cphr manitoba - cdn.ymaws.com … · cphr manitoba is applying for self-regulation within the...

CPHR ManitobaSelf-Regulation Framework

CPHRMB.CA

Contents

ii CPHR MANITOBA - SELF-REGULATION FRAMEWORK | CPHRMB.CA

Authorization 1

Executive Summary 2

Frequently Asked Questions 4

Self-Regulation Framework — Province of Manitoba 6

Meeting the Obligations of Governing Body 10 Consent Scope of Practice and Safeguards Level of Autonomy

Protection of Public Interest or from Harm 18 Physical Welfare Financial Welfare

Governing Body Organization 24 Composition Governance

Skills and Knowledge of Members 32 Education Training

Fiduciary Responsibility 38

Letters of Support 40

Appendices 48

This submission has been prepared by:

CPHR Manitoba

1810-275 Portage Ave

Ph: 204-943-0884

Winnipeg, MB R3B 2B3

Contact:

Ron Gauthier

Chief Executive Officer

[email protected]

204-943-2836

Authorization:

Nish VermaChair, CPHR Manitoba

1

Executive Summary

2 CPHR MANITOBA - SELF-REGULATION FRAMEWORK | CPHRMB.CA

Self-Regulation for CPHR Manitoba

The Chartered Professionals in Human Resources, Manitoba (CPHR Manitoba) represents over 1,400 members across the Province of Manitoba. A member of CPHR Canada, CPHR Manitoba is the exclusive certifying body in Manitoba for the Chartered Professionals in Human Resources (CPHR) designation; the standard for HR professionals in Canada.

CPHR Manitoba is applying for self-regulation within the Province of Manitoba. Ontario and Quebec’s Human Resource professions are self-regulated and every other Province in Canada is in the process of applying for self-regulation.

Self-regulation will strengthen Manitoba’s business sector.

The Manitoba Chambers of Commerce and the Winnipeg Chamber of Commerce, along with many independent business leaders support self-regulation of CPHRs.

Self-regulation is supported by Manitoba Post-secondary education

The University of Manitoba Continuing Education and the University of Winnipeg have stated that accreditation and self-regulation strengthen the knowledge base of CPHRs and increase their capacity to act effectively in Manitoba workplaces.

CPHR Manitoba is prepared to be a Self-regulating Profession

CPHR Manitoba is a sound and effective organization with the governance structure and the certification system in place upon which to support the profession through this evolution. They have the experience, knowledge and systems support from CPHR Canada and they have the support of members to proceed.

Self-regulation of CPHRs does not carry inherent costs for business, post-secondary education or government.

Because employers will not be required to hire CPHRs into the HR function or upgrade current non-CPHRs in the role, there is no increase in costs. Self-regulation can result in a reduction of costs for government and employers, as systems are strengthened, risks are reduced and tracking and reporting is simplified. The post-secondary system in Manitoba has already invested in ensuring their curricula are aligned with best-practice standards as defined by CPHR Canada, increasing the career value of their programs for their students.

Self-regulation of CPHRs is the next logical step.

Society is shifting away from the consumer-based model as purchasers seek experiences over products, employees seek meaning over a paycheck and communities seek responsible neighbors over job creators. The organizations that will succeed in this new model will be the credible contributors to people’s lives. The role of HR is critical in this evolution. Far beyond ensuring payroll is accurate and HR policies are established and met, CPHRs today are creating workplaces that are equitable, safe, effective and meaningful. This protects our organizations, individually and positions us to compete globally.

3

Frequently Asked Questions


During our conversations with stakeholders about self-regulation, we have discovered some consistent questions and assumptions that we felt we important to address up front:

Q. Won’t self-regulation of CPHRs cost employers and government more money?A. No. In fact, self-regulated CPHRs save money.

CPHR Manitoba is seeking title protection under a public act and not scope protection. This means that employers (including government) are not required to hire CPHRs or to ensure that their current HR staff meet CPHR standards, so there are no inherent salary or training cost increases tied to self-regulation.

There is also evidence that CPHRs, performing to the full extent of their professional capacity, significantly reduce risk for employers in many areas, reducing unnecessary expenses.

Self-regulated CPHRs also improve business systems and reporting to government, often acting as the primary contact point, reducing time and effort in government oversight on compliance in matters of labour legislation and other required reporting.

Q. Will all HR practitioners be required to become Members of CPHR Manitoba?A. No.

As we continue our work to elevate the profession and increase the knowledge and skills of HR practitioners across Manitoba, we will continue to encourage those who fulfill HR roles in Manitoba to take advantage of our accredited programs for professional development, but there is no requirement for non-CPHRs to do so. Designated CPHRs are required to fulfill their annual PD requirements.

Q. Is CPHR self regulation a deterrent to business growth in Manitoba? A. No.

Ontario and Quebec currently have self regulation in the HR profession. Every other province in Canada is seeking self-regulation, now. Self-regulated CPHRs help strengthen our business and employment environment, as more employers adopt constantly improving systems that protect the organizations and the employees from unnecessary financial and physical risks.

Q. Do self-regulated CPHRs create more challenging labour relations environments?A. No. Quite the contrary.

While CPHRs are most often at the negotiating table establishing agreements with unions, they are there with full knowledge of HR legislation and negotiation expertise. Once agreements are established, it is the CPHRs role to ensure all parties are performing in compliance with these agreements. Finally, CPHRs understand fully the value and benefits of long-standing professional relationships with organized labour representatives.

5

OverviewFramework at a glanceThe Province of Manitoba has prepared a self-regulation framework against which they assess submissions for self-regulation. We have used this framework as the basis for the development of the CPHR Manitoba submission.


Obligations of the Governing Body Protection of Public Interest or from Harm

CONSENT SCOPE OF PRACTICE AND SAFEGUARDS LEVEL OF AUTONOMY

PHYSICAL WELFARE FINANCIAL WELFARE

RANGE OF STANDARDS EMPLOYEE SELF EMPLOYED

Lower standards Resolution of Board of Directors

Broad range of tasks, may overlap with existing professions

Broad range of tasks, may overlap with existing professions

By-laws Direct effect on the health and welfare of a client

Direct economic or financial harm of a client

Approved by members as: —a) Majorityb) Supermajorityc) Unanimous

Broad range of tasks, no overlap with existing professions

Broad range of tasks, no overlap with existing professions

Regulations Indirect effect on the health and welfare of clients

Indirect economic or financial harm a client

Undertake public consultations

Narrow range of tasks, specific skills required, no overlap with existing professions

Narrow range of tasks, specific skills required, no overlap with existing professions

Private Act Direct effect on the health and welfare of non-clients

Direct economic or financial harm of non-clients

Higher standards Support of competing or complementary professions

Vicarious liability and impact on employers

Self insurance scheme to protect clients and public

Public Act Indirect effect on the health and welfare of non-clients

Indirect economic or financial harm of non-clients

De minimus requirement

Direct Impact on either clients or non-clients

Discretionary factors

21

8 CPHR MANITOBA — SELF-REGULATION FRAMEWORK | CPHRMB.CA

SECTION NO. 00

Governing Body Organization Skills & Knowledge of Members FiduciaryResponsibility

COMPOSITION GOVERNANCE EDUCATION TRAINING LEVEL OF AUTONOMY

Board of directors Society or association of members and students

Advanced education: college or university

Articling or apprenticeship

To act in the best interest of client

Elected by members Establishes standards Prescribed program of study; course work, certificate or degree

Designation as qualified member

To act in the best interest of public

Includes members, students, laypersons

Enforces standards Separate faculty Certification by society To act in the best interest of the profession

Resolves complaints against members by clients and public

Graduate or professional degree

Licensing by society

Investigates and disciplines members

Mandatory ongoing training to maintain evolving standards set by the governing body

All of the above All of the above

Some professions have no formal educational requirements

4 53

9

Section No. 1Obligations of the Governing Body


OverviewIn Manitoba, the obligations of the Governing Body for Self Regulation range from the lower to higher standards in three areas: Consent; Scope of Practice and Safeguards; and Level of Autonomy.

CPHR Manitoba meets all the standards of consent.

In Scope of Practice for employees, CPHRs in Manitoba have a broad range of tasks, some of which may overlap with other professions, which is a lower standard, but there is vicarious liability and impact on employers, which is the highest standard for Self-Regulation.

In Scope of Practice for Self Employed, self-employed HR practitioners consult for the most part as specialists, rather than generalists and typically address a narrow range of tasks with specific skills required, where there is no overlap.

In Levels of Autonomy, CPHR Manitoba, designated CPHRs and CPHR Manitoba members are subject to a full spectrum of by-laws and regulations that govern the practice, including a National Code of Conduct.

This Self-Regulation process, if passed, will provide the maximum level of autonomy available, Public Act.

Consent (for self-regulation)

Board Resolution:CPHR Manitoba began the Self-Regulation process with a Board Resolution, encompassed in the most recent Board Strategic Plan established in 2014:

VISION

CPHR is a premiere brand and household name in Manitoba. Through our 2,500 members, we are a self-regulated body and partner with business, sponsors and education. Our members are viewed as strategic leaders in public policy and private sector innovation and make a significant impact across diverse communities throughout Manitoba.

