
RPC:3
Contributes to development of an environment that fosters effective working
relationships
3.01
3.02
3.03
3.04
3.05
3.06
3.07
RPC:4
4.01
4.02
4.03
4.04
4.05
4.06
Communication theories, tools, techniques, and processes
Work processes, the inter-dependence of workers and their productivity
General influences on human behaviour (e.g., motivation theory)
Behaviour of individuals, groups, and organizational units
Techniques in managing workforce diversity
Methods of creating interpersonal effectiveness
Employee recognition and reward strategies and practices
Guides and advises the organization in the development and application of ethical
practices.
Standards of professional practice
Codes of ethics and standards of the HR profession
Conflict management/resolution techniques
Industry best practices
Organization’s HR and business practices
Concepts and processes of power and organization politics
© Copyright: All rights are reserved
4.07
4.08
RPC:5
5.01
5.02
5.03
5.04
5.05
5.06
5.07
5.08
Issues related to privacy and the protection of information.
Influence tactics
Keeps current with emerging HR trends.
HR issues, trends, developments and best practices
Business issues, trends, and developments
The importance/benefits of HR Planning
Trends in all functional areas of HR practice
Trends in labour force characteristics (e.g., labour force growth, employment trends and rates,
unemployment, participation rates, occupational distribution of the workforce, and compensation)
Trends and issues affecting the particular industry
Global trends and issues in business/industry
Organizational behaviour, leadership and management practices in an international context
Planning and Implementing HR Strategies
RPC:6 Develops and implements a human resources plan that supports the
organization’s strategic objectives.
6.01
6.02
6.03
6.04
6.05
6.06
6.07
6.08
6.09
RPC:7
7.01
7.02
7.03
7.04
7.05
7.06
7.07
7.08
7.09
RPC:8
8.01
8.02
8.03
8.04
8.05
8.06
8.07
8.08
8.09
8.10
8.11
Solutions for business problems/challenges
Benchmarking and industry best-practices
Customer needs (internal and external)
Change management processes
Techniques for developing and presenting business cases
Risk assessment techniques
Organizational structures and management practices
Strategic HR management
HR planning and forecasting
Audits existing HR programs to ensure they are aligned with business objectives.
The organization’s strategic business plan and the goals of the business unit
Survey and data collection techniques
Statistical analyses and evaluation including validity and reliability concepts and assessment techniques
Benchmarking techniques and industry best-practices
HRIS/HRMS concepts
Current HR programs and practices
Research methods and designs
Measurement and assessment tools and techniques (and their limitations)
Techniques to evaluate effectiveness of HR programs (e.g., selection, training, and compensation, etc.)
Provides the information necessary for organization to effectively manage its
people practices.
Career and succession planning and management
Nature of internal working procedures and information flows
Contract administration
HR planning techniques
Trends in human resources information management.
HRMS concepts and techniques
Procedures for collection, manipulation, and analysis of information
The organization’s strategic business plan and the goals of the business unit
Use of business software
Statistical analyses and evaluation
HRMS project planning and management
Measuring Strategic Organizational Results
RPC:9 Evaluates the effectiveness of HR strategies, applying various measurement and
- 22 © Copyright: All rights are reserved
assessment programs.
9.01
9.02
9.03
9.04
9.05
9.06
9.07
9.08
The company’s HR programs and culture of the organization
Measurement and assessment tools and techniques (and their limitations)
The organization’s strategic business plan and the goals of the business unit
Research methods and designs
Statistical analyses and evaluation including validity and reliability concepts and assessment techniques
Needs analysis
Strategic HR management practices and techniques
Techniques to evaluate effectiveness of HR programs (e,g., selection, training, and compensation, etc.)
Business Acumen
RPC:10 Applies business fundamentals of production, operations management, accounting
& finance, information technology, marketing, and strategic planning to people
management issues.
10.01
10.02
10.03
10.04
10.05
10.06
10.07
10.08
10.09
10.10
RPC:11
11.01
11.02
11.03
11.04
11.05
11.06
11.07
RPC:12
12.01
12.02
12.03
12.04
12.05
12.06
RPC:13
13.01
13.02
13.03
13.04
13.05
13.06
13.07
13.08
The organization’s strategic business plan and the goals of the business unit
The nature of the business environment, and the competitive position of the company within the industry
Basic production, operations, finance, IT, and marketing
Strategic planning
Measurement bases and underlying methodologies used in finance
Fundamentals of budgeting, financial and management accounting
Assessment and forecasting techniques for HR Requirements (including benefits and types of qualitative
and quantitative forecasting methods)
Organizational strategic alternatives and their HRP implications
Competitive analysis and strategies
Strategic HR management practices and techniques
Gathers, analyzes, and reports relevant business and industry information
(including global trends) to influence the development of strategic business HR
plans.
Sources of business/industry information
Global trends in business/industry
Analytical techniques/tools
Data validation techniques/tools
Procedures for collection, manipulation, and analysis of information
Organizational behaviour, leadership and management practices in an international context
Strategic HR management
Develops business cases for HR initiatives and strategies.
Techniques for developing and presenting business cases
The organization’s issues/opportunities
Influence tactics
Methods of preparing operating budgets
Fundamentals of budgeting, financial and managerial accounting
Cost-benefit analyses (including audits, utility analysis, ROI and impact studies)
Sets clear goals, objectives, evaluation standards, and measures for HR programs
and strategies.
Goals of the organization
Client requirements and work plans
Work assignment/job design techniques
Work flow analysis
Measurement and assessment tools and techniques (and their limitations)
Procedures for collection, manipulation, and analysis of information
Techniques to evaluate effectiveness of HR programs (e.g. selection, training, and compensation, etc.)
Key HR initiatives and considerations
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13.09
13.10
RPC:14
14.01
14.02
Strategic HR management
Goal setting processes and techniques
Uses communication strategies to advance organizational objectives.
Communication theories, tools, techniques, and processes
Influence tactics
Human Resource Information Management
RPC:15 Ensures the HR information management function is fully capable of supporting
the organization’s strategic and operational needs.
15.01
15.02
15.03
15.04
15.05
15.06
15.07
15.08
15.09
15.10
15.11
15.12
RPC:16
The organization’s strategic business plan and the goals of the business unit
HRMS and business software
Evaluation techniques and issues
Database concepts
Work flow models
Effective systems of managing HR information
Collection, manipulation, and analysis of information
Research methods and designs (including measurement of HR)
Measurement and assessment tools and techniques (and their limitations)
Importance, criteria, and techniques of program evaluation
Cost-benefit analyses (including audits, utility analysis, ROI , and impact studies)
Business operations
Provides the organization with timely and accurate HR information.
16.01
16.02
16.03
16.04
The organization’s strategic business plan and the goals of the business unit
HRMS concepts
The use of HRMS and business software
The identification, assessment, development, implementation, and maintenance of effective systems of
managing HR information
16.05
16.06
16.07
16.08
Procedures for collection, manipulation, and analysis of information
HRMS project planning and management
HR functions and activities
Business operations
RPC:17
17.01
17.02
17.03
17.04
17.05
17.06
RPC:18
18.01
18.02
18.03
18.04
18.05
18.06
18.07
Ensures compliance with legislated and contractual requirements for information
management (e.g., records of hours worked, records of exposure to hazardous
substances).
Business operations
HRMS and business software
Contractual requirements
Information security and controls
Relevant legislation and regulations
Contract administration
Contributes to development of specifications for the acquisition and/or
development of HR information management systems and for their
implementation.
HRMS concepts
HRMS project planning and management
Vendor and product assessment
Database concepts
Change management concepts
The identification, assessment, development, implementation and maintenance of effective systems of
managing HR information
Procedures for collection, manipulation, and analysis of information
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18.08
18.09
18.10
18.11
18.12
18.13
RPC:19
19.01
19.02
19.03
19.04
19.05
19.06
19.07
19.08
19.09
RPC:20
20.01
20.02
20.03
20.04
20.05
20.06
20.07
RPC:21
21.01
21.02
21.03
21.04
21.05
21.06
21.07
RPC:22
22.01
22.02
22.03
22.04
22.05
22.06
22.07
22.08
Design and development of HRMS
Research methods and designs (including measurement of HR)
Measurement and assessment tools and techniques (and their limitations)
HR functions and activities
Quantitative as well as qualitative concepts, approaches and techniques of HRP
Techniques for developing and presenting business cases
Evaluates alternatives for meeting current and future information management
needs.
Current and future business plans
HRMS and business software
Database concepts
Trends in HRMS including both theoretical and technical
The identification, assessment, development, implementation and maintenance of effective systems of
managing HR information
Research methods and designs (including measurement of HR)
Measurement and assessment tools and techniques (and their limitations)
Statistical analyses and evaluation
HR functions and activities
Contributes to the development of information management systems.
HRMS concepts
Data security concepts
Business operations
The identification, assessment, development, implementation and maintenance of effective systems of
managing HR information
HRMS project planning and management
Design and development of HRMS
Privacy of information legislation and issues
Ensures the availability of information needed to support the management
decision making processes.
Operations management techniques
Organization, culture and business environment
Organization and industry benchmarks
Decision making theories
Business operations
Statistical analyses and evaluation
Procedures for collection, manipulation, and analysis of information
Ensures HR administrative requirements conform to organizational policies as
well as best practices, balancing confidentiality and operational requirements.
Organization’s HRMS systems and applications
Relevant technical applications
Database concepts
HRMS and business software
Relevant legislation, including that governing freedom of information and protection of privacy and
employment contracts.
Corporate policy
HRMS security
Business needs and reporting requirements
Manages Outside HR Contractors and Other Specialists
RPC:23 Develops budgets, monitors expenditures and performance of outside HR
contractors and other specialists.
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23.01
23.02
23.03
23.04
23.05
23.06
RPC:24
24.01
24.02
24.03
24.04
Fundamentals of budgeting, financial and managerial accounting
Project management
Critical path scheduling and contingency planning
Cost estimation
Measurement bases and underlying methodologies used in finance departments
Issues in identifying relevant costs (e.g., cost accuracy vs. relevance; costs & pricing; irrelevant costs;
costing collective bargaining proposals; cost-benefit analysis
Develops requests for proposals (RFP) and reviews submissions by third parties.
Preparation and management of RFP process
Project management principles, concepts and techniques
Cost estimation and budgeting
Fundamentals of purchasing.
Project Management
RPC:25 Applies principles of project management to HR activities.
25.01
25.02
25.03
25.04
25.05
RPC:26
26.01
26.02
26.03
26.04
26.05
RPC:27
27.01
27.02
27.03
27.04
27.05
27.06
RPC:28
28.01
28.02
28.03
28.04
28.05
Project management principles, concepts and techniques
Critical path scheduling and contingency planning
Cost estimation and budgeting
Organizational culture, environment, and capabilities in terms of resources available and the
commitment to implement
Budgetary control and responsibility accounting (including issues of static vs. flexible budgets; variance
analysis; control systems)
Assembles and leads teams to achieve established goals.