MISSION

Advancing the human resource profession — driving business excellence

VALUES

Leadership

Integrity

Accountability

Excellence

Maximizing Potential

Balancing Interests

Healthy and Productive Communities

To support this mission, four strategic goals have been put into place as part of our 2014-2019 Strategic Plan:

• Position the Association and the profession as thought leaders with significant influence

• Promote the CPHR brand

• Grow the membership to 2,500 by 2019

• Become Self-Regulated by 2019

11

Approved by MembersIn the fall of 2016, a member survey was conducted to formally gauge the interest of members in self regulation. Here are the results:

Q4 Are you supportive of this initiative?Answered: 270 Skipped: 35

0% 10%

Yes

No

Undecided

20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Yes 64.07% 173

No 4.07% 11

Undecided 31.85% 86

Total 270

Q3 Prior to completing this survey, were you aware of HRMAM’s goal to become self-regulated?

Answered: 270 Skipped: 35

0% 10%

Yes

No

20% 30% 40% 50% 60% 70% 80% 90% 100%

Answer Choices Responses

Yes 71.85% 194

No 28.15% 76

Total 270

12

SECTION NO. 1 OBLIGATIONS OF THE GOVERNING BODY

CPHR MANITOBA — SELF-REGULATION FRAMEWORK | CPHRMB.CA

Undertake Stakeholder ConsultationCPHR Manitoba has been consulting with all stakeholders but especially with members. For the last year and a half, CPHR Manitoba has been educating members on what self-regulation is via articles in our weekly newsletter, biannual magazine, direct emails to members as well as a membership engagement tour which focused on self-regulation.

List of stakeholders consulted:

Business:

Manitoba Chamber of Commerce

Winnipeg Chamber of Commerce

New Flyer Industries

Birchwood Automotive Group

Morden Chamber of Commerce

Winkler Chamber of Commerce

Post-Secondary:

University of Manitoba Asper School of Business

Complementary or Competitive Stakeholders:

Safety Services Manitoba

University of Manitoba Extended Education

Red River College

University of Winnipeg Faculty of Business and Economics

13

Scope of Practice and SafeguardsCPHR Manitoba is seeking TITLE PROTECTION under a public act, not “Scope of Practice Protection.”

As a result, defining CPHRs as a self-regulated profession will not impact non-CPHRs ability to practice HR and they will not be required to become members of CPHR Manitoba.

Title Protection offers the public and HR professionals with a choice. CPHR Manitoba will continue to promote the advantages of dealing with regulated professionals in order to protect the public interest.

EmployeeWhile many traditional self-regulated professions are public practitioners, similar to engineers, many HR professionals work for a company. About 20% of our members work in public practice or are self-employed.

Whether an HR professional works for a public practice or is an internal HR service provider at a company, it is still incumbent upon the HR professional to act ethically and follow provincial labour laws. Failure to do so may result in the removal of their designation.

Although we are not seeking Scope of Practice Protection, it is helpful to understand the delineate the full range of CPHR competencies and how they work in complementary ways, and / or to fill gaps, where appropriate.

Following are CPHRs nine competency areas and their key functions (divided into those which may overlap with existing professions and those that don’t).

Broad Range of Tasks, May Overlap with Existing Professions

STRATEGY

• strategic perspectives• governance• leadership• planning• alignment of objectives• change management

PROFESSIONAL PRACTICE

• modelling ethical practices• supporting ethics in governance and leadership• risk management• evidence-based policies and practices

HEALTH, WELLNESS & SAFE WORKPLACE

• health and safety compliance• risk mitigation• mental health• psychological well-being• disability management

Broad Range of Tasks, No Overlap with Existing Professions

• none

Narrow Range of Tasks, Specific Skills Required, No Overlap with Existing Professions

ENGAGEMENT

• alignment• motivation• increased productivity• innovation• continuous improvement and affiliation

TOTAL REWARDS

• compensation• benefits• pensions• consistency• fairness• organizational competitiveness• compliance with legal requirements• performance• desired behaviour

LABOUR & EMPLOYMENT RELATIONS

• collaborative environments• collective agreements• legislation• risk mitigation

LEARNING & DEVELOPMENT

• Employee professional growth• ROI• alignment to business objectives• competency• relevance and effectiveness• leadership mentoring and coaching

14



WORKFORCE PLANNING & TALENT MANAGEMENT

• predictive planning• appropriate attraction• sourcing, selecting and hiring• on-boarding• performance management

HUMAN RESOURCES METRICS, REPORTING & FINANCIAL MANAGEMENT

• HR metrics• financial and operational decision support• aligning and reporting on objectives• human capital effectiveness• key performance indicators

Vicarious Liability and Impact on Employers

Research has shown that the inability for practicing HR professionals to have some autonomy from the employing organization in order to uphold standards of conduct as professionals can lead to negative outcomes in organizations, and inadequate knowledge of human resource practice and principles can wreak havoc for employees, organizations and broader society.

These liabilities include:

• Financial — risks associated with: compensation, payroll and benefits; financial risks associated to legal challenges; restriction of growth potential due to staffing shortages; efficiency losses related to understaffing or underperformance; financial risks associated with health and safety issues; etc.

• Legal — risks associated with: employment legislation; individual and collective contract compliance; collective agreement negotiation; litigation related to workplace fairness; human rights; employee dismissals; employee qualifications; health and safety; etc.

• Reputational — risks associated with: diminished brand trust; brand value; perception as an unfair or unfavourable employer; etc.

HR professionals are required to ensure that the organizations’ management are aware of the potential outcomes (both good and bad) should a particular request be implemented in an organization.

HR influences management to make the best possible decisions — within legislation. Without HR involvement there can be detrimental impacts on organizations. For example: development of pay-for-performance policies that have led to employees

engaging in unethical practices; inappropriate random drug/alcohol testing programs by employers; abuse of sick leave programs by employees; and inadequate knowledge and enforcement of minimum health and safety standards that may not adequately protect against workplace injuries and deaths.

Self EmployedThe range of tasks for employed and self employed HR practitioners are similar. If anything, self-employed practitioners may undertake a narrower focus, specializing in one or two competency areas.

Self insurance scheme to protect clients and public

Currently, Alberta and Saskatchewan have CPHR professional liability insurance in place. At the time of writing, CPHR Canada is in the process of researching options to expand self insurance coverage for designated employees and public practitioners across all Member Provinces.

Level of AutonomyThe Importance of Self-Regulation

Today, without self-regulation and the title protection we are seeking, CPHRs are upholding standards of HR practice across Manitoba, protecting employees and employers.

Self-regulation will strengthen the responsibility, authority, accountability and capacity of CPHRs in this role, positioning them as independent advisors between employers and employees.

Self-regulated CPHRs will be required by law to uphold the highest standards of the profession as their primary responsibility in every circumstance.

This legally protected neutral position provides the strongest degree of protection to employers and employees alike.

Most professions are regulated to address the following circumstances:

• The public does not have the capacity to evaluate the competence of the professional (before it may be too late to do so).

• The public does not have the choice of practitioner.• There is an imbalance in the power of the service provider

and that of those who receive services.• The consequences of the actions of incompetent or

unethical practitioners are serious.

15

With respect to human resource professionals, members of society, working or otherwise:

• Do not have the capacity to evaluate the competence of the HR professional chosen for them until an interaction in the workplace;

• Cannot choose, select or shop for human resources support (excepting independent consultants) – they have the one selected by the employer;

• Suffer from the imbalance in informational power, organizational insights and knowledge of employment related matters between the HR professional and those in receipt of their guidance; and

• Can be significantly impacted monetarily, physically or emotionally by the consequences of poor, unethical or absent HR decisions.

• Being self-regulated will allow CPHR Manitoba to better enforce Code and Standards on members – which would send a clear signal that poor HR practices must end.

• Employers and employees are best served when they can distinguish practitioners from professionals in a particular field and have the added certainty that a third party organization is verifying their character, knowledge and competence.

Certified professionals protect the public because the public knows that they have participated in a robust education program followed by years of practice and required continuous development. Furthermore, certified members must undertake to abide by a National Code of Ethics and Rules of Professional Conduct and rules of conduct where they can be disciplined and/or lose their certification for improper conduct (by the legislated body). The employers and employees can also turn to that legislative body to complain or raise issues. Without this, they can`t turn to anyone. This re-assures clients that certified members are credible practitioners belonging to a real profession.

Self-regulation would generate accountability among HR professionals to the established Code of Ethics and Standards of Professional Conduct, and provide a formal mechanism to properly address lapses in conduct from members. Enabling the Association to effectively enforce the Code and Standard on members would signal to the business community in Manitoba that inadequate human resources policies overseen by poorly trained human resources practitioners must end.

Recognizing CPHR Manitoba as a self-regulating body will allow the association to more easily enforce standards for entry to the profession, ensure continuing professional development and oversee adherence to professional codes of conduct for its membership.

By-Laws and Regulations

The overarching reason to regulate a profession is to ensure the public is protected from incompetence or unethical choices of its professionals. CPHR Manitoba and the CPHR designation are uniquely qualified to protect the public interest with respect to HR professionals due to our:

• robust National Code of Ethics and Rules of Professional Conduct (Appendix 1), to which all CPHRs must adhere,

• the education and training requirements to becoming a CPHR, and

• the Continuing Professional Development that all CPHRs must maintain.

It is important to note that all CPHR Manitoba members, CPHRs or not, must adhere to the National Code of Conduct.