Project management principles, concepts and techniques
Leadership principles, concepts, and techniques
Selection, staffing and team evaluation
Team and individual performance management principles, concepts, and techniques
Group dynamics and team building processes
Monitors expenditures and timelines.
Business software
Cost estimation
Variance analysis
Critical path scheduling
Fundamentals of budgeting and managerial accounting
Budgetary control and responsibility accounting (including issues of static vs. flexible budgets;
management control systems)
Evaluates progress on deliverables.
Project management principles, concepts, and techniques
Critical path scheduling and contingency planning
Cost estimation and variance analysis
Program evaluation, including balanced scorecard
Procedures for collection, manipulation, and analysis of information
Legal/Legislative Framework- General Employment Relationship
RPC:29 Identifies and masters legislation and jurisprudence relevant to HR functions.
29.01
29.02
29.03
29.04
RPC:30
30.01
30.02
Relevant legislation, regulations and jurisprudence
The organization, its operations, and general business environment
Applicable political, social, and cultural context and environment
Common law as it relates to employment issues
Advises on the status of dependent and independent contractors and determinants
of employee status.
Legislative framework and collective agreements
Business law related to contracts
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30.03
30.04
Contract administration
Management of collective agreements (including grievance and arbitration)
Human Rights
RPC:31 Ensures the organization’s HR policies and practices align with human rights
legislation.
31.01
31.02
31.03
31.04
31.05
31.06
RPC:32
32.01
32.02
32.03
32.04
32.05
32.06
32.07
32.08
Professional standards and codes of ethics
Relevant legislation, regulations and jurisprudence
The organization, its operations, and environment
Theories and practices for protection of individuals and groups
Techniques in managing workforce diversity
Applicable political, social, and cultural context and environment
Leads an appropriate organizational response to formal or informal complaints
or appeals related to alleged human rights, workplace or employment violations.
Relevant legislation, regulations and jurisprudence
Investigative techniques
Professional standards and cods of ethics
Applicable political, social, and cultural context and environment
Basic rules of evidence
Theories and practices for protection of individuals and groups
Techniques in managing workforce diversity
Change management practices
Managing Client Relationships
RPC:33 Develops and maintains the trust and support of collaborators including the
immediate supervisor, subordinates and internal clients.
33.01
33.02
33.03
33.04
RPC:34
34.01
34.02
Professional standards and codes of ethics
Communication theories, tools, techniques, and processes
Group dynamics and team building processes
Methods of creating interpersonal effectiveness
Develops and administers a departmental or project budget.
Fundamentals of budgeting, financial and managerial accounting
Organizational and department goals and objectives
Professionalism
RPC:35 Understands and adheres to the Canadian Council of Human Resources
Association’s code of ethics and applicable provincial/territorial HR association’s
codes.
35.01
35.02
35.03
RPC:36
36.01
36.02
36.03
36.04
RPC:37
37.01
37.02
37.03
37.04
37.05
CCHRA code of ethics
Organization values and culture
Processes used to resolve ethical issues
Stays current with professional knowledge.
HR issues, trends, and developments
Business issues, trends, and developments
Information sources for professional development
Expectations and professional requirements for CHRP designation
Fosters and promotes advancement of the profession.
HR best practices
Standards of professional practice
Professional association activities
The history of HRM
Communication theories, tools, techniques, and processes
Governance
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RPC:38
38.01
38.02
38.03
38.04
38.05
38.06
38.07
RPC:39
39.01
39.02
39.03
39.04
39.05
RPC:40
40.01
40.02
40.03
40.04
40.05
40.06
40.07
40.08
40.09
RPC:41
41.01
41.02
41.03
41.04
41.05
41.06
Provides leadership and ensures compliance with legislative requirements
concerning conflict of interest and other technical issues.
Applicable political, social, and cultural context and environment
Professional standards and codes of ethics
Industry practices
Relevant legislation, regulations and jurisprudence
Theories and practices for protection of individuals and groups
Investigative techniques
Basic rules of evidence
Provides advice to governing bodies on design and implementation of HR related
issues.
Trends in HR
Communication theories, tools, techniques, and processes
Influence techniques
Strategic HR management
Organizational issues and challenges
Develops policy and governance requirements to safeguard the confidentiality of
HR information ensuring compliance to applicable legislation and regulations.
Investigative procedures
HRMS concepts
Legislative requirements for confidentiality
Organization policies
Data security concepts
Business software
Business needs and reporting requirements
Privacy legislation
Privacy of information issues
Assesses requests for HR information in light of corporate policy, freedom of
information legislation, evidentiary privileges and contractual or other releases.
Freedom of Information and privacy legislation
Corporate policy
HRMS security
Privacy of information issues
Investigative procedures
Contracts
ORGANIZATIONAL EFFECTIVENESS
Organizational Design and Development
RPC:42 Guides and facilitates change in organizational culture and/or values consistent
with business strategies.
42.01
42.02
42.03
42.04
42.05
42.06
42.07
RPC:43
43.01
43.02
43.03
The organization’s strategic business plan and the goals of the business unit
Organizational culture and the tools used to diagnose it
Internal environment, external environment, socio-technical and economic factors as they affect culture
Principles of learning organizations
Change management concepts and techniques.
Organizational structures and management practices
Applicable political, social, and cultural context and environment
Serves as a change agent to support OD interventions.
Applicable political, social, and cultural context and environment
Principles and concepts of organizational development and intervention techniques
Understanding of the relationship between the organization's strategy, culture, structure, environment
and effectiveness
- 28 © Copyright: All rights are reserved
43.04
43.05
43.06
43.07
RPC:44
44.01
44.02
44.03
44.04
44.05
44.06
Job and organizational design
Change management concepts and techniques
Influence tactics
Facilitation processes and skills
Develops and implements necessary OD intervention models.
Applicable political, social, and cultural context and environment
Understanding of organizational challenges and potential opportunities which the organization may
pursue
Principles and concepts of organizational development and intervention techniques
Interests and concerns of relevant stakeholders
Job and organizational design
Change management concepts and techniques
RPC:45
Monitors and reports on the progress of major change initiatives.
45.01
45.02
45.03
Applicable political, social, and cultural context and environment
Change management concepts and techniques
Principles and concepts of organizational development and intervention techniques
RPC:46
46.01
46.02
46.03
46.04
46.05
RPC:47
47.01
47.02
47.03
47.04
47.05
RPC:48
48.01
48.02
48.03
48.04
48.05
48.06
48.07
RPC:49
49.01
49.02
49.03
49.04
49.05
49.06
49.07
RPC:50
50.01
50.02
Assesses the contribution of OD initiatives to the performance of the unit or
organization.
Theory and concepts related to the measurement of organizational effectiveness
Theory and techniques of program evaluation
Principles and concepts of organizational development and intervention techniques
The dynamics of the relationship between the organization’s strategy, the objectives of the change
initiative and the effectiveness of the organization or unit
Organizational structures and management practices
Develops an organization or unit design to align with business objectives and
environmental factors.
Concepts of work flow analysis
Methods of job analysis and job design
Principles of organizational structure and design
Principles of re-engineering
Applicable political, social, and cultural context and environment
Contributes to improvements in the organization’s structures and work processes.
Benchmarking and industry best-practices
Existing organization structures and work processes
Principles of organizational structure and design
Relationship between task, technology, strategy, environment and structure
Understanding how organization structure and work process affect employee motivation and behaviour.
Job and organizational design
Techniques in managing organizational change
Formulates organization development strategies in accordance with legislated
and/or voluntary diversity and equity goals.
Legal framework for equity and diversity (including reporting requirements)
Principles and concepts of organizational development and intervention techniques
Industry best practices
Applicable political, social, and cultural context and environment
Theories and practices for protection of individuals and groups
Methods of accommodating employee needs (e.g., flexible hours, job sharing, child care)
Techniques in managing workforce diversity
Plans for and manages the HR aspects of organizational change.
Legal framework and industry standards for employment and severance terms and conditions
HR planning strategies for dealing with staff shortages or surpluses
- 29 © Copyright: All rights are reserved
50.03
50.04
50.05
50.06
50.07
50.08
The organization’s current operations and future plans (1-3 years)
Capabilities of current employees
Existing and proposed HR plans
HR issues regarding mergers, acquisitions, and downsizing
Common law
Human resources planning and forecasting
Employee Involvement Strategies
RPC:51 Promotes a productive culture in the organization that values diversity, trust and
respect for individuals and their contributions.
51.01
51.02
51.03
51.04
51.05
51.06
51.07
51.08
51.09
51.10
51.11
RPC:52
52.01
52.02
52.03
52.04
52.05
52.06
52.07
RPC:53
53.01
53.02
53.03
53.04
53.05
53.06
RPC:54
54.01
54.02
54.03
54.04
54.05
RPC:55
55.01
55.02
55.03
55.04
55.05
Basic understanding of organizational development
Communication theories, tools, techniques, and processes
Industry best practices
Current HR programs and practices
Techniques in managing workforce diversity
Organization culture, business environment, and objectives
Methods of creating interpersonal effectiveness
Conflict management and resolution tactics
The behaviour of individuals, groups, and organizational units
Methods of creating interpersonal effectiveness
Employee recognition and reward strategies and practices
Provides performance feedback, coaching, and career development to teams and
individuals to maximize their probability of success.
Principles of performance management
Organization culture, business environment, and objectives
Principles of learning and development
Performance appraisal policies and procedures
Issues regarding team-based work
Methods of creating interpersonal effectiveness
Career development policies and procedures
Develops processes to engage and involve employees in achieving the objectives of
the organization.
Communication theories, tools, techniques, and processes
Industry best practices
Organization culture, business environment, and objectives
Strategic HR management
Principles and concepts of organizational development and intervention techniques.
Motivation theories and applications
Ensures performance feedback is an integral part of the organization’s business
process.
Feedback systems and methodology
Industry best practices
Organization culture, business environment, and objectives
Performance appraisal policies and procedures
Methods of discipline
Gathers and analyzes information on organizational context (climate, culture) in
order to highlight key issues.
Feedback systems and methodology
Organization culture, business environment, and objectives
Employee survey methodology and practices
Data collection techniques
Industry best practices
- 30 © Copyright: All rights are reserved
RPC:56
56.01
56.02
56.03
56.04
56.05
56.06
RPC:57
57.01
57.02
57.03
RPC:58
58.01
58.02
58.03
58.04
58.05
58.06
Develops and implements programs for employee involvement.
Organization culture, business environment, and objectives
Employee involvement strategies, programs, and methodology
Communication theories, tools, techniques, and processes
The behaviour of individuals, groups, and organizational units
Motivation theories and applications
Employee recognition and reward strategies
Develops and implements communications plan that supports strategies for
employee involvement.
Employee involvement strategies, programs, and methodology
Organization culture, business environment, and objectives
Communication theories, tools, techniques, and processes
Develops internal and external network to facilitate the implementation of OD
initiatives.