Public Act

At present, CPHR Manitoba acts as a regulator. However, our ability to act as full-fledged regulator is hindered by not being self-regulated. We have built a more robust disciplinary process however, we are limited on the measures we can take in disciplining a member. Currently, our only option should a CPHR violate our professional standards requirements is to revoke the CPHR designation. Without self-regulation, once we have revoked a CPHR status, we are not in the position to do anything other than to send cease and desist letters should someone not discontinue use of the CPHR designation in reference to their professional qualifications.

CPHR Manitoba wants to better protect the public (individuals working for companies). Being self-regulated with title protection would allow us to enhance our disciplinary process and take advantage of additional options for disciplining members.

16



“I am confident that business in Manitoba will be improved through self-regulated CPHRs who have the professional responsibility to ensure all employers meet the best practice standards and help foster long term success.”

Sincerely

Paul Soubry

President & Chief Executive Officer

NFI Group

17

Section No. 2Protection of Public Interest or From Harm


OverviewThe practice of Human Resources is becoming more complex. Simple transactional HR practitioners have become business strategy partners. Manitoba businesses need professionals who practice at a higher level of competency because they impact safety, productivity, risk, job loss and the economy.

In the determination of protection of public interest, it becomes imperative to define the public, or, in the case of the subcategories, clients and non-clients.

Many CPHRs work for an employer or an organization which is in effect, their client. But within that employment, they also provide services to other employees in their roles as executives or managers who oversee still other employees. They also provide direct services to employees who may or may not oversee others, with respect to their individual careers.

CPHRs who practice as consultants, either independently or in a group practice work with clients who may be employers, employees or job candidates. CPHRs work directly with the public, except individuals who are outside of the workforce. We have defined these groups as follows:

Clients:

Employing organizations; employers; board members; executive members; supervisors; employees; volunteers; students; potential job candidates; individuals seeking entry into the workforce; and in certain situations, the family members of all of the above.

Non-clients:

Members of the public who are not employed, not volunteers, and not seeking to enter the workforce.

Self-regulation protects the public by:

• Ensuring competence

• Ensuring ethical behaviour

• Managing business and employment legislation

• Mitigating economic and social affects of poor practice

• Positively affecting organizational productivity and employee jobs

• Providing a separate complaints and disciplinary committee

• Providing public recourse that is more suited to situation and less expensive than legal

• Maintaining liability insurance

• Reducing costly conflicts for organizations and public

• Reinforce standards

• Maintaining members’ professional currency.

19

Physical WelfareDirect Effect on the Health and Welfare of a Client

Self Regulated CPHRs are strengthened in their responsibility and their ability to control the following direct effects on the Health and Welfare of Clients:

1) Legislation and Standards: CPHRs are responsible for implementing labour laws, negotiating labour agreements, employment standards, human rights legislation compliance and company policies that ensure vulnerable employees and their families are protected from unscrupulous and destructive employment situations.

2) Health and Safety Programs and Initiatives: There is an abundance of evidence that well-planned and administered health and safety programs in workplaces reduce the rate of injuries among employees – injuries that can irreparably damage careers and quality of life.

3) Mental Health: Systemic programs designed to decrease or eliminate unethical and unfair workplace practices and create positive workplaces support the sound mental health of the public at work. Programs and services to help employers and employers recognize and effectively deal with mental health issues, including back to work programs and mental health awareness programs support the health and welfare of individuals and families dealing with mental health challenges and promote greater understanding of these issues throughout society.

4) The development and management of employee insurance and employee assistance programs protect and support the health and well being of clients, through their ability to offer extended health and mental health services.

5) Reduction of Stress: CPHRs are uniquely skilled in creating and maintaining healthy, effective workplaces in general and in helping individuals navigate workplace stressors, specifically. Unhealthy work situations are a significant cause of chronic stress, a condition which has a significant effect on the immune system. It raises catecholamine and suppressor T cells levels, which suppress the immune system. This suppression, in turn raises the risk of viral infection. Stress also leads to the release of histamine, which can trigger severe broncho-constriction in asthmatics. Stress increases the risk for diabetes mellitus, especially in overweight individuals, since psychological stress alters insulin needs. Chronic stress can also lead to plaque buildup in the arteries (atherosclerosis), especially if combined with a high-fat diet and sedentary living.

The correlation between stressful life events and psychiatric illness is stronger than the correlation with medical or

physical illness. The relationship of stress with psychiatric illness is strongest in neuroses, which is followed by depression and schizophrenia.*

* National Center for Biotechnology Information, Bethesda MD.

Indirect Effect on the Health and Welfare of a Client

Self Regulated CPHRs are strengthened in their responsibility and their ability to control the following indirect effects on the Health and Welfare of Clients:

1) CPHRs help organizations achieve their business goals, by systemically aligning job performance to employer expectations. This indirectly affects client well-being by: supporting the ongoing stability of the organization and ensuring that employees are, and are seen as, valuable contributors to that stability and success. Both of these factors support professional confidence and the reasonable assurance of job security, which is critical to the emotional and financial well-being of clients.

2) CPHRs also support the professional health and well being of organizational leadership, particularly executives and board members by ensuring their governance and decision-making models do not expose them to legal or financial risk in the completion of their duties.

Direct Effect on the Health and Welfare of Non-Clients

Self Regulated CPHRs have little or no direct effect on the health and well-being of non-clients, ie: members of the public who are not employed, not volunteers, and not seeking to enter the workforce.

Indirect Effect on the Health and Welfare of Non-Clients

Self Regulated CPHRs are strengthened in their responsibility and their ability to control the following indirect effects on the Health and Welfare of Clients by supporting the provision of high quality services and products:

1) Ensuring the qualifications of service providers. A significant role of CPHRs is to define and determine the qualifications and capacities of people hired into organizations who, in their roles, have a direct effect on the health and welfare of the public. In this role, CPHRs are a significant indirect protection to the public from health care practitioners and health-related service providers employed by the organization who are unqualified or temporarily or permanently incapable of meeting their obligations to the public.

2) Where people are developing products in Manitoba, CPHRs play a significant role in ensuring strong and consistent employee performance, which, in turn, protects the integrity and quality of products that enter the marketplace.

20

SECTION NO. 2 PROTECTION OF PUBLIC INTEREST OR FROM HARM


Financial WelfareDirect Economic or Financial Harm of Client

Self Regulated CPHRs are strengthened in their responsibility and their ability to control the following direct effects on the Financial Welfare of Clients:

1) Legislation and Standards: Where the client is the employer, CPHRs help organizations minimize risks related to implementing labour laws, negotiating labour agreements, employment standards, human rights legislation compliance and company policies. This protects Manitoba employers from the direct economic and financial harm of fines, labour force disruption and legal action.

2) Legislation and Standards: Where the client is the employee CPHRs help ensure that employees receive the full financial protections afforded to them under labour legislation and agreements.

3) Legislation and Standards: Where the client is a board member, executive member or a supervisor, CPHRs ensure that governance, decision-making models and policies do not expose them to legal or financial risk in the completion of their duties.

4) Labour Relations and Negotiations: Where the client is the employer, CPHRs ensure that negotiations stay within the parameters that afford sound business operation, meet all legislative requirements and standards and between negotiations ensure the employer is operating within the established contracts, protecting them from financial risk and legal risk.

5) Labour Relations and Negotiations: Where the client is the employee, CPHRs ensure employer compliance with contracts and provide a first line of contact to address potential issues in a resolution-focussed manner.

6) Hiring, Firing and Performance Management: Employment and career opportunities are essential to the economic stability of employees and their families. CPHRs are uniquely skilled and experienced to ensure that hiring, firing and performance management processes are just and sound. This protects employees from undue financial hardship and supports ongoing development of their skills and capacities.

7) Workplace conflicts: If left unaddressed or poorly handled, conflicts can lead to loss of job satisfaction, loss of income and/or loss of employment. Some conflicts may escalate into protracted legal conflicts involving the court system or quasi-judicial tribunals and, while rare, employer/employee conflicts have in the past resulted in violence in the workplace. These are inherent risks associated with the human resources management field where complex organizations are pressed to meet the expectations of a diverse workforce while ensuring equity, fairness, cost-efficiency, and productivity. The more an organization experiences change of any kind caused by mergers and acquisitions, rapid growth or rapid downsizing and emergencies, the greater the potential for these conflicts to place the public at risk.

8) In Manitoba, we are seeing a huge immigration expansion, creating a culturally diverse workplace community. It is important to ensure that the hiring and management of professionals who bring different cultural and international perspectives is properly managed so that their unique workplace needs can be addressed, supporting individuals and families to become active participants in our communities and economies.

9) Where the client is the employee, CPHRs ensure they are paid legally, according to their agreements and in a timely manner, and work to resolve disputes through internal processes. For the employer, CPHRs ensure that employees are paid correctly.

10) Health and Safety: Health and Safety measures protect the economic and financial interests of employers and employees alike. Loss of income, inability to pursue further employment, costs of sick-time and injury coverage, retraining and other accommodations, legal expenses and medical expenses are all directly related to employee health and safety.

11) Risk Management: Policies and processes that minimize organizational risk protect Manitoba employers from product and service liability, brand and reputational risk, data management risk, among many others. Any of these items can pose significant financial risk to the viability of the organization, which in turn places financial risk (loss of income) on employees and their families.