Organization culture, business environment, and objectives
Understanding of organizational challenges and potential opportunities which the organization may
pursue
Principles and concepts of organizational development and intervention techniques
Knowledge of the interests and concerns of relevant stakeholders
Methods of creating interpersonal effectiveness
Sources of external expertise
Performance Management
RPC:59 Identifies, evaluates, and implements measurement systems for current and future
job/team performance.
59.01
59.02
59.03
59.04
59.05
59.06
RPC:60
60.01
60.02
60.03
60.04
60.05
RPC:61
61.01
61.02
61.03
61.04
61.05
61.06
61.07
61.08
61.09
61.10
Systems for measurement of both objective and subjective productivity and job performance
Issues regarding team-based work
Employee competencies, training, and development
Importance, criteria, and techniques of program evaluation
Principles of performance management
Organization culture, business environment, and objectives
Ensures performance feedback is an integral part of the organization’s HR
information system.
HRMS concepts
Feedback systems and methodology
Performance appraisal policies and procedures
The identification, assessment, development, implementation and maintenance of effective systems of
managing HR information
HRMS and business software
Provides development information, support activities and procedures for learners,
supervisors, and managers to assist in achieving performance improvement.
Performance improvement process
Training, coaching, feedback, and goal setting techniques
Performance appraisal policies and procedures
The behaviour of individuals, groups, and organizational units
Motivation theories and applications
Employee recognition and reward systems
Training and development needs analysis techniques
Performance measurement issues
Concepts of work flow analysis
Methods of job analysis and job design
- 31 © Copyright: All rights are reserved
RPC:62
62.01
62.02
62.03
62.04
62.05
62.06
62.07
62.08
62.09
62.10
RPC:63
63.01
63.02
63.03
63.04
63.05
63.06
63.07
Assists and coaches supervisors to help employees achieve required performance
levels.
Management and supervisory theory and practices
Coaching & leadership qualities/techniques
Organizational and department goals and objectives
Training, coaching, feedback, and goal setting techniques
Motivation theories and applications
Methods of creating interpersonal effectiveness
Employee recognition and reward systems
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis)
Concepts of work flow analysis
Methods of job analysis and job design
Measures the effectiveness of the performance feedback systems.
Organization culture, business environment, and objectives
Feedback systems and methodology
Performance appraisal policies and procedures
The identification, assessment, development, implementation and maintenance of effective systems of
managing HR information
Procedures for collection, manipulation and analysis of information
Techniques to evaluate effectiveness of HR programs (e.g., selection, training and compensation, etc.)
Performance measurement issues
STAFFING
Human Resource Planning
RPC:64 Researches, analyzes, and reports on potential people issues affecting the
organization.
64.01
64.02
64.03
64.04
64.05
64.06
RPC:65
65.01
65.02
65.03
65.04
64.05
RPC:66
66.01
66.02
66.03
66.04
RPC:67
67.01
67.02
67.03
67.04
67.05
Use of business and HR management software
Research methods and designs (including measurement of HR)
Measurement and assessment tools and techniques (and their limitations)
Statistical analyses and evaluation
Needs analysis
Organization culture, business environment, and objectives
Forecasts HR supply and demand conditions.
Use of business and HR software
Assessment and forecasting techniques for HR Requirements (including benefits and types of qualitative
and quantitative forecasting methods
Research methods and designs (including measurement of HR)
HR planning concepts and techniques
The organization’s strategic business plan and the goals of the business unit
Identifies the data required to support HR planning.
HR planning concepts and techniques
Use of business and HR software
Research methods and designs (including measurement of HR)
Trends in human resources planning
Develops people plans that support the organization’s strategic directions.
HR planning concepts and techniques
Research methods
Use of business and HR software
HR functions and activities
The organization’s strategic business plan and the goals of the business unit
- 32 © Copyright: All rights are reserved
RPC:68
68.01
68.02
68.03
68.04
68.05
68.06
68.07
68.08
68.09
RPC:69
69.01
69.02
69.03
69.04
RPC:70
70.01
70.02
70.03
70.04
70.05
70.06
70.07
70.08
Assesses the effectiveness of people and talent management plans.
Training and development program evaluation methods
Rationale and process of program evaluation
Research methods and designs (including measurement of HR)
Measurement and assessment tools and techniques (and their limitations)
Statistical analyses and evaluation
HR functions and activities
Needs analysis
The organization’s strategic business plan and the goals of the business unit
Industry best practices
Maintains an inventory of people talent for the use of the organization.
HR planning concepts and techniques
Recruiting sources and techniques
Use of business and HR software
Measurement and assessment tools and techniques (and their limitations)
Develops systems and processes that link the career plans and skill sets of
employees with the requirements of the organization.
HR and career planning and development
Employee skill/competency measurement processes
Selection concepts, assessments, and techniques (e.g., interviews, tests, and other widely used selection
procedures)
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis)
Methods of matching skills and people
Succession planning
The organization’s strategic business plan and the goals of the business unit
Use of business and HR software
Recruitment and Selection
RPC:71 Oversees the organization’s recruitment and staffing policies and procedures
(recruitment, selection, and orientation).
71.01
71.02
71.03
71.04
71.05
71.06
71.07
71.08
71.09
71.10
RPC:72
72.01
72.02
72.03
72.04
72.05
72.06
RPC:73
73.01
Job markets
Selection concepts and techniques
Relevant legislation and regulations
Recruiting sources and techniques (internal and external)
Organization staffing needs
Organization’s internal HR inventory
Assessment tools
Orientation and career development needs of new employees
Industry best practices
The organization’s strategic business plan and the goals of the business unit
Identifies the organization’s staffing needs.
Data collection techniques
Research methods and designs (including measurement of HR)
Business and HR software
HR planning concepts and techniques
Organization’s internal HR inventory
The organization’s strategic business plan and the goals of the business unit
Identifies the potential source of internal and external qualified candidates.
Job markets
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73.02
73.03
73.04
73.05
RPC:74
74.01
74.02
74.03
74.04
74.05
74.06
74.07
74.08
74.09
74.10
RPC:75
75.01
75.02
75.03
75.04
75.05
75.06
75.07
RPC:76
76.01
76.02
76.03
76.04
76.05
76.06
RPC:77
77.01
77.02
77.03
77.04
77.05
77.06
RPC:78
78.01
78.02
78.03
78.04
78.05
78.06
RPC:79
Organization’s internal HR inventory
Relevant legislation and regulations
Recruiting sources and techniques (both internal and external)
Organization policies and procedures
Evaluates the relevance of alternatives to recruitment (developing, outsourcing,
contingent workers, agencies, etc.).
Organization staffing needs
Current and future business plans
Availability of internal and external developmental programs
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis)
Stakeholders and their respective interests
Cost-benefit analysis (including the direct and indirect costs and benefits associated with conducting
training and development programs and the costs and benefits of the alternatives.
Research methods and designs (including measurement of HR)
Measurement and assessment tools and techniques (and their limitations)
Organization’s internal HR inventory
Preparation and presentation of business cases.
Develops implements and monitors processes for attracting qualified candidates.
Job markets
Recruitment ethics and professional practices
Relevant legislation and regulations
Communication theories, tools, techniques, and processes
Recruiting sources and techniques (both internal and external)
Fundamentals of marketing communications
Organization policies and procedures
Evaluates effectiveness of recruitment process.
Benchmarking techniques
Organization staffing needs
Statistical analyses and evaluation
Recruiting sources and techniques (both internal and external)
Measurement and assessment tools and techniques (and their limitations)
Validation of selection and training decisions and measures
Analyzes position and competency requirements to establish selection criteria.
Human Rights legislation
Employment Equity legislation
Methods of job analysis
Recruiting sources and techniques (both internal and external)
Selection concepts, and assessment techniques (e.g., interviews, tests, and other widely used selection
procedures)
Current and future business plans
Establishes screening and assessment procedures.
Selection concepts, and assessment techniques (e.g., interviews, tests, and other widely used selection
procedures)
Human Rights legislation
Employment Equity legislation
Organization policies and procedures
Validity and reliability (conceptual definitions and assessment techniques)
Recruiting sources and techniques (both internal and external)
Determines the appropriate selection tools and develops new tools as required.
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79.01
79.02
79.03
79.04
79.05
79.06
79.07
RPC:80
80.01
80.02
80.03
80.04
80.05
RPC:81
81.01
81.02
81.03
81.04
81.05
81.06
81.07
81.08
RPC:82
82.01
82.02
82.03
82.04
82.05
82.06
RPC:83
83.01
83.02
83.03
83.04
83.05
83.06
83.07
83.08
RPC:84
84.01
84.02
84.03
84.04
Selection concepts, and assessment techniques (e.g., interviews, tests, and other widely used selection
procedures)
Human Rights legislation
Employment Equity legislation
Organization policies and procedures
Validity and reliability (conceptual definitions and assessment techniques)
Statistical analyses and evaluation
Current and future business plans
Administers a variety of selection tools, including tests, interviews, reference
checks, etc.
Selection concepts and assessment techniques (e.g., interviews, tests, and other widely used selection
procedures)
Human Rights legislation
Employment Equity legislation
Corporate policies and procedures
Validity and reliability (conceptual definitions and assessment techniques)
Evaluates the effectiveness of selection processes, tools and outcomes.
Benchmarking techniques
Relevant legislation and regulations
Recruiting sources and techniques (both internal and external)
Selection concepts and assessment techniques (e.g., interviews, tests, and other widely used selection
procedures
orientation and career development needs of new employees
Validity and reliability (conceptual definitions and assessment techniques)
Techniques to evaluate effectiveness of HR programs (e.g. selection, training, and compensation, etc.)
Current and future business plans
Establishes appointment procedures for candidates selected through the
recruitment process, ensuring that conditions of employment are documented and
consistent with established policies.
Human Rights legislation
Employment equity legislation
Organization policies and procedures
Industry Best practices
Relevant legislation and regulations
Selection concepts and assessment techniques (e.g., interviews, tests, and other widely used selection
procedures)
Supports managers in the selection of candidates.
Criteria for selection
Human Rights legislation
Selection concepts and assessment techniques (e.g., interviews, tests, and other widely used selection
procedures
Communication theories, tools, techniques, and processes
Methods of creating interpersonal effectiveness
Employment Equity legislation
Organization policies and procedures
Current and future business plans
Supports managers in the negotiation of terms and conditions of employment.
Organization policies
Wage rate determination and differentials
Process, issues, and techniques involved in developing and administering a compensation system
Trends in labour force characteristics (e.g., labour force growth, employment trends and rates,
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84.05
84.06
84.07
84.08
RPC:85
85.01
85.02
85.03
85.04
85.05
unemployment, participation rates, occupational distribution of the workforce, and compensation)
Methods of creating interpersonal effectiveness
Relevant legislation and regulations
Contract administration
Collective agreement provisions
Develops orientation policies and procedures for new employees.
Organization policies and procedures
Industry best practices
Orientation and career development needs of new employees
Orientation theory and practices
Current and future business plans
Deployment
RPC:86 Develops deployment procedures (e.g., transfers, secondments and
reassignments).
86.01
86.02
86.03
86.04
86.05
86.06
86.07
RPC:87
87.01
87.02
87.03
87.04
87.05
87.06
Collective agreements
Relevant legislation and regulations
Selection concepts, assessments, and techniques (e.g., interviews, tests, and other widely used selection
procedures)
Organization policies and procedures
Career development and succession planning concepts and techniques
Industry best practices
Organization culture and values
Implements deployment procedures ensuring necessary compensation and benefit
changes, and education plans are addressed.
Compensation practices
Collective agreements
Relevant legislation and regulations
Selection concepts, assessments, and techniques (e.g., interviews, tests, and other widely used selection
procedures)
Career development and succession planning concepts and techniques
Organization policies and procedures
Terminating and Outplacing Staff
RPC:88 Develops and implements procedures for employee departures.
88.01
88.02
88.03
88.04
88.05
88.06
88.07
88.08
88.09
RPC:89
89.01
89.02
89.03
89.04
89.05
89.06
RPC:90
90.01
Organization policies and procedures
Relevant legislation and regulations
Jurisprudence and arbitration rulings
Industry best practices
Collective agreements
Theories and practices for protection of individuals and groups
Performance appraisal processes
Progressive discipline policies and practices
Organization culture and values
Advises clients on matters of sub-standard performance and discipline.
Organization policies and procedures
Progressive discipline policies and practices
Performance appraisal processes
Relevant legislation and regulations
Organization culture and values
Collective agreements
Advises on alternatives to terminations.
Collective agreements
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90.02
90.03
90.04
90.05
90.06
90.07
90.08
RPC:91
91.01
91.02
91.03
91.04
91.05
91.06
91.07
RPC:92
92.01
92.02
92.03
92.04
92.05
92.06
92.07
92.08
92.09
92.10
RPC:93
93.01
93.02
93.03
93.04
93.05
93.06
93.07
93.08
93.09
Organization policies and procedures
Organizational culture and values
Relevant legislation and regulations
Performance appraisal processes
Progressive discipline policies and practices
Methods of performance improvement
Job analysis and job design techniques
Develops procedures for the defensible termination of employees.
Organization policies and procedures
Relevant legislation and regulations
Jurisprudence and arbitration rulings
Collective agreements
Theories and practices for protection of individuals and groups
Performance appraisal processes
Progressive discipline policies and practices
Develops appropriate security strategies to protect corporate assets while
preserving the dignity of the terminated employee.
Relevant legislation and regulations
Jurisprudence and arbitration rulings
Industry best practices
Organization policies and procedures
Outplacement programs
Risk assessment techniques
Theories and practices for protection of individuals and groups
Collective agreements
Procedures to minimize workplace violence
Issues faced by terminated employees
Participates in the termination process by preparing termination notices,
conducting exit interviews, and arranging outplacement services.
Industry best practices
Conflict management techniques
Relevant legislation and regulations
Organization policies and procedures
Counseling techniques
Risk assessment techniques
Collective agreements
Procedures to minimize workplace violence
Issues faced by terminated employees
EMPLOYEE AND LABOUR RELATIONS
Employee Relations Practices
RPC:94
94.01
94.02
94.03
94.04
94.05
94.06
94.07
94.08
Creates an organizational climate conducive to constructive employee & labour
relations.
Change management practices
The behaviour of individuals, groups, and organizational units
Methods of creating interpersonal effectiveness
Conflict management techniques
Relevant legislation and regulations
Labour relations concepts and practices
Interests of various stakeholders
Organization culture and values
- 37 © Copyright: All rights are reserved
94.09
94.10
94.11
RPC:95
95.01
95.02
95.03
95.04
95.05
95.06
95.07
95.08
RPC:96
96.01
96.02
96.03
96.04
96.05
96.06
96.07
96.08
96.09
96.10
96.11
96.12
RPC:97
97.01
97.02
97.03
97.04
97.05
97.06
97.07
97.08
97.09
97.10
97.11
97.12
97.13
97.14
97.15
97.16
RPC:98
98.01
98.02
98.03
Industry best practices
The organization’s strategic business plan
Principles of effective employee relations (including employee involvement, communication,
recognition, diversity management, progressive discipline, etc)
Creates and facilitates joint employer/employee committees.
Relevant legislation and regulations
Employee involvement techniques
Program development and evaluation
Participative decision making processes and techniques.
Strategies to identify common goals and interests
Methods of creating interpersonal effectiveness
Organization culture and values
Change management practices
Provides support and expertise to managers and supervisors with respect to
managing people.
Standards of professional practice
Management and supervisory techniques
Principles of effective employee relations (including employee involvement, communication,
recognition, diversity management, progressive discipline, etc)
Organizational structure and workflow processes
Department goals and objectives
The behaviour of individuals, groups, and organizational units
Motivation and attitude theories and applications
Recognition and reward systems
Communication theories, tools, techniques, and processes
Group dynamics and team building processes
Leadership theories and practices
Methods of creating interpersonal effectiveness
Provides advice and counseling for employees.
Interviewing techniques
Organization polices and procedures
HR programs
Relevant legislation and regulations
Counseling techniques
Communication theories, tools, techniques, and processes
Collective agreements
Outside service providers; Availability of internal and external resources
Organization culture and values
Conflict management techniques
Problem solving techniques
The relationship between employee wellness and productivity
Employee and Family Assistance Programs (including referral, assessment, counseling, traumatic
incident debriefing, and limits on service)
Stress management concepts and practices.
Methods of creating personal effectiveness
Standards of professional practice
Defines, establishes appropriate terms, conditions and employment programs to
meet organizational goals.
Relevant legislation and regulations
Availability of internal and external resources
Principles of policy formulation
- 38 © Copyright: All rights are reserved
98.04
98.05
98.06
98.07
98.08
RPC:99
99.01
99.02
99.03
99.04
99.05
Industry best practices
Organization culture and values
Needs analysis
Strategic HR management
The organization’s strategic business plan
Provides advice on issues relating to labour and employee relations including
hiring, discipline, and termination.
Collective agreements
Principles of effective employee relations (including employee involvement, communication,
recognition, diversity management, progressive discipline, etc)
Methods of creating interpersonal effectiveness
Relevant legislation and regulations
Standards of professional practice
RPC:100 Researches, develops, and implements HR policies.
100.01
100.02
100.03
100.04
100.05
100.06
100.07
100.08
Principles of policy formulation
Benchmarking
The identification, assessment, development, implementation and, maintenance of effective systems of
managing HR information
Procedures for information collection, manipulation, and analysis
Research methods and designs (including measurement of HR)
Measurement and assessment tools and techniques (and their limitations)
Statistical analyses and evaluation
Strategic HR management
RPC:101 Provides advice on the application of HR policies, procedures and practices.
101.01
101.02
101.03
101.04
101.05
101.06
Collective agreements
Current policies and procedures
HR functions and practices
Relevant legislation and regulations
Standards of professional practice
Methods of creating interpersonal effectiveness
Conflict Resolution
RPC:102 Analyzes and provides advice on employment rights and responsibilities.
102.01
102.02
102.03
102.04
102.05
102.06
Relevant legislation and regulations
Organization policies and procedures
Information sources such as other organizations, publications, and associations
Theories and practices for protection of individuals and groups
Collective agreements
Standards of professional practice
RPC:103 Effectively handles disagreements and conflicts.
103.01
103.02
103.03
103.04
103.05
Conflict management techniques
Communication theories, tools, techniques, and processes
Methods of creating interpersonal effectiveness
Group dynamics and team building processes
Organization culture and values
RPC:104 Develops policies and procedures for ensuring a respectful and inclusive
workplace.
104.01
104.02
104.03
104.04
104.05
Relevant legislation and regulations
Organization culture and values
Industry best practices
Theories and practices for protection of individuals and groups
Techniques in managing workforce diversity
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104.06
104.07
104.08
conflict management techniques
Standards of professional practice
Change management
RPC:105 Recommends and/or initiates actions in response to known or suspected incidents
of misconduct.
105.01
105.02
105.03
Relevant legislation and regulations
Organization policies and procedures
Progressive discipline practices
RPC:106 Takes appropriate actions at the organizational level in response to known or
suspected complaints and conflicts.
106.01
106.02
106.03
106.04
106.05
106.06
106.07
106.08
106.09
Conflict management techniques
Relevant legislation and regulations
Alternate dispute resolution methods
Organization policies and procedures
Investigative procedures
Theories and practices for protection of individuals and groups
Techniques to minimize the threat of workplace violence
Privacy of information issues
Methods of creating interpersonal effectiveness
RPC:107 Ensures appropriate dispute resolution mechanisms are in place.
107.01
107.02
107.03
107.04
107.05
Conflict resolution methods and procedures
Relevant legislation and regulations
Alternate dispute resolution methods
Industry best practices
Change management techniques
RPC:108 Identifies strategies for the application of appropriate corrective action.
108.01
108.02
108.03
108.04
108.05
108.06
108.07
Conflict resolution methods and procedures
Relevant legislation and regulations
Change management techniques
Alternate dispute resolution methods
Organization culture and values
Progressive discipline practices
Management and supervisory practices
Labour Relations & Collective Bargaining
RPC:109 Provides advice on the establishment, continuation and termination of bargaining
rights.
109.01
109.02
109.03
109.04
109.05
109.06
109.07
109.08
Relevant legislation and regulations
Structure of unions
Organizing tactics of unions
Labour relations concepts and practices
Collective bargaining processes and issues
Institutions and processes (both regulatory and non-regulatory) that govern the relationship between
employers and employees
The rights and responsibilities of management and labour during the processes of organizing and
negotiation
Organization climate and employee relations issues
RPC:110 Prepares the organization for collective bargaining.
110.01
110.02
110.03
Economic climate
Organization’s history of collective bargaining
The organization’s philosophy on compensation
- 40 © Copyright: All rights are reserved
110.04
110.05
110.06
110.07
110.08
110.09
110.10
110.11
110.12
The organization’s financial status
Collective bargaining process
Relevant legislation and regulations
Institutions and processes (both regulatory and non-regulatory) that govern the relationship between
employers and employees
Organization’s labour relations climate, historical and current issues
The effects of collective bargaining on corporate issues (e.g., wages, productivity, and management
processes)
The rights and responsibilities of management and labour during the processes of organizing and
negotiation
Possible outcomes of contract negotiations (e.g., impasse, conciliation, mediation, arbitration and work
stoppage
Competitiveness of current wages, benefits and other collective agreement provisions
RPC:111 Formulates bargaining strategies consistent with the short and long-term needs of
the organization.