21

Indirect Economic or Financial Harm of Client

Self Regulated CPHRs are strengthened in their responsibility and their ability to control the following indirect effects on the Financial Welfare of Clients:

1) Ensuring the qualifications of service providers. A significant role of CPHRs is to define and determine the qualifications and capacities of people hired into organizations who, in their roles, have a direct effect on the economic or financial position of employers or employees. In this role, CPHRs are a significant indirect protection to the public from financial or legal practitioners, employed by the organization who are unqualified or temporarily or permanently incapable of meeting their obligations to the employer or employees.

2) Providing another avenue of redress: A certified professional guiding the complaint process saves the public legal costs and hassles. Self-regulation saves employee/employer litigation costs by providing alternative resolution options to lawyers/courts.

3) The financial and organizational risks to the public are best addressed by offering a range of both legal (the courts) and quasi-judicial (disciplinary tribunals) resolution options that match the level of alleged wrong to the resources an employer or employee has available. That improved matchmaking of judicial options to temper the high costs faced by the public when taking action will help allocate financial resources and time more efficiently.

Direct Economic or Financial Harm of Non-Clients

Self Regulated CPHRs have little or no direct effect on the financial well-being of non-clients, ie: members of the public who are not employed, not volunteers, and not seeking to enter the workforce.

Indirect Economic or Financial Harm of Non-Clients

Self Regulated CPHRs are strengthened in their responsibility and their ability to control the following indirect effects on the Financial Welfare of Clients:

1) Ensuring the qualifications of service providers. A significant role of CPHRs is to define and determine the qualifications and capacities of people hired into organizations who, in their roles, have a direct effect on the financial well-being of the public. In this role, CPHRs are a significant indirect protection to the public from financial or legal practitioners who are unqualified or temporarily or permanently incapable of meeting their obligations to the public.

2) CPHRs collectively strengthen the business environment in Manitoba, ensuring Manitoba employers operate soundly and supporting the processes that increase the likelihood of business success. A strong and successful Manitoba business environment protects all Manitobans from the harms of contracted economies: increased unemployment rates, constricted purchasing power and decreased tax bases.

22

SECTION NO. 2 PROTECTION OF PUBLIC INTEREST OR FROM HARM


“The Morden & District Chamber of Commerce feels that self-regulated CPHRs will improve the business landscape in Manitoba, reduce financial and legal risks for employers and employees and increase the likelihood of success for our members in achieving their business goals.”

Thank you,

Sincerely

Candace Olafson

Morden & District Chamber of Commerce

23

Section No. 3Governing Body Organization


OverviewOver the past 6 years, CPHR Manitoba has made great strides in solidifying the organization’s governance, its financial position and its presence in the community. A governance review was undertaken which clarified the role of the Board and the committees and their relationship to the organization, through the CEO. The Governance Review also prompted the development of new by-laws and a code of ethics. This led to the completion of a strategic plan in 2013 and organizational reporting against that document.

CPHR Manitoba has been raising their visibility in the business community and across post-secondary institutions in Winnipeg and Brandon. At the time of writing, 25 programs have been accredited, including the University of Manitoba’s Asper School of Business and Extended Education programs.

Last year, they renamed the organization CPHR Manitoba, re-branded and launched an awareness campaign targeted at Manitoba business leaders, in coordination with CPHR Canada and the Member Associations across Canada. CPHR Manitoba has been a key player in many of these initiatives.

National Affiliation

CPHR Manitoba is a member association of the Chartered Professionals in Human Resources Canada (CPHR Canada). In collaboration with our provincial colleagues across the country, we contribute to setting the national standards for the CPHR designation. Each of the Member Associations either has achieved self-regulation in their Province or are currently working to become self-regulated.

Member associations of CPHR Canada include:

CPHR BC & Yukon CPHR Alberta CPHR Saskatchewan CPHR New Brunswick CHRA Quebec CPHR Nova Scotia CPHR PEI CPHR Newfoundland & Labrador

History of CPHR Manitoba

With over 70 years under our belts, CPHR Manitoba has been an integral part of the Manitoba HR community since the Second World War.

Our roots began in the fall of 1942, when a solution was needed to address the urgency of war and its impact on business. As a result, the University of Manitoba and the Dominion Department of Labour developed a wartime training course in Personnel Management.

This initiative encouraged personnel executives to form a network to exchange information and valuable experiences. Established as The Personnel Association of Greater Winnipeg, this leading-edge business community held its first meeting in December 1943; the meeting attracted 60 people.

By the 1950s, our progressive Association established a national group called the Federation of Canadian Personnel Associations, which established university-based educational programs.

In the 1960s, behavioural sciences were emerging into management programs and, as a result, personnel and industrial relations journals and periodicals were published in the 1970s.

Welcoming a shift in the theory of management, the 1980s transformed the name of the profession and it became “human resource management.” Keeping pace with the times, the Personnel Association of Greater Winnipeg changed its name to the Human Resource Management Association of Manitoba Inc. (CPHR Manitoba) in 1984.

In July 1993, CPHR Manitoba took a bold step by developing a professional designation program called the Certified Human Resources Professional (CPHR). The innovative program required applicants to meet demanding eligibility and recertification criteria and adhere to a professional Code of Ethics. At the end of 1993, the first CPHR certificates were presented.

Shortly thereafter, CPHR Manitoba became a founding member of the Canadian Council of Human Resource Associations (CPHR Canada). Established in 1994, CPHR Canada is a collaborative effort of provincial human resource associations from across Canada. CPHR Canada is Canada’s first national human resource association and is the third largest HR association in the world. CPHR Canada is the national voice on the enhancement and promotion of the profession across Canada, through established and credible designations, collaborating on national issues related to the profession and proactively positioning the national human resources agenda at the international level.

In recognition of CPHR Manitoba’s commitment to excellence and growth on both local and national levels, the Manitoba Association of Learning Facilitators merged with CPHR Manitoba in 2000, further expanding the variety of HR fields included in CPHR Manitoba’s growing and increasingly diverse membership.

25

In 2003, new national CPHR designation standards were adopted into one uniformed Canadian standard. The CPHR is now the Canadian hallmark of excellence, a national certification process respected by many countries around the world.

Due to CPHR Manitoba’s involvement with CPHR Canada, our members are part of a unique global network. CPHR Canada proudly and thoughtfully represents the HR profession in Canada on the international stage, where they identify issues of common concern, share best practices and strengthen the HR profession.

CPHR Canada is Canada’s representative on the North American Human Resources Management Association (NAHRMA) and the World Federation of People Management Associations (WFPMA).

They recently signed Memorandums of Understanding (MoU) to collaborate with: the Society for Human Resource Management (SHRM) U.S., the world’s largest HR professional society; the Australian Human Resources Institute (AHRI), the Bangladesh Society for Human Resource Management (BSHRM), the Singapore Human Resources Institute (SHRI), and the Canadian Employee Relocation Council (CERC).

In 2013, a Professional Practice Analysis (PPA) was conducted on a national scale, resulting in several recommendations for the future of the CPHR designation. Improvements to the CPHR have been implemented in the years since to move the designation from a knowledge-based designation towards a competency-based designation including the removal of the National Professional Practice Analysis (NPPA), introduction of the Validation of Professional Experience (VPE) and the addition of new routes to obtaining the CPHR. Improvements will continue as we strive to ensure the CPHR is on par with other provincial regulatory bodies.

CompositionThe Directors of the Human Resource Management Association of Manitoba (CPHR Manitoba) are elected by its members as defined in the By-laws of CPHR Manitoba. The Board is committed to appropriate governance and continually reviews governance policies to ensure policies are current and adhered to. These policies include governing style, board job description, board member code of conduct, conflict of interest, role of the chair, role of the chair elect, role of the treasurer, board committee principles and as well as terms of reference for each board committee (audit, professional standards, professional conduct, awards, governance, membership, nominating and self-regulation steering committee). Members approve the board via a vote at the Annual General Meeting.

Appendix 2: Governance Process Policies

Appendix 3: By-laws

Appendix 4: 2012-2013 Annual Report



Board PoliciesGoverning Style

The Board will govern with transparency, integrity, ethics and professionalism and an emphasis on:

• Outward vision and championing the strategic position of the HR profession in Manitoba while balancing future and present;

• Acting collaboratively with other provinces, but understanding that the first priority is what is best to advance the profession in Manitoba;

• Collective rather than individual decisions;

• Proactivity rather than reactivity;

• Clear distinction between Board and Chief Executive Officer roles; and

• Collaboration within the Board;

Accordingly, the Board will:

• Cultivate a sense of group responsibility. The Board, not the staff, will be responsible for excellence in governing. The Board will be the initiator of governance policy, not merely a reactor to staff initiatives. The Board will encourage diversity in viewpoints and use the perspectives and experience of individual members to enhance the ability of the Board as a whole, rather than to substitute individual judgements for the Board’s view.

• Direct, control and inspire the association through the careful establishment of written policies that reflect the Board’s values and perspectives.

• Enforce upon itself whatever discipline is required to govern with excellence. Discipline will apply to all matters such as attendance, preparation for meetings, policy-making principles, professional communication, respect for roles and ensuring the continuance of governance capabilities.

• Ensure continual Board development that will include the annual orientation of new Board and Committee Members to the Board’s Governance Process and periodic Board discussion of process improvement.