111.01
111.02
111.03
111.04
111.05
111.06
111.07
111.08
111.09
111.10
111.11
111.12
111.13
111.14
Elements of strategy formulation
Key organization issues
History of union (and organization’s) strategies and previous bargaining outcomes
Organization’s strategic plan
Relevant legislation and regulations
Institutions and processes (both regulatory and non-regulatory) that govern the relationship between
employers and employees
The process of collective bargaining
History of the relationship between the organization and the union
The effects of collective bargaining on corporate issues (e.g., wages, productivity, and management
processes)
The rights and responsibilities of management and labour during the processes of collective bargaining
Key issues and positions of the union
Possible outcomes of contract negotiations (e.g., impasse, conciliation, and the legal strike) mediation,
arbitration and work stoppage
Potential productivity and profitability outcomes under changing labour circumstances.
The current political environment
RPC:112 Collects and presents information required for decision-making in the bargaining
process.
112.01
112.02
112.03
112.04
112.05
112.06
112.07
112.08
112.09
112.10
112.11
112.12
Current and historical bargaining issues and positions of the union and organization
Industry bargaining patterns
Sources of information available
Institutions and processes (both regulatory and non-regulatory) that govern the relationship between
employers and employees
The process of collective bargaining
The effects of collective bargaining on corporate issues (e.g., wages, productivity, and management
processes)
The rights and responsibilities of management and labour during the processes of negotiation
Potential productivity and profitability outcomes under changing labour circumstances.
Decision making theories
Research methods
Methods for costing collective agreement proposals
Relevant industry comparisons of wages, benefits and other contract provisions
RPC:113 Coaches the bargaining team through all phases of the collective bargaining
process.
113.01
113.02
113.03
Relevant legislation and regulations
Negotiation strategy
Union philosophies and internal union politics
- 41 © Copyright: All rights are reserved
113.04
113.05
113.06
113.07
113.08
113.09
113.10
113.11
113.12
113.13
113.14
The dynamics of power
Communication theories, tools, techniques, and processes
Concepts and processes of politics and conflict
Institutions and processes (both regulatory and non-regulatory) that govern the relationship between
employers and employees
The process of collective bargaining
The effects of collective bargaining on corporate issues (e.g., wages, productivity, and management
processes)
The rights and responsibilities or management and labour during the processes negotiation
Possible outcomes of contract negotiation (e.g., impasse, conciliation, mediation, arbitration and work
stoppage)
Potential productivity and profitability outcomes under changing labour circumstances
Current and historical bargaining issues and positions of the union and organization
Methods of creating interpersonal effectiveness
RPC:114 Provides advice on interest arbitration.
114.01
114.02
114.03
114.04
114.05
114.06
114.07
114.08
114.09
114.10
114.11
Relevant legislation and regulations
Contract provisions
Arbitration process
Negotiation strategy
Union philosophies and internal union politics
Current and historical bargaining issues and positions of the union and organization
Institutions and processes (both regulatory and non-regulatory) that govern the relationship between
employers and employees
The process of collective bargaining
The rights and responsibilities or management and labour during the processes of negotiation and
arbitration
Relevant industry comparisons of wages, benefits and other contract provisions
Arbitration decisions and jurisprudence
RPC:115 Provides advice on the interpretation of the collective agreement.
115.01
115.02
115.03
115.04
115.05
115.06
115.07
Context and content of collective agreement
Arbitration jurisprudence
History of grievances of contract provisions
Relevant legislation and regulations
Institutions and processes (both regulatory and non-regulatory) that govern the relationship between
employers and employees
Labour relations climate and the current relationship between the union and the organization
Collective agreement administration
RPC:116 Provides consultation and risk assessment in arbitration.
116.01
116.02
116.03
116.04
116.05
116.06
116.07
116.08
116.09
116.10
Arbitration jurisprudence
Arbitration process
Acceptable arbitrators
Concepts and processes of politics and conflict
Relevant legislation and regulations
Institutions and processes (both regulatory and non-regulatory) that govern the relationship between
employers and employees
The process of collective bargaining
The rights and responsibilities of management and labour during the processes of negotiation and
arbitration
Current issues and bargaining positions of the union and organization
Current political climate
Anticipates and prepares the organization for work disruptions and return to
RPC:117 work.
- 42 © Copyright: All rights are reserved
117.01
117.02
117.03
117.04
117.05
117.06
117.07
117.08
117.09
117.10
117.11
117.12
117.13
Applicable dispute resolution mechanisms for work stoppages
Relevant legislation, regulations, and third party investigative procedures
Critical organizational operations
Previous work stoppage(s) and organizational plans and responses
Industry best practices regarding employee compensation, safety and security during work stoppages
Organizational resource availability (e.g., finances, time)
Institutions and processes (both regulatory and non-regulatory) that govern the relationship between
employers and employees
The process of collective bargaining
The effects of work stoppages on corporate issues (e.g., wages, productivity, and management
processes)
The rights and responsibilities of management and labour during a work stoppage
Assessment and forecasting techniques for HR Requirements to maintain essential operations
Strategies for building positive employee, union and employer relationships in the aftermath of a work
stoppage
Risk assessment techniques
RPC:118 Guides the organization in response to legal and illegal job actions.
118.01
118.02
118.03
118.04
118.05
118.06
118.07
118.08
118.09
118.10
Applicable dispute resolution mechanisms for work stoppages
Relevant legislation, regulations, and third party investigative procedures
Jurisprudence
Previous work stoppage(s) and organizational plans and responses
Industry best practices regarding employee compensation, safety and security during work stoppage
situations
Organizational resource availability (e.g., financial, time)
Institutions and processes (both regulatory and non-regulatory) that govern the relationship between
employers and employees
The process of collective bargaining
The effects of work stoppages on corporate issues (e.g., wages, productivity, and management processes)
The rights and responsibilities of management and labour during the processes of negotiation and work
stoppages
TOTAL COMPENSATION
Total Compensation Strategy
RPC:119 Identifies and develops the philosophy, strategy and policy with respect to the
total compensation package consistent with the organization’s goals.
119.01
119.02
119.03
119.04
119.05
119.06
119.07
119.08
119.09
119.10
119.11
Elements of total compensation.
Compensation goals
Linkage of compensation with organizational goals, strategies, and environment
Principles of effective compensation systems design and administration
Current organizational issues
Industry best practices
Global trends and issues
Relevant legislation and regulations including collective agreements
Process, issues, and techniques involved in developing and administering a compensation system
The organization’s financial capabilities
Techniques to determine total compensation costs
RPC:120 Evaluates the total compensation strategy to ensure it is consistent with the
objectives of attracting, motivating and retaining the qualified people.
120.01
120.02
120.03
General labour market trends and issues
Industry best practices
Survey design, administration and techniques for analysis of data
- 43 © Copyright: All rights are reserved
120.04
120.05
120.06
120.07
120.08
120.09
120.10
120.11
120.12
120.13
Attraction and retention philosophy and strategies
Principles and methods to maintain internal equity and external competitiveness
Principles of effective compensation systems design and administration
Relevant legislation and regulations and their effect on compensation
Motivation theories and applications
Administration and maintenance of HR information
Compensation goals
Linkage with organizational goals, strategies, and environment
Techniques to determine total compensation costs
The organization’s strategic plan and financial capabilities
RPC:121 Monitors the competitiveness of the total compensation strategy on an ongoing
basis.
121.01
121.02
121.03
121.04
121.05
121.06
121.07
121.08
121.09
121.10
General labour market trends and issues
Survey design, administration and techniques for analysis of data
Attraction and retention philosophies and strategies
Principles and methods to maintain internal equity and external competitiveness
Principles of effective compensation systems design and administration
Relevant legislation and regulations including collective agreements
Administration, maintenance and analysis of HR information
Organization’s competitive environment
Compensation goals
Techniques to determine total compensation costs
Compensation Programs
RPC:122 Recommends the appropriate mix of base and variable compensation.
122.01
122.02
122.03
122.04
122.05
122.06
122.07
122.08
122.09
122.10
Principles of effective compensation systems design and administration
The organization’s strategic plan and financial capabilities
Compensation trends and issues
Relevant legislation and regulations, including collective agreements
Industry best practices
Theoretical and applied aspects of motivation
Compensation goals
Linkage with organizational goals, strategies, and environment
Types of compensation programs (job based, skill/competency based, performance based
Techniques to determine total compensation costs
RPC:123 Establishes compensation policies and procedures in compliance with the legal
framework and company objectives.
123.01
123.02
123.03
123.04
123.05
123.06
123.07
Principles of effective compensation systems design and administration
The organization’s strategic plan and financial capabilities
HR policies, procedures and processes
Relevant legislation and regulations, including collective agreements
Theoretical and applied aspects of motivation
Compensation goals
Linkage with organizational goals, strategies, and environment
RPC:124 Develops and implements effective job evaluation procedures.
124.01
124.02
124.03
124.04
124.05
124.06
124.07
Principles and methods of job analysis, documentation, and evaluation
Industry best practices
The organizations strategy and financial capabilities
HR policies, procedures, and processes
Relevant legislation and regulations including collective agreements.
Legal and regulatory environment and reporting requirements regarding all aspects of compensation
including employment and pay equity, federal contractors program)
Various methods and techniques for determining relative job worth and maintaining internal equity
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124.08
124.09
124.10
(qualitative and quantitative)
Methods and procedures to prepare job descriptions
Methods to identify job requirements and specifications
Compensation goals
RPC:125 Monitors the competitiveness of the compensation program relative to
comparable organizations.
125.01
125.02
125.03
125.04
125.05
125.06
125.07
125.08
125.09
125.10
Sources of market data
Benchmarking
Survey design, administration and techniques for analysis of data
The organization’s strategy and financial capabilities
HR policies, procedures, and processes
Relevant legislation and regulations including collective agreements
Administration, maintenance and analysis of automated HR information
Relevant statistical and analytical techniques, including regression analysis
Components included in total compensation, including types of employee benefits (e.g., standardized
and flexible benefits plans)
Techniques to determine total compensation cost
RPC:126 Recommends job price and pay ranges based on relevant internal and external
factors.
126.01
126.02
126.03
126.04
126.05
126.06
126.07
126.08
126.09
126.10
126.11
126.12
Principles of effective compensation systems design and administration
Compensation goals and the organization’s pay policy
Job pricing and pay structures
Relevant statistical and analytical techniques including regression analysis
The competitiveness of current compensation relative to the market and related issues
Issues related to internal equity and relative job worth
The organization’s strategy and financial capabilities
Relevant Legal and regulatory environment including collective agreements
Trends in labour force characteristics (e.g., labour force growth, employment trends and rates,
unemployment, participation rates, occupational distribution of the workforce, and compensation)
Administration, maintenance and analysis of automated HR information
Procedures for the collection, manipulation, and analysis of information
Principles and methods of job analysis, documentation, and evaluation
Benefits
RPC:127 Recommends benefit plans most suited to organizational needs.
127.01
127.02
127.03
127.04
127.05
127.06
127.07
127.08
127.09
127.10
127.11
127.12
127.13
127.14
Trends and issues related to employee benefits
Compensation goals and the organization’s pay policy
Employee and labour market demographics
Industry best practices
Survey design, administration and techniques for analysis of data
Strategies to attract and retain employees
Needs analysis
Types of employee benefits and alternate benefit delivery and administration systems
Relevant legal and regulatory environment, including taxation laws al and government sponsored
benefits
Procedures for the collection, manipulation, and analysis of information
Relevant statistical and analytical techniques including regression analysis
Principles of effective compensation systems design and administration
Methods of managing compensation systems (including budgeting, cost control, and monitoring,
auditing and evaluating effectiveness of pay system)
Administration, maintenance and analysis of automated HR information
RPC:128 Provides for delivery of payroll services in compliance with applicable legislation,
company policy and advises the organization on related matters.
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128.01
128.02
128.03
128.04
128.05
128.06
128.07
128.08
128.09
128.10
128.11
Relevant legal and regulatory environment, including taxation laws
Related HR policies and procedures
Contractual obligations such as collective agreements, and outside contractors
Principles of effective payroll and benefit administration
Methods of managing compensation systems (including budgeting, cost control, and monitoring,
auditing and evaluating effectiveness of pay system)
Sources of relevant information/expertise on legislation and Revenue Canada requirements
Fundamental accounting principles and practices
Organization’s operations and financial systems
Alternative methods to provide payroll services, including external service providers
Cost benefit analysis
Administration, maintenance and analysis of automated HR information
RPC:129 Ensures compliance with legally required programs.
129.01
129.02
129.03
129.04
Relevant legal and regulatory environment, including taxation laws
Sources of relevant information/expertise on legislation and Revenue Canada requirements
Implication of new and proposed legal and regulatory changes upon payroll and benefits services, their
administration and reporting
Organization’s operations and financial systems
RPC:130 Performs an analysis of organizational and employee needs related to benefit
plans.
130.01
130.02
130.03
130.04
130.05
130.06
130.07
130.08
130.09
130.10
130.11
130.12
130.13
130.14
130.15
Employee demographics
Industry best practices
Survey design, administration and techniques for analysis of data
Strategies for attracting and retaining employees
Needs analysis
Implication of new and proposed legal and regulatory changes upon payroll and benefits services, their
administration and reporting
Methods of managing compensation systems (including budgeting, cost control, and monitoring,
auditing and evaluating effectiveness of pay system)
The organization’s strategic plan and financial capabilities
Benchmarking
Relevant legal and regulatory environment, including taxation laws
Principles of effective payroll and benefits administration
Compensation goals
Link of compensation with organizational goals, strategies, and environment
Cost-benefit analyses (including audits, utility analysis, and impact studies)
Administration, maintenance and analysis of automated HR information
RPC:131 Develops specifications for the acquisition and day-to-day management of
employee benefit programs.
131.01
131.02
131.03
131.04
131.05
131.06
131.07
131.08
131.09
131.10
Industry best practices
Alternate payroll and benefit delivery systems
Relevant legal and regulatory environment, including taxation laws and reporting requirements
Components of an acceptable RFP
Process, issues, and techniques involved in developing and administering a compensation system
Principles of effective payroll and benefit administration
Compensation goals
Link of compensation with organizational goals, strategies, and environment
Methods of managing compensation systems (including budgeting, cost control, and monitoring,
auditing and evaluating effectiveness of pay system
HRMS concepts and techniques
RPC:132 Ensures the effectiveness and efficiency of benefit programs.
132.01
General trends and issues related to employee benefits and their effect on current benefit programs
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132.02
132.03
132.04
132.05
132.06
132.07
132.08
132.09
132.10
132.11
132.12
132.13
132.14
Industry best practices
Employee demographics
Principles of effective payroll and benefit administration
Strategies for attracting and retaining employees
Relevant legal and regulatory environment, including taxation laws and reporting requirements
Survey design, administration and techniques for analysis of data
Methods of managing compensation systems (including budgeting, cost control, and monitoring,
auditing and evaluating effectiveness of pay system
Procedures for the collection, manipulation, and analysis of information
Cost benefit analysis
Organization strategy and financial capabilities
Compensation goals
Link of compensation with organizational goals, strategies, and environment
Administration, maintenance and analysis of automated HR information
RPC:133 Manages the transition to new benefit plans.
133.01
133.02
133.03
133.04
133.05
133.06
133.07
133.08
133.09
133.10
Employee demographics
Strategies and practices for effective change management
Alternate benefit delivery systems
Relevant legal and regulatory environment
Communication theories, tools, techniques, and processes
Sources of external expertise
Proposed changes and their effect on current benefit programs
Collective agreements and other contractual requirements
Methods of managing compensation systems (including budgeting, cost control, and monitoring,
auditing and evaluating effectiveness of pay system
Administration, maintenance and analysis of automated HR information
RPC:134 Integrates the basic benefit programs with disability management.
134.01
134.02
134.03
134.04
134.05
134.06
134.07
134.08
134.09
134.10
134.11
Relevant legal and regulatory environment
Employer-sponsored and statutory benefits
Industry best practices
Program/policy development
Organization culture
Reporting requirements
Principles and practices of effective disability management
Methods of managing compensation systems (including budgeting, cost control, and monitoring,
auditing and evaluating effectiveness of pay system)
Methods of accommodating employee needs (e.g., flexible hours, job sharing, child care)
The economic, legal, technical, and moral impact of OHS
Ergonomics
Pensions
RPC:135 Develops specifications for the acquisition or redesign of pension plans, and their
administration.
135.01
135.02
135.03
135.04
135.05
135.06
135.07
135.08
135.09
135.10
Organizational strategy and financial capabilities
Compensation goals
Employee demographics
Industry best practices
Strategies for attracting and retaining employees
Relevant legal and regulatory environment
Types of pension plans and alternate pension design models
Sources of external expertise
Implications of taxation and government sponsored pension plans on pension design
Components of an acceptable RFP
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135.11
135.12
135.13
Principles of effective pension design and administration
Financial models and techniques for calculating and funding pension obligations
Procedures for the collection, manipulation, and analysis of information
RPC:136 Reviews pension proposals submitted by third parties and evaluates the
information received.
136.01
136.02
136.03
136.04
136.05
136.06
136.07
136.08
136.09
136.10
136.11
Organizational strategy and financial capabilities
Compensation goals
Employee demographics
Industry best practices
Principles of effective pension design and administration
Types of pension plans and alternate pension design models
Sources of external expertise
Implications of taxation and government sponsored pension plans on pension design
Relevant legal and regulatory environment
Procedures for the collection, manipulation, and analysis of information
Financial models and techniques for calculating and funding pension obligations
RPC:137 Recommends pension plans most suited to organizational needs.
137.01
137.02
137.03
137.04
137.05
137.06
137.07
137.08
137.09
137.10
Organizational strategy and financial capabilities
Compensation goals
Employee demographics
Industry best practices
Principles of effective pension design and administration
Collective agreements and other contractual requirements
Types of pension plans and alternate pension design models
Implications of taxation and government sponsored pension plans on pension design
Relevant legal and regulatory environment
Financial models and techniques for calculating and funding pension obligations
RPC:138 Manages the transition to a new or revised pension plan.
138.01
138.02
138.03
138.04
138.05
138.06
138.07
138.08
138.09
Industry best practices
Relevant legal and regulatory environment
Employee demographics
Proposed changes and their effect on current pension plans, their funding and administration
Communication theories, tools, techniques, and processes
Sources of external expertise
Strategies and practices for effective change management
Collective agreements and other contractual requirements
Administration, maintenance and analysis of automated HR information
RPC:139 Provides information and counseling to pension plan participants.
139.01
139.02
139.03
139.04
139.05
139.06
139.07
Issues and concerns of employees (pre and post retirement)
Principles and practices of effective retirement planning
Influences on retirement income ( taxation, government sponsored and organization pension plans)
Communication theories, tools, techniques, and processes
Pension and benefit provisions for retiring employees
Relevant legal and regulatory environment
Design and delivery of training programs
RPC:140 Administers the reporting, funding and fiduciary aspects of the pension plan(s).
140.01
140.02
140.03
140.04
140.05
140.06
Employee demographics
Financial models and techniques for calculating and funding pension obligations
Relevant legal and regulatory environment
Financial markets and how they affect pension plan funding
Sources of external expertise
Foundations and techniques of financial and management accounting
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140.07
140.08
Procedures for the collection, manipulation, and analysis of information
Types of pension plans
Payroll Administration
RPC:141 Establishes payroll guidelines based on relevant legislation, tax laws, company
policy, and contractual pay requirements.
141.01
141.02
141.03
141.04
141.05
141.06
141.07
Sources of relevant information/expertise on legislation and Revenue Canada requirements
Effect of HR policies and procedures on payroll
Collective agreements and other contractual requirements
Organization’s business operations and culture
Relevant legal and regulatory environment
Methods of managing compensation systems (including budgeting, cost control, and monitoring,
auditing and evaluating effectiveness of pay system)
Principles of effective payroll and benefit administration
RPC:142 Ensures accurate and timely delivery of pay.
142.01
142.02
142.03
142.04
142.05
142.06
142.07
Relevant legal and regulatory environment
Effect of HR policies and procedures on payroll
Collective agreements and other contractual requirements
Organization’s business operations and culture
Automated payroll and benefit systems (external and internal)
Methods of managing compensation systems (including budgeting, cost control, and monitoring,
auditing and evaluating effectiveness of pay system)
Administration, maintenance and analysis of automated HR information
RPC:143 Ensures pay records are accurate and complete.
143.01
143.02
143.03
143.04
143.05
143.06
Relevant legal and regulatory environment
Effect of HR policies and procedures on payroll
Collective agreements and other contractual requirements
Automated payroll and benefit administration systems (internal and/or external)
Fundamental accounting principles and practices
Administration, maintenance and analysis of automated HR information
ORGANIZATIONAL LEARNING, TRAINING & DEVELOPMENT
Organizational Performance
RPC:144 Aligns OLDT with business objectives and needs.
144.01
144.02
144.03
144.04
144.05
144.06
144.07
144.08
144.09
144.10
144.11
144.12
144.13
144.14
144.15
Strategic HR Management
The organization’s strategic business plan
Principles and practices of effective learning, training and organizational development
Business operations
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis)
Training cost-benefit analysis and training evaluation techniques
Research methods and designs (including measurement of HR)
Measurement and assessment tools and techniques (and their limitations)
Statistical analyses and evaluation
Stakeholders in training & development
Administration, maintenance and analysis of automated HR information
Change management techniques
Organization structures and management practices
The nature of the business environment and the competitive position of the company within the industry
Organization culture and values
RPC:145 Determines the most effective learning and development initiatives required for
organizational success.