26

SECTION NO. 3 GOVERNING BODY ORGANIZATION


• Not allow any officer, individual or committee of the Board to hinder or be an excuse for not fulfilling its commitments.

• Monitor its own processes and performance regularly. Self-monitoring will include comparison of Board activity and discipline to policies in the Governance Process and Board/CEO linkage categories.

Board Job Description

The Board understands that its job is to govern, not to manage. However, the Board agrees that they will retain decision-making authority, as a unit, for the following:

• Strategic Approve long term strategic partnerships

with other organizations; Approve the strategic plan process; Participate fully in the creation of the plan; and Approve the plan.• CEO Oversight Approve CEO compensation; and Assure CEO performance against the Executive Limitation

policies and the strategic plan or if a plan is not in place, agreed upon deliverables and goals.

• Approvals of Committees and other Representatives Review recommendations from Nominating Committee

and approve all committee chairs and members for both board and staff committees; and

Select the representatives for boards outside CPHR Manitoba at the request of outside organizations.

• FCPHR Create, develop and approve criteria for the awarding

of the FCPHR designation; and Review recommendations from the Professional Standards

Committee and approve all FCPHRs to be awarded.• Chapters Create or dissolve chapters• CPHR Canada Appoint CPHR Manitoba board representative

to CPHR Canada; and Make decisions to opt in or out of CPHR Canada standards

on specific matters.• Appeals Hear and rule on appeals, if required, to the decisions

of the Professional Conduct Committee.

• Board Committee Oversight Assign tasks to Board Committees; and Review and approve recommendations from

all board committees. This does not pertain to staff committees where the board’s

sole link to staff and staff committees is through the CEO.

Board Member Code of Conduct

The Board commits itself and its members to ethical, businesslike and lawful conduct including proper use of authority and appropriate decorum when acting as Board Members.

Conflict of Interest

A conflict exists at any time when an individual’s judgement is impaired due to other factors. It is the responsibility of the individual to self-declare any potential conflicts. The potential for real and perceived conflict of interest exists in not only the Board, but with members who participate on committees. This policy applies to both board and committee members.

Role of the Chair

The Chair must be a CPHR in good standing. The Chair ensures the integrity of the Board’s process and represents the Board to the membership and government in matters of ownership. The Chair has the authority to set the Board agenda and call board meetings.

Role of the Chair Elect

The Chair Elect must be a CPHR in good standing. The Chair Elect assumes the duties of the Chair should the Chair be unable to carry out his or her duties.

The Chair Elect chairs both the Nominating Committee and the Governance Committee.

The Chair Elect is a signing authority (as delegated by the Board) of the Corporation.

Role of the Treasurer

The Treasurer must be a designated accountant (CPA).

The Treasurer chairs the Audit Committee and presents the audited financial statements at the Annual General Meeting.

The Treasurer is a signing officer of the corporation (as delegated by the board) and in addition signs the engagement letter with the external auditors and must be one of the signatures on the audited financial statements.

27

Board Committee Principles

Board committees will be assigned so as to reinforce the wholeness of the Board’s job and so as never to interfere with delegation from Board to the Chief Executive Officer.

Board CommitteesAudit Committee

The Audit Committee is created to assist the Board of Directors in fulfilling its oversight responsibilities in the following areas:

• Financial performance of the association;• Adequacy of internal controls present in the association;• Risk identification and risk mitigation strategies;• Liaison with external auditors; and• Other functions as may be assigned by the Board of Directors.

Professional Standards

The Professional Standards Committee exists to review and make recommendations to the Board on matters relating to certification, recertification, award criteria, FCPHR process and criteria and professional partnerships (e.g. universities).

Professional Conduct

The Professional Conduct Committee exists to hear and rule on membership disciplinary matters. The Committee has the authority to make final decisions. If those decisions are appealed, the Board will serve as the Appeal Committee.

Awards Committee

The Awards Committee exists to make a recommendation of award recipients to the Board and to recommend award process improvements.

Governance Committee

The Governance Committee exists to make recommendations to the Board regarding board policies, board evaluation, board orientation or training and to monitor compliance with Board policy.

Membership Committee

The Membership Committee exists to form a linkage between the Board and Members as owners. Owners are concerned about the continuing evolvement of the Human Resources profession and its growing recognition within the business community and by the general public.

The committee will ensure timely and strategic communication and education of members and potential members of developments relating to their profession and the CPHR designation such as the national commitment to move a level four and self-regulated profession.

The Committee will seek to understand members’ varied positions on ownership issues and develop recommendations for the Board on communication strategies.

The Membership committee are CPHR ambassadors that identify and recommend opportunities to promote the value of the CPHR designation to members and external stakeholders as well as continually develop its value proposition. They seek to instil pride in the Human Resources profession knowing that its future evolvement will continue to grow to the same level as the accounting or engineering designation.

Nominating Committee

The Nominating Committee exists to make recommendation for Board approval as follows:

Potential future Board members; CPHR Canada board representative should the chair be

unable to fulfil the role; Chairs and members of all committees including staff

committees; and Criteria for selecting prospective board and committee members.

Self-Regulation Steering Committee

The purpose of the Self-Regulation Steering Committee (the “SRSC”) is to provide the strategic guidance and oversight required to identify and remove any barriers to completing the goal of self-regulation.

The SRSC has the mandate to recommend to the board the multi-year plan for the achievement of self-regulation of the HR profession in Manitoba and thereafter to provide oversight for the execution of the plan.

28



Board and CEOThe Board has established Executive Limitations to allow the CEO to run the organization under clear guidelines. The Executive Limitations includes:

• Global Executive Constraint• Treatment of Staff• Treatment of Members and Other Consumers• Financial Planning and Budgeting• Financial Condition and Activities• Signing Authority• Asset Protection• Compensation and Benefits• Events• Sponsorship and Partnership• Member Engagement• Communication and Support to the Board• Financial Investments

Additionally, to ensure the CEO materially understands the Executive Limitations, the CEO has been required to provide the Board with interpretations of the Executive Limitations. The Board monitors performance of the Executive Limitations on an annual basis.

CPHR Manitoba ChaptersCPHR Manitoba has a chapter in the Westman region and in the Pembina Valley region. The Chapter’s primary function is to:

• Promote the purpose and benefits of the Chapter and the Association to persons in the Human Resources field, in order to help the Association in the recruitment of new members by providing information about the benefits of membership, and to retain existing members by reaching out to them during the year to solicit their participation in Chapter activities.

• In collaboration with CPHR Manitoba staff, planning and organizing local programs for the purpose of continuing education, professional networking and mentoring in accordance with Chapter member needs and the Association’s strategic plan.

Appendix 7 . . . . . . . . . . . . . . . . . . . . . . .Chapter Operating Terms

Board of Directors 2016–2017CHAIR - Nish Verma, CPHR

PAST CHAIR - Roma Thorlakson, CPHR

TREASURER – Michael Geiger-Wolf, MBA, FCCA (UK), FCPA, FCGA, GRCP

DIRECTOR AT LARGE - Jenna Buckley, CPHR

DIRECTOR AT LARGE - Colleen Coates, CPHR

DIRECTOR AT LARGE - Janice Harper, CPHR

DIRECTOR AT LARGE - Robyn Normandale, CPHR

DIRECTOR AT LARGE - Reis Pagtakhan, LLB

DIRECTOR AT LARGE - Erin Polcyn Sailer, CPHR

DIRECTOR AT LARGE - Kathy Randall, CPHR

DIRECTOR AT LARGE - Ryan Savage, LLB

Governance

Society or Association of Members and StudentsGranted provincially, CPHR Manitoba is the sole certifying body in Manitoba for the nationally recognized Chartered Professional in Human Resources (CPHR) designation.

Number of Manitoba Members by Category Type

2016–2017

FCPHR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

CPHR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 546

CPHR Candidate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178

Regular/Regional/Associate . . . . . . . . . . . . . . . . . . . . . . . . . . . 489

CPHR Retired/Retired/Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Student . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190

Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1,433

For a description of categories and dues, please see

Appendix 8 Membership Categories 2016–2017.

All CPHR Manitoba members who are practicing HR are bound by the National Code of Ethics and Rules of Professional Conduct, regardless of whether they hold the CPHR designation.

29

Establishes StandardsThe CPHR designation represents a commitment to a national standard of excellence and sets a benchmark for the practice of effective Human Resources. It emphasizes the strategic role of HR management in business and plays an important role in securing HR’s position as an equal business partner at the senior management table.

The CPHR designation signifies that an individual has achieved and continues to actively demonstrate mastery of the CPHR Competency Framework. Each CPHR designate must demonstrate the core competencies relevant to the HR profession, which are gained through their required education and/or professional level experience. Certification is an essential tool for maintaining high performance standards. The designation assures employers, clients and other HR professionals that a CPHR has committed to abiding by a professional National Code of Ethics and Rules of Professional Conduct , a breach of which will result in disciplinary action including the possible removal of the designation.

CPHRs are required to complete ongoing professional development in order to maintain their designation. CPHRs must report a minimum of 100 hours of professional development activities over each rolling three year period; the process inherently provides a mechanism to ensure that CPHRs keep their knowledge and skills current in the field of human resources.