145.01
Adult learning principles
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145.02
145.03
145.04
145.05
145.06
145.07
145.08
145.09
145.10
145.11
145.12
145.13
145.14
145.15
Instructional design and delivery
Facilitation techniques
Training and development program design and administration
Methods of training and development (Games and simulations, case method, lecturing, on-the-job
training, distance learning, role-play, videoconferencing, group discussion)
Types of alternative approaches to training
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis)
Domains and levels of learning
Methods of matching skills and people
Conditions necessary for training success
Training cost benefit analysis and training evaluation techniques
Statistical analyses and evaluation
Industry best practices
Internal and external resources
Organizational goals and financial capabilities
RPC:146 Develops and implements training and development initiatives to address current
capabilities and future training needs.
146.01
146.02
146.03
Adult learning principles
Instructional design and delivery
External and internal resources
RPC:147 Monitors and reports on the impact of development activities on organizational
performance.
147.01
147.02
147.03
147.04
147.05
147.06
Data gathering techniques
Stakeholders in training & development
Training cost-benefit analysis and training evaluation techniques
Administration, maintenance and analysis of automated HR information
Research methods and designs (including measurement of HR)
Measurement and assessment tools and techniques (and their limitations)
Development Programs
RPC:148 Designs career development programs that align with business needs.
148.01
148.02
148.03
148.04
148.05
148.06
148.07
148.08
148.09
148.10
148.11
148.12
148.13
Organizational structure and management practices
Business operations
Training and development program design and administration
Methods of training and development (Games and simulations, case method, lecturing, on-the-job
training, distance learning, role-play, videoconferencing, group discussion)
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis
Methods of matching skills and people
Training programs delivery techniques
Principles of effective career planning and development
Job analysis techniques
HR planning principles and techniques
Organization culture and values
Organization positions and their requirements
Organizational goals and financial capabilities
RPC:149 Assesses and recommends internal and external suppliers of development
programs.
149.01
149.02
149.03
Adult learning principles
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis)
External resources
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149.04
149.05
149.06
149.07
Training cost-benefit analyses and training evaluation techniques
Training and development program design and administration
Methods of training and development (Games and simulations, case method, lecturing, on-the-job
training, distance learning, role-play, videoconferencing, group discussion
RFP preparation and evaluation of proposals
RPC:150 Applies general principles of adult learning to ensure appropriate development
methods and techniques.
150.01
150.02
150.03
150.04
150.05
150.06
150.07
150.08
150.09
Adult learning principles
Internal and external resources
Training and development program design and administration
Methods of training and development (Games and simulations, case method, lecturing, on-the-job
training, distance learning, role-play, videoconferencing, group discussion
Domains and levels of learning
Effective learning objectives
Issues regarding the transfer of training to the job
Training delivery techniques
Conditions necessary for training success
RPC:151 Uses a variety of methods to deliver development programs.
151.01
151.02
151.03
151.04
151.05
151.06
151.07
Adult learning principles
Program design
Facilitation techniques
Methods of training and development (Games and simulations, case method, lecturing, on-the-job
training, distance learning, role-play, videoconferencing, group discussion)
Domains and levels of learning
Training programs delivery techniques
Conditions necessary for training success
RPC:152 Develops and implements measurement tools and processes to evaluate program
effectiveness.
152.01
152.02
152.03
152.04
152.05
152.06
152.07
152.08
Organization goals and financial capabilities
Training and development goals and learning objectives
Training cost-benefit and training evaluation techniques
Techniques to analyse and interpret training results
Research methods and designs (including measurement of HR)
Measurement and assessment tools and techniques (and their limitations)
Statistical analyses and evaluation
Program evaluation techniques
Career Management
RPC:153 Helps supervisors/managers to identify career options for employees that align
with business needs.
153.01
153.02
153.03
153.04
153.05
153.06
153.07
Future HR needs of the organization and capabilities of current employees
Principles and techniques of effective career development/management
Essential elements of HRP process (i.e., importance/benefits of human resource planning)
Organization structure and management practices
Organizational goals and financial capabilities
Internal and external resources for career development
Administration, maintenance and analysis of automated HR information
RPC:154 Provides assessment tools for career development.
154.01
154.02
154.03
154.04
Principles and techniques of effective career development/management
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis)
Measurement and assessment tools and techniques (and their limitations)
Statistical analyses and evaluation
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154.05
Positions and their requirements
RPC:155 Ensures performance management information is an integral component of
employee development.
155.01
155.02
155.03
155.04
155.05
155.06
Principles and techniques of effective performance management systems, including assessment,
development and performance improvement
Principles and techniques of effective career development/management principles
Performance appraisal processes
Career and succession planning and management
Measurement and assessment tools and techniques (and their limitations)
Administration, maintenance and analysis of automated HR information
RPC:156 Assists employees in identifying career paths, establishing learning plans and
activities required for achieving personal and organizational success.
156.01
156.02
156.03
156.04
156.05
156.06
156.07
156.08
156.09
156.10
Future HR needs of the organization and capabilities of current employees
Principles and techniques of effective career development/management
Core competencies required for organizational success
Internal and external training and development resources
Position requirements, including licenses, certifications, etc.
Methods of training and development (Games and simulations, case method, lecturing, on-the-job
training, distance learning, role-play, videoconferencing, group discussion)
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis)
Effective learning objectives
Methods of matching skills and people
Conditions necessary for training success
RPC:157 Facilitates the implementation of developmental work assignments.
157.01
157.02
157.03
157.04
157.05
Principles and techniques of effective career development/management
Domains and levels of learning
Effective learning objectives
Organizational structure and management practices
Position requirements
RPC:158 Monitors, documents and reports on career development activities.
158.01
158.02
158.03
158.04
158.05
Procedures for collection, manipulation and analysis of information
Administration, maintenance and analysis of automated HR information
Principles of effective career development
Communication theories, tools, techniques, and processes
Measurement and assessment tools and techniques (and their limitations)
Training
RPC:159 Ensures compliance with legislated training obligations.
159.01
159.02
159.03
Relevant professional and technical licensing, certification and/or accreditation requirements
Relevant legal and regulatory environment (health and safety, etc.)
Internal and external resources
RPC:160 Conducts training needs assessments.
160.01
160.02
160.03
160.04
Principles of effective training, learning and organizational development
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis)
Administration, maintenance and analysis of automated HR information
Measurement and assessment tools and techniques (and their limitations)
RPC:161 Recommends the most appropriate way to meet identified learning needs.
161.01
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis)
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161.02
161.03
161.04
161.05
161.06
161.07
161.08
161.09
Principles of effective training, learning and organizational development
Organizational goals and financial capabilities
Training and development program design and administration
Methods of training and development (Games and simulations, case method, lecturing, on-the-job
training, distance learning, role-play, videoconferencing, group discussion)
Domains and levels of learning
Effective learning objectives
Training delivery techniques
Internal and external resources
RPC:162 Establishes training priorities based on needs analysis.
162.01
162.02
162.03
162.04
162.05
162.06
Priority setting
Principles of effective training, learning and organizational development
Training and development needs analysis techniques (i.e., skill assessment strategies and levels of
training needs analysis)
Stakeholders in training & development
Assessment and forecasting techniques for HR Requirements (including
benefits and types of qualitative and quantitative forecasting methods)
Organizational goals and financial capabilities
RPC:163 Facilitates post training support activities to ensure transfer of learning to the
workplace.
163.01
163.02
163.03
163.04
163.05
163.06
163.07
Situational leadership
Coaching
Methods to establish interpersonal effectiveness
Domains and levels of learning
Issues regarding the transfer of training to the job
Conditions necessary for training success
Communication theories, tools, techniques, and processes
RPC:164 Develops training budgets and monitors expenditures.
164.01
164.02
164.03
164.04
Fundamental accounting and budgeting principles
Methods of preparing operating budgets
Procedures for, and issues pertaining to, budget preparation (including cost forecasting; operating
budget; budgeted income statement; budgeted balance sheet; cash flow budget
Estimates of internal and external training and development costs
RPC:165 Identifies and accesses external sources of training funding available to
employees.
165.01
165.02
165.03
165.04
165.05
Sources of available funding
Application procedures
Roles of the federal and provincial governments in providing training and development
Roles of municipal governments, unions, and professional associations in training and development
Training needs of the organization
RPC:166 Develops and reviews requests for proposals (RFP) and reviews submissions by
third parties.
166.01
166.02
166.03
166.04
166.05
166.06
RFP preparation
Proposal evaluation
Research methods and designs (including measurement of HR)
Measurement and assessment tools and techniques (and their limitations)
Statistical analyses and evaluation
Needs analysis
RPC:167 Recommends the selection of external training providers.
167.01
167.02
167.03
External resources and service providers
Contract administration
Methods of training and development (Games and simulations, case method, lecturing, on-the-job
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167.04
167.05
167.06
167.07
training, distance learning, role-play, videoconferencing, group discussion)
Measurement and assessment tools and techniques (and their limitations)
Principles of effective learning, training and organizational development
Proposal evaluation
Training and development program design and administration
RPC:168 Participates in course design and selection and delivery of learning materials.
168.01
168.02
168.03
168.04
168.05
168.06
168.07
168.08
168.09
Adult learning principles
Instructional design & delivery
Facilitation techniques
Training and development program design and administration
Methods of training and development (Games and simulations, case method, lecturing, on-the-job
training, distance learning, role-play, videoconferencing, group discussion)
Domains and levels of learning
Effective learning objectives
Issues regarding the transfer of training to the job
Training delivery techniques
RPC:169 Ensures arrangements are made for training schedules, facilities, trainers,
participants, and equipment and course materials.
169.01
169.02
169.03
169.04
169.05
169.06
Adult learning principles
Instructional design & delivery
Contract administration
Training programs delivery techniques
Conditions for successful learning
Internal and external resources
OCCUPATIONAL HEALTH, SAFETY & WELLNESS
RPC:170 Develops, implements, and ensures the application of policies, regulations, and
standards relating to occupational health and safety.
170.01
170.02
170.03
170.04
170.05
170.06
170.07
170.08
170.09
170.10
170.11
170.12
170.13
Investigative techniques
Hazard recognition
Disaster recovery techniques
Relevant legislation and regulations
Principles of effective health and safety strategies, polices and programs
Common health and safety practices
Company policies and procedures
Theories and practices for protection of individuals and groups
Hazard identification and control
Program planning, development, implementation and evaluation
Industry best practices
Organization goals and culture
Business operations
RPC:171 Ensures compliance with legislated reporting requirements.
171.01
171.02
171.03
171.04
171.05
171.06
171.07
171.08
171.09
171.10
171.11
Relevant legislation, regulations and jurisprudence
Methods of reporting incidents
Organization goals and culture
Training and development techniques
Report writing and record keeping
Change management
Economic, legal, technical political, and personal implications of OHS
Business operations
Hazard identification and control
Accident investigation procedures
Emergency preparedness procedures
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171.12
Principles of effective health and safety programs and practices
RPC:172 Ensures due diligence and liability requirements are met.
172.01
172.02
172.03
172.04
172.05
172.06
172.07
172.08
Relevant legislation, regulations and jurisprudence
Company policies and procedures
Industry best practices
Program and policy development
Training and development techniques
Risk analysis
Organization goals and culture
Principles of effective Health and Safety programs and practices
RPC:173 Ensures that policies for required medical testing fall within the limits of statute
& contract.