An increasing number of organizations require or prefer that successful candidates for HR positions hold, or are working towards obtaining, the CPHR designation. This is particularly true for senior HR positions. According to the 2013 Payscale report on HR compensation from 2007 to 2012 job postings requiring a CPHR had increased by 86%, from 36% to 68%. One year later, in 2013, that number had increased to more than 70%.

The CPHR designation is recognized throughout Canada and can be transferred between all provinces and territories.

Appendix 9 . . . . . . . . . . . . . . . . . . CPHR Competency Framework

Appendix 1 . . . . . . . . . . . . . . . . . . . . . . . Code of Ethics and Rules

2013 Professional Practice Analysis

In September 2012, on behalf of its member associations, CPHR Canada commissioned a Professional Practice Analysis involving more than 1,000 HR experts and professionals from across the country to review the Canadian HR Body of

Knowledge. It is incumbent on all professional designations and professions to regularly undertake a review of their professional underpinnings. This is important to ensure that professions and their respective designations remain relevant and aligned with the interests and the needs of their membership, the business community and the public at large. It took a year to complete and its results were issued in July 2013.

The Professional Practice Analysis (PPA) Report revealed a semi profession on the cusp of becoming a true profession. Therefore it is important that the CPHR certification process be at the level of thoroughness or rigour expected of certification at the professional level we would claim to be at. The subsequent recommendations presented to the CPHR Canada Board set the groundwork for the next phase, the implementation of the results. It recommended that all provincial member associations in CPHR Canada:

1. Agree on common vision for the new ‘next gen CPHR’ certification process going forward and adopt a plan to make this happen

2. Agree on the ‘dual’ competency model which will define a set of ‘enabling’ competencies which would be expected of CPHRs

3. Agree on a common HR curriculum (coursework) as a requirement for the CPHR designation

4. Agree to add a jurisdiction-specific jurisprudence exam as a requirement for the CPHR designation

5. Agree to add a Professional Development Program as a requirement for the CPHR and approve a project to develop this Professional Program

6. Establish a task force to make specific recommendations as to a diploma-level HR designation (upgrading the CPHR may be necessary to ‘make room’ for a diploma-level designation)

CPHR Canada then created task forces across Canada to begin studying the recommendations. Many of the recommendations have been implemented such as a formal education program working with post-secondary institutions, a new competency framework which incorporates ‘enabling’ competencies as well as a non-degree route.

The CPHR Canada, along with its member associations, has committed to conducting PPA’s every 5 years in order to ensure the designation continues to meet the needs of HR professionals, the public and business.

For more information about the PPA, contact CPHR Manitoba.

30



Enforces StandardsCPHR Competency Framework

The CPHR Competency Framework outlines 44 discipline specific professional competencies that candidates for certification must demonstrate in order to be certified. Competencies are written as statements that define the work of a Certified Human Resources Professional, so that the Provincial Human Resources Associations can assess whether candidates have met the standard expected by employers and the public. The competencies are kept up to date through a national professional practice analysis.

The CPHR Competency Framework specifies the proficiency level at which each competency is to be demonstrated and how it will be assessed. The competencies and proficiency levels represent the minimum requirement to meet CPHR certification.

The CPHR Competency Framework is the foundation on which the CPHR designation rests. It is used by:

• Employers and the public to better understand the value of CPHRs• The academic community in the design and development of

course curriculum and profession specific programs• CPHR holders to validate their skills and abilities and

articulate their value as a CPHR• CPHR holders and Member Associations for continuing

professional development (CPD) requirements• Future CPHRs to help them understand the knowledge,

skills, and abilities required to become a CPHR

Appendix 9 . . . . . . . . . . . . . . . . . . CPHR Competency Framework

Resolves Complaints against Members by Clients and the Public

Investigates and Disciplines MembersProfessional Conduct

If a member of CPHR Manitoba or member of the public believes that an active member of CPHR Manitoba has committed a breech in the CPHR Canada Code of Ethics, they can make a formal complaint to the Professional Conduct Committee of CPHR Manitoba care of the CPHR Manitoba CPHR Registrar.

The Professional Conduct Committee is the body appointed by the association to receive complaints. The committee is comprised of CPHR members from the general membership and may not include any Board members. The committee exists to hear and rule on membership disciplinary matters and has the authority to make final decisions. If those decisions are appealed, the CPHR Manitoba Board of Directors acts as the Appeal Committee.

To be considered for adjudication, the complaint must be received within the latter of 6 months of the alleged violation or 6 months from the date on which the Complainant knew or reasonably ought to have known of the alleged violation.

Either on its own accord or at the request of a member, any member Association may formulate and file a complaint where the available information suggests that a member’s conduct appears to contravene the Code. This may avoid members confronting each other directly.

The decision whether to file a complaint on its own behalf rests solely with the Association. While members may request that their Association file a complaint, no member may compel an Association to do so. The failure or refusal of an Association to file a complaint does not affect an individual member’s right to do so. Where an Association files a complaint, the Association is the Complainant and has the rights of a Complainant as provided herein.

Where the discipline results in the revocation of the designation, the name of the disciplined member will be published.

Information on the Complaints Process can be accessed by the public on the CPHR Manitoba website.

Appendix 10 . . . . . . . . . . . . . . Operating Procedures Professional Conduct Committee

31

Section No. 4Skills and Knowledge of Members


OverviewAll members of CPHR Manitoba benefit from the skills and knowledge developed and delivered through the association to its members. Designated CPHRs are required to complete one of five specified routes to obtain their CPHR, then to complete their Annual Professional Development Requirements to keep their designation current.

Education

Prescribed Program of Study; Course Work; Certificate or DegreeRoutes to Obtaining the CPHR

CPHR Designation

CPHR Manitoba membership in good standing

PATH 1DEGREE

PATH 2NON-DEGREE

PATH 3ACCREDITED DIPLOMA

PATH 4ACCREDITED

DEGREE/MASTERSPATH 5

SENIOR LEVEL

DegreeAny major

AccreditedDiploma in HR

Accredited Masters or Degree

in HR

3 yearsProfessional HR

Experience


Experience


Experience


Experience


Experience

10 yearsSenior Professional HR

Related Experience

NKENational

KnowledgeExam

DegreeAny major

NKENational

KnowledgeExam

DegreeAny major or HR

diploma

33

As described in the chart on the previous page, there are multiple different routes to obtaining the CPHR designation. In order to meet the needs of a profession with professionals coming from a diversity of backgrounds, the number of routes to obtaining the CPHR were expanded in early 2016.

Routes #2 through #5 were newly introduced and currently no members of CPHR Manitoba have received the CPHR through these methods.

Additionally, those transferring into Manitoba from other CPHR Canada member provinces who currently have the CPHR would be granted the CPHR in Manitoba. Ontario is not a member of CPHR Canada but has three levels of designation available. Members transferring from Ontario are evaluated to ensure they meet CPHR Canada criteria before granting the CPHR in Manitoba.

Due to international memorandums of understanding signed with SHRM, NAHRMA, and WFPMA, International HR professionals may be eligible to receive the CPHR in Manitoba.

Advanced Education — College or UniversityPost-Secondary Institution (PSI) Accreditation Program

All Post-Secondary Institutions in Manitoba with credit-level human resources programs (degree, diploma, and certificate) are eligible to participate in this program. The core curriculum content in each program must meet a minimum of 80% of the CPHR Competency Framework. Each PSI must complete a thorough application including the details of each course in their program.

Applications are reviewed by a committee and following approval are granted a two (2) year accreditation agreement.

Following the success of the two (2) year accreditation, CPHR Manitoba and the [PSI] may sign a new five (5) year accreditation agreement, where the [PSI] agrees to inform CPHR Manitoba of any substantial changes to the HR program to maintain continuation of the accreditation.

Accreditation will be awarded for five (5) years, after which the post-secondary institution will be able to renew the accreditation unless significant changes have taken place, in which case a review of the HR program will be required.

Accreditation will only be valid for the structure and content of the program as submitted. If either the structure or content of the accredited program changes significantly a new application would need to be submitted.

Students graduating from an Accredited PSI would be eligible to apply for an NKE waiver, allowing them to obtain the CPHR without writing the NKE.

At present, six post-secondary programs have applied for the waiver and their applications have been approved.

National Knowledge Exam (NKE)The National Knowledge Exam® (NKE) assesses one’s understanding of the Competency Framework as they relate to academic knowledge. Academic knowledge refers to basic facts, policies, practices, methods, legislation, etc. It is information that can be written into procedures and transferred fairly accurately during the learning process. Examples of academic knowledge include: the rights and responsibilities of management and labour during union organizing and negotiation processes; the various methods of training and developing staff; and human rights, employment equity and pay equity legislation.

The NKE’s questions are based on the content in the following nine HR-related areas, or functional dimensions, under which the Competency Framework is organized.

Strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11%Professional Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12%Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11%Workforce Planning and Talent Management . . . . . . . . . . . . .11%Employee & Labour Relations . . . . . . . . . . . . . . . . . . . . . . . . . .11%Total Rewards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11%Learning and Development . . . . . . . . . . . . . . . . . . . . . . . . . . .11%Health, Wellness, and Safe Workplace . . . . . . . . . . . . . . . . . . .11%HR Metrics, Reporting and Financial Management . . . . . . . . .11%

The NKE is held twice each year, on the first Saturday in June and November. Each Member Association of CPHR Canada arranges for an exam sitting(s) on the above noted date.

The national pass rate for the exam is around 60% which means the exam is neither too difficult nor too easy.

Once a member has successfully passed the NKE, they are considered job ready and given the title of CPHR Candidate.

CPHR Canada, working with the provincial associations, is responsible for the exam design and coordination.

CPHR Canada’s exam vendor is: Assessment Strategies Inc. (ASI) provides customized licensure and certification tests. They design, develop and administer credentialing programs and associated products. They have over 40 years of experience in

34

SECTION NO. 4 SKILLS & KNOWLEDGE OF MEMBERS


providing comprehensive, bilingual, customized expertise in competency-based testing, including competency development and test administration services and products. All of their tests are valid, reliable, psychometrically sound and defensible. A diverse clientele including professions, associations, regulators and sector councils come to us for licensure and certification tests.

NKE – Exam Questions

The Item Writing Committee, which consists of 6-8 subject matter experts, writes assessment items through a combination of remote and in-person item writing. Item Writing Committee members are experienced human resources (HR) professionals and have an in-depth understanding of the competencies related to HR positions. The Item Writing Committee includes a mix of participants from various geographic jurisdictions and areas of HR expertise.

The Item Writing Committee participates in in-person meetings 1-2 times per year, for 3-5 days per meeting, to write, review, and approve items for the National Knowledge Exam (NKE) item bank. These meetings are facilitated by ASI. The Item Writing Committee is asked to participate in an item writing training web conference approximately 3 weeks prior to the in-person meeting, also facilitated by ASI. Each Item Writing Committee member is also asked to write approximately 10 items during the 3 week duration between the item writing training web conference and the in-person meetings.

Item quality is a key determinant of the validity and reliability of the test and also influences candidate perceptions of the test. The items continue to be developed and banked until there are sufficient items to prepare a test form, as well as additional items for experimental questions, anchor questions, instruction guides, preparation guides, replacement questions and future tests.

Item development is followed by an editorial review to ensure clarity. Items, particularly for licensure tests, are then pilot tested, often as experimental items and statistically analyzed to determine suitability. Items with poor statistics are revised or deleted.

A blueprint (test specifications plan based on the CPHR Competency Framework), which sets out for the examination the competency areas to be tested and the percentage of questions in each area, is then generated. This blueprint acts as the foundation for the development of the testing instrument.

Validation of Exam

In order to validate the exam, the CPHR Canada pulls together an Examination Committee. The Examination Committee, which consists of 6-8 subject matter experts, are experienced HR professionals and have an in-depth understanding of the competencies related to the position, and cannot be a member of the ‘Item Writing Committee’. The primary role of the Examination Committee is to approve the examination. The Examination Committee includes a mix of participants from various geographic jurisdictions and areas of HR expertise.

The Examination Committee participates in in-person meetings once per year for 4 days, facilitated by ASI, to approve the NKE for the June and November administrations for that year. The Committee also performs the Angoff process for the June and November examinations during this meeting, which is used to establish an initial passmark for the June and November examinations.

Once all items have passed the review and revision process and a preliminary form of the test has been produced, a passmark is established. This standard is set in reference to the content and level of difficulty of the test questions. The most common technique for establishing a passmark is known as the Angoff method. This process is important for proper standard setting and for equating test forms as the items change.

Training

Articling or ApprenticeshipValidation of Professional Experience (VPE)

The Validation of Professional Experience (VPE) requires CPHR Candidates to demonstrate either three, eight or ten years of professional experience in human resources (depending on the route). The VPE requires CPHR Candidates to demonstrate experience at the professional level, which means that Candidates must be using technical HR knowledge and have a level of autonomy in the application of their HR knowledge. Duties that are purely administrative requiring no HR knowledge are not considered.

Experience must cover at least two of the nine functional dimensions of the CPHR Competency Framework or demonstrate depth of experience in one functional dimension.

Appendix 11 . . Validation of Professional Experience Handbook

Appendix 12 . . . . . . . Validation of Professional Experience Form

35

Designation as a Qualified Member and Certification by Society Once a candidate has completed the education and validation of professional experience requirements, they become a designated CPHR. They receive a Certificate from the CPHR Manitoba and a CPHR lapel pin. They have the authority to use the CPHR designation following their name.

CPHR Manitoba maintains a provincial register of designated CPHRs currently for use by members. Once self-regulated, the expectation is that the list would be made available to the public.

Where a designation has been revoked, the certificate and pin is recalled and the name is removed from the provincial registry.

Mandatory On-going Training to Maintain Evolving Standards set by the Governing BodyContinuing Professional Development (CPD)

Following certification as a CPHR, one must meet the Continuing Professional Development requirement on an annual basis. The CPD requirement is intended to ensure that CPHRs continue to grow in their competence and professional capabilities. By requiring a minimum number of hours each year we can ensure that CPHRs are continually staying current in the profession.

CPHRs are required to report a minimum of 100 hours of professional development activity in each three year period on a cumulative basis and a minimum of 20 hours each year in order to maintain the CPHR designation. Continuing Professional Development (CPD) signifies continued mastery of the CPHR Competency Framework.

Appendix 13 . . . Continuing Professional Development Summary of Qualifying Activities

Continuing Professional Development (CPD) Audit Process

In conjunction with the national requirements as established by the CPHR Canada, CPHR Manitoba is required to perform an annual audit of 3% of CPHR members for their CPD hours.

Audits are conducted to ensure the integrity and standard of professionalism reflected in the granting of the CPHR designation. CPHR members are selected by random draw and notified by mail if selected. If audited, a CPHR holder must provide supporting documents for all CPD hours gained in the previous three (3) year period to the CPD Audit Committee within 30 days. The audit will verify both the minimum 100-hour requirement for the previous three (3) years as well as the minimum twenty (20) hour annual requirement.

FCPHR

The Fellow CPHR award is a prestigious honorary award that recognizes members of CPHR Manitoba who have made exemplary contributions to the profession. The FCPHR recognizes leadership, outstanding achievement and exceptional contribution to the profession.

FCPHR nominees must meet the following minimum requirements:

1. Current CPHR designation held for a minimum of 5 years2. Minimum of 10 years of HR experience3. Be a member in good standing of CPHR Manitoba4. Be physically located in Manitoba5. The candidate is an active HR practitioner and he/she

must be prepared to recertify as a CPHR as per existing provincial/national guidelines

6. Cannot be on CPHR Canada/CPHR Manitoba or national committees

36

SECTION NO. 4 SKILLS & KNOWLEDGE OF MEMBERS


“We feel self-regulation will benefit all Manitoba businesses and the Provincial economy by strengthening the internal capacity of our businesses to succeed. In our business, we see first-hand the impact of CPHRs in minimizing risk in the areas of employment legislation and health and safety training and risk management.”

Judy A. Murphy, BA, FCPA, FCA, CEC

President & Chief Executive Officer


37

Section No. 5Fiduciary Responsibility


The leadership of CPHR Manitoba understands that dual-object professional organizations (which regulate the profession and act as the professional association) may at times balance two mandates which may be at odds. The board and staff are aware that with self-regulation comes the responsibility to always act in the public’s best interest first and foremost. We have seen very recently a dual-object professional organization that has been stripped of its self-regulation status in another province because the organization did not adequately protect the public from unethical behaviour by its professionals. This has only served to solidify our dedication to ensure we are always acting in the public’s best interest.

The fiduciary responsibility of CPHRs is based on the Code of Ethics and Rules of Professional Conduct established by CPHR Canada and upheld locally by CPHR Manitoba.

To act in the best interest of the client

Today, CPHRs in Manitoba have a professional responsibility to act in the best interest of their client, who is typically their employer. They balance this responsibility with accountability to employees, volunteers and other stakeholders. They also work with unions to create environments that serve employers, employees and their representatives.

Once self-regulation is achieved, CPHRs will have the designated professional authority, responsibility, accountability and capacity to ensure established standards of best practice are upheld across the organization in which they are employed.

To act in the best interest of the public

Today, CPHRs in Manitoba have a professional responsibility to also act in the best interest of the public, in this case, employees and their families.

Once self-regulation is achieved, CPHRs will have the designated professional authority, responsibility, accountability and capacity to ensure established standards are upheld by, and for, employees and their families, protecting them from physical, professional and financial consequences of workplace risk.

To act in the best interest of the profession

The primary purpose of this self-regulation process is to provide CPHRs across Manitoba with strengthened authority, responsibility, accountability and capacity to act in the best interest of the profession by upholding the highest standards of HR practice.

Once CPHRs are legally bound to the Code of Ethics and Rules of Professional Conduct and other regulations and by-laws, CPHRs will be required by their profession to fulfill their roles with the integrity described therein.

This will provide CPHRs with a strengthened mandate to develop and protect safe and effective workplaces across Manitoba, and in doing so, balance the sometimes conflicting needs of employers and employees.

39

July 20, 2017

The Honourable Cameron FriesenMinister of FinanceProvince of Manitoba358 - 450 BroadwayWinnipeg, MB R3C 0V8

Dear Minister Friesen:

I am writing to share the support of Safety Services Manitoba for CPHR Manitoba’s submission for self-regulation of Chartered Professionals in Human Resources in Manitoba.