173.01
173.02
173.03
173.04
173.05
173.06
173.07
173.08
RPC:174
174.01
174.02
174.03
174.04
174.05
174.06
174.07
174.08
174.09
Industry best practices
Relevant legislation, regulations and jurisprudence
Organization goals and culture
Program and policy development
Internal and external resources
Reliability and validity concepts related to common medical tests for substance abuse
Collective agreements and other contractual requirements
The legal, ethical, financial and health and safety issues of employee substance abuse
Develops and implements policies on the workplace environment.
Relevant legislation, regulations and jurisprudence
Program and policy development
Organization goals and culture
Conflict resolution
Record keeping and reporting
Technical terminology
Environmental hazards
Principles of effective health and safety programs and practices
Trends in occupational health and safety
RPC:175 Ensures adequate accommodation, modified work and graduated return to work
programs are in place.
175.01
175.02
175.03
175.04
175.05
175.06
175.07
175.08
175.09
175.10
175.11
175.12
175.13
175.14
175.15
RPC:176
176.01
176.02
Relevant legislation, regulations and jurisprudence
Collective agreements and other contractual obligations
Program and policy development and implementation
Industry best practices
Claims and case management
Conflict resolution
Report writing and record keeping
Job analysis techniques
Physical and mental requirements of positions in the organization
Ergonomics
Internal and external resources
Organization goals and culture
The impact of accidents and occupational illness on organizations and individuals
Methods of accommodating employee needs
Principles of effective return to work programs and procedures
Ensures that modifications to the work environment are consistent with worker
limitations.
Relevant legislation, regulations and jurisprudence
Collective agreements and other contractual obligations
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176.03
176.04
176.05
176.06
176.07
176.08
176.09
176.10
176.11
176.12
Industry best practices
Problem solving techniques
Claims and case management
Job analysis techniques
Technical terminology
Physical and mental requirements of positions in the organization
Ergonomics
Principles of effective return to work programs and procedures
Methods of accommodating employee needs (e.g., flexible hours, job sharing, child care)
The impact of accidents and occupational illness on organizations and individuals
Employee Wellness and assistance
RPC:177 Develops or provides for wellness and employee assistance programs to support
organizational effectiveness.
177.01
177.02
177.03
177.04
177.05
177.06
177.07
177.08
177.09
177.10
177.11
177.12
177.13
177.14
Program planning, development, implementation and evaluation
Collective agreements and other contractual requirements
Industry best practices
Outside service providers
Organization goals and culture
Conflict resolution techniques
Problem solving techniques
Principles of effective wellness strategies and programs
The relationship between employee wellness and productivity
Elements of EAP programs such as intake, assessments, counseling, traumatic incident debriefing, and
cap on service
Cost-benefit analyses (including audits, utility analysis, and impact studies)
Types of employee assistance and wellness programs
Identification and consequences of occupational stressors (e.g., potential stressors, methods of
identifying potential stressors and strain outcomes, response to organizational stressors, and
management of employee strain outcomes)
Trends in employee wellness
RPC:178 Provides information to employees and managers on available programs.
178.01
178.02
178.03
178.04
178.05
178.06
178.07
178.08
Elements of EAP programs
Promotional and marketing tools and techniques
Communication theories, tools, techniques, and processes
Training and development techniques
Types of employee assistance and wellness programs
Trends in employee wellness
Importance, criteria, and techniques of program evaluation
Organizational goals and culture
RPC:179 Ensures that mechanisms are in place for responding to crises in the workplace,
including critical incident stress management.
179.01
179.02
179.03
179.04
179.05
179.06
179.07
179.08
179.09
179.10
Communication theories, tools, techniques, and processes
Fundamentals of effective emergency preparedness and emergency response procedures
Industry best practices
Internal and external resources, including availability of emergency equipment and personnel,
evacuation routes, etc.
Policy and program development and evaluation
Intervention strategies
Relevant legislation and regulations
Stress management techniques
Types of employee assistance programs
Hazard identification and control
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179.11
Fundamentals of post traumatic stress counselling and management
Safety
RPC:180 Establishes a joint Health & Safety Committee as required by law.
180.01
180.02
180.03
180.04
180.05
180.06
180.07
180.08
180.09
180.10
Relevant legislation and regulations
Inspection techniques and procedures
Hazard recognition
Principles of training and development
Program and policy development
Audit processes
Joint Health and Safety Committee functions
Principles of effective health and safety programs
Collective agreements and other contractual requirements
Accident investigation and reporting procedures
RPC:181 Responds to any refusals to perform work believed to be unsafe.
181.01
181.02
181.03
181.04
181.05
181.06
181.07
Relevant legislation, regulations and jurisprudence
Collective agreement and other contractual requirements
Procedures for dealing with work refusals
Conflict resolution procedures
Emergency procedures
Principles of effective health and safety
Hazard identification and control
RPC:182 Responds to serious injury or fatality in the workplace.
182.01
182.02
182.03
182.04
182.05
182.06
182.07
182.08
182.09
Program and policy development
Accident investigation and reporting procedures
Relevant legislation and regulations
First aid training and emergency response equipment
Employee assistance programs
Pension and insurance benefits/policies
Fundamentals of effective emergency preparedness and emergency response procedures
Fundamentals of post traumatic stress counselling and management
Hazard identification and control
RPC:183 Analyzes risks to employee health & safety and develops preventive programs.
183.01
183.02
183.03
183.04
183.05
183.06
183.07
183.08
183.09
183.10
183.11
183.12
183.13
183.14
183.15
Relevant legislation and regulations
Nature of the business and physical work environment
Hazard recognition
Workplace inspection techniques
Safety programs, equipment, and emergency procedures
Ergonomics
Functions of joint health and safety committees
Training and development/presentation techniques
Industry best practices
Program and policy development
The collective agreement and other contractual requirements
Principles of effective health and safety
Training and development program design and administration
Organizational goals and culture
Types of employee assistance and wellness programs
RPC:184 Establishes an investigation process for incidents and accidents in the workplace.
184.01
184.02
184.03
Relevant legislation and regulations
Inspection, and reporting procedures
Nature of the business and physical work environment
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184.04
184.05
184.06
184.07
184.08
184.09
Hazard recognition
Collective agreement and other contractual requirements
Internal and external resources
Industry best practices
Principles of effective health and safety programs
Accident investigation procedures
RPC:185 Ensures that security programs and policies minimize risks while considering the
obligation of the employer and the rights of employees, union, and third parties.
185.01
185.02
185.03
185.04
185.05
185.06
185.07
185.08
185.09
185.10
185.11
185.12
Nature of the business and physical work environment
Relevant legislation and regulations
Industry best practices
Program and policy development
Safety and security equipment
Risk assessment/techniques
Cost-benefit analyses (including audits, utility analysis, and impact studies)
Internal and external resources
Principles of effective health and safety programs
Collective agreements and other contractual requirements
Fundamentals of effective emergency preparedness and emergency response procedures
Types of employee assistance and wellness programs
Worker’s Compensation
RPC:186 Establishes and implements strategies to minimize workers’ compensation costs.
186.01
186.02
186.03
186.04
186.05
186.06
186.07
186.08
186.09
186.10
Relevant legislation and regulations
Cost-benefit analyses (including audits, utility analysis, and impact studies)
Workers Compensation billing, rate structures, and claims adjudication processes
Industry best practices
Modified return to work programs
Ergonomics and physical demands analysis
Collective agreement and other contractual requirements
Principles of effective health and safety strategies and programs
Measurement bases and underlying methodologies used in finance departments
Insurance benefits and their costs
RPC:187 Prepares Organizational Health & Safety files for investigation and/or for
litigation.
187.01
187.02
187.03
187.04
187.05
187.06
187.07
Accident and incident reporting procedures
Workplace inspection and accident investigation procedures
Report writing and record keeping
Principles of effective health and safety programs
Relevant legislation and regulations
Collective agreements and other contractual requirements
Audit processes
Section IV – Exam Preparation
This document describes the Body of Knowledge of Canadian Human Resources
professionals. It specifies the knowledge, skills, abilities and other attributes which make up the
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Required Professional Capabilities (RPCs®) of Canadian HR professionals. The RPCs® are
found in seven functional dimensions representing the work of HR professionals. Although the
RPCs® describe in detail the Body of Knowledge, they are not intended as a study guide for
exam preparation. Slightly more than half of the RPCs® reflect the requirement for academic
knowledge, as tested in the National Knowledge Exam® (NKE). The remainder of the RPCs®
reflect the requirement for experiential knowledge, which is tested by the National Professional
Practice Assessment® (NPPA). As a first step in preparing to write the exams, exam writers
should familiarize themselves with the RPCs®.
There are several methods of exam preparation that exam writers may choose from: study
groups, printed study guides, workshops, courses, internet discussion groups, and on-line
courses. The choice of method is dependent on the personal preference and geographical
location of the exam writer. More critical than the method of exam preparation is the focus of
preparation.
Exam writers who are preparing for the NKE should keep in mind that this exam
measures academic knowledge related to the HR Body of Knowledge. There are thousands upon
thousands of discrete pieces of information related to HR. The NKE is made up of 150 multiple
choice questions. The NKE samples from a very wide knowledge base. Thus, exam writers
should recognize that they can never possibly know every single factual piece of information
related to HR, nor can any one academic experience or exam preparation method fully prepare
them for this exam. The best approach to NKE exam preparation, and to having a strong
knowledge of the HR field, is to have a broad knowledge of HR information. Education in
general is correlated to positive performance on the NKE. More knowledge is better.
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Exam writers who are preparing for the NPPA should keep in mind that this exam
measures experiential knowledge related to the HR Body of Knowledge. Experience in HR can
only be gained by spending time working in HR. The NPPA is made up of 40 scenarios that
describe real incidents encountered by Canadian HR professionals and ask the exam writer to
determine, through multiple choice options, the best response to the situation. The NPPA
samples from a wide experience base. Exam preparation methods can assist the exam writer to
consider the kind of experiences they have had or heard of and can help to familiarize the exam
writer with the format of the exam. The best approach to NPPA exam preparation, and indeed to
having strong capabilities in the HR field, is to have a broad experience working in the HR field.
Although CHRP candidates (those who have successfully passed the NKE) can write the NPPA
regardless of their level of experience, it is strongly recommended that they have three to five
years of experience before attempting the NPPA. More experience is better.
Section V – Conclusions
Canadian Human Resources professionals work in every province and territory, in rural
and urban settings, in the government, private and not-for-profit sector and in all sizes of
organizations. As a profession, they have a Body of Knowledge that is specified in the Required
Professional Capabilities described in this document. The RPCs® form the test specifications for
the National Knowledge Exam® (NKE) and the National Professional Practice Assessment®
(NPPA). These performance standards, when both are successfully completed, lead to the
national designation of a Certified Human Resources Professional (CHRP), the symbol of
excellence in Human Resources management.
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