We feel self-regulation will benefit all Manitoba businesses and the Provincial economy by strengthening the internal capacity of our businesses to succeed. In our business, we see first-hand the impact of CPHRs in minimizing risk in the areas of employment legislation and health and safety training and risk management.

We understand that because CPHR Manitoba is seeking Title Protection under a public act, not Scope of Practice Protection, Manitoba employers will not be required to hire CPHRs to fill their Human Resources roles, but will be encouraged to do so, to ensure they are getting the best standards of practice available in Canada. Also, currently employed non-CPHRs will maintain their ability to practice HR and they will not be required to become members of CPHR Manitoba.

We feel that self-regulation of CPHRs in Manitoba will:

- Protect business owners and employers from unnecessary financial and legal risk enterprise-wide in areas such as: employment standards and regulation; health and safety; fairness and equity; policy and decision support; and more;

- Protect employers through current and fluid employment issues such as legalization of Marijuana; transgender workplace issues; health and safety risk management and return to work, immigration and labour; and more;

- Strengthen the resilience of Manitoba’s economy by strengthening the economic performance and resilience of industry players; - Protect board members and executives by strengthening governance models and related fiduciary responsibilities;- Protect employees’ health and safety; - Reduce the administrative burden on employers in relation to standards and regulations;- Reduce the burden of oversight on government with respect to labour standards and regulations.

In short, Safety Services Manitoba feels that self-regulated CPHRs will improve the business landscape in Manitoba, reduce financial and legal risks for employers and employees and increase the likelihood of success for our members in achieving their business goals.

Sincerely

Judy A. Murphy, BA, FCPA, FCA, CECPresident & Chief Executive Officer



On behalf of the Manitoba Chambers of Commerce, our 71 local Chambers and close to 10,000 business members, please accept this letter supporting CPHR Manitoba’s submission for self-regulation of Chartered Professionals in Human Resources in Manitoba.

We feel self-regulation will benefit our members, all Manitoba businesses and the Provincial economy by strengthening the internal capacity of our businesses to succeed and by minimizing risk.



- Protect business owners and employers from unnecessary financial and legal risk enterprise-wide in areas such as: employment standards and regulation; health and safety; fairness and equity; policy and decision support; and more.

- Protect employers through current and fluid employment issues such as legalization of Marijuana; transgender workplace issues; immigration and labour; and more.

- Strengthen the resilience of Manitoba’s economy by strengthening the economic performance and resilience of industry players.

- Protect board members and executives by strengthening governance models and related fiduciary responsibilities;

- Protect employees’ health and safety;

- Reduce the administrative burden on employers in relation to standards and regulations;

- Reduce the burden of oversight on government with respect to labour standards and regulations.

In short, the Manitoba Chambers of Commerce feels that self-regulated CPHRs will improve the business landscape in Manitoba, reduce financial and legal risks for employers and employees and increase the likelihood of success for our members in achieving their business goals.

Thank-you,

Sincerely

Chuck DavidsonPresident and CEOManitoba Chambers of Commerce



I am writing to share the support the Morden & District Chamber of Commerce for CPHR Manitoba’s submission for self-regulation of Chartered Professionals in Human Resources in Manitoba.

We feel self-regulation will benefit our members, all Manitoba businesses and the Provincial economy by strengthening the internal capacity of our businesses to succeed and by minimizing risk.



- Protect business owners and employers from unnecessary financial and legal risk enterprise-wide in areas such as: employment standards and regulation; health and safety; fairness and equity; policy and decision support; and more.

- Protect employers through current and fluid employment issues such as legalization of Marijuana; transgender workplace issues; immigration and labour; and more.

- Strengthen the resilience of Manitoba’s economy by strengthening the economic performance and resilience of industry players.

- Protect board members and executives by strengthening governance models and related fiduciary responsibilities;

- Protect employees’ health and safety;

- Reduce the administrative burden on employers in relation to standards and regulations;

- Reduce the burden of oversight on government with respect to labour standards and regulations.

In short, the Morden & District Chamber of Commerce feels that self-regulated CPHRs will improve the business landscape in Manitoba, reduce financial and legal risks for employers and employees and increase the likelihood of success for our members in achieving their business goals.

Thank-you,

Sincerely

Candace OlafsonMorden & District Chamber of Commerce

Appendices


Appendix 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . National Code of Ethics and Rules of Professional Conduct

Appendix 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Governance Policies

Appendix 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . By-laws

Appendix 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2012–2013 Annual Report




Appendix 8 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chapter Operating Terms

Appendix 9 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Membership Categories 2016-2017

Appendix 10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CPHR Competency Framework

Appendix 11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . Operating Procedures Professional Conduct Committee

Appendix 12 . . . . . . . . . . . . . . . . . Validation of Professional Experience Handbook

Appendix 13 . . . . . . . . . . . . . . . . . . . . . Validation of Professional Experience Form

Appendix 14 . . . . . . . . . . . . . . . . . . . . . . . . . .Continuing Professional Development Summary of Qualifying Activities

55

Code of Ethics & Rules of Professional Conduct

ForewordThe Code of Ethics and the Rules of Professional Conduct sets out the ethical standards human resource professionals are expected to meet. These standards require ethical conduct, competent service and good character and provide both broad general principles and some details about how those principles should be applied in practice.

DefinitionsIn this Code of Ethics and Rules of Professional Conduct the following definitions apply:

“Association” means the provincial Human Resources Association (CPHR MANITOBA).

“CPHR Manitoba” means Chartered Professionals in Human Resources Manitoba.

“CPHR” means the Chartered Professional in Human Resources designation issued by an Association.

“Code” means this Code of Ethics and Rules of Professional Conduct.

“Confidential Information” means any information that is provided to a Member with the reasonable expectation that such information not be divulged except for the purposes for which it was provided.

“Member” means a member in good standing of CPHR Manitoba holding the CPHR designation or other form of membership duly recognized by the Association.

“Profession” means the profession of human resources management.

IntroductionAs the provincial association dedicated to strengthening the human resources profession in Manitoba, a fundamental objective of CPHR Manitoba is to protect the interests of the public by ensuring that human resources professionals are competent and conduct themselves in an honourable and ethical manner.

The Code sets out the duties owed by human resources professionals to employers, clients, employees, other professionals, the Association, and the public. It applies to all Members whether working as employees, consultants or independent practitioners. The Code applies when a member provides services outside of their own jurisdiction but other jurisdictions may impose their own local standards and, to the extent they differ from the Code, local standards take precedence over the Code.

The content of the Code represents the Associations’ minimum standards of acceptable professional conduct or behaviour. While the Code intends to provide clear and prescriptive guidance in ethical issues, it will not exhaust the full range of ethical issues that the member may encounter nor does it extinguish or replace the need for Members to exercise sound professional judgement.

Breaches of the Code may result in disciplinary action by the Association where appropriate.

Members are subject to discipline by CPHR Manitoba for any professional misconduct, conduct unbecoming or incompetence no matter where the conduct occurred.

Penalties where a member is found to have breached the Code may include a reminder, a reprimand, suspension of membership in the Association or cancelation of membership and removal of the CPHR designation.

Index to CodeDuties to Public

P101 Observe the law

P102 Do not look for ways to circumvent the law

P103 Duty to try and stop illegality

P104 Do not retaliate when someone complains

P105 Know your limits

P106 Use best practices and standards

P107 Continuing professional development and mentoring

P108 Notify Association if charged criminally

P109 Notify Association if charged by professional organization

P110 No false or misleading statements or reports

P111 Don’t misuse Association information

P212 Keep information about an Association investigation confidential

56

APPENDICES


APPENDIX 1

Duties to the ProfessionP201 Appropriate conduct

P202 Know the Code and other Association guidelines

P203 Report breaches of the Code

P204 Ensure compliance with the Code by those you supervise

P205 Do not permit unqualified work

P206 Enhance public image of profession

P207 Meet your financial obligations

P208 Reply to communications from Association

P209 No unfair criticism of others

P210 No misrepresentation of credentials

P211 Public statements on behalf of Association

P212 Commenting on tribunals

P213 Identify yourself as a Member

P214 If membership revoked return certificate

P215 If you breach Code fix it and report it

P216 Cooperate with Association investigations;

P217 Do not interfere with Association investigations

P218 Compliance with sanctions

P219 Improper use of firm name

Duties to Clients and Employers

P301 Put aside personal interests

P302 Don’t act contrary to client’s or employers interests

P303 Avoid conflicts of interest

P304 Attention to needs of employees and public not a conflict

P305 Give notice when a conflict arises

P306 Disclose details of conflicting interest

P307 Only accept compensation from clients or employer

P308 Give independent advice

P309 Act impartially

P310 Keep proper records

P311 Clarify retainer details

P312 Marketing must be true and verifiable

P313 Right to make referrals

P314 Representation in disputes

P315 Withdrawal

P316 Joint retainers

P317 Insurance

P318 No misleading firm names

P319 Fees must be fair and reasonable

P320 Charging interest

P321 Collecting accounts

P322 Disclosing Association contact information

Duties to Individuals

P401 Respect people’s dignity and rights

P402 Good practices and policies

P403 Health and safety

P404 Respect confidentiality

P405 Don’t misuse confidential information

P406 Report imminent risk immediately

P407 Disclosure when compelled by law

P408 Return of confidential information

P409 Removal or destruction of client or employer information

P410 No harassment or discrimination

P411 Courtesy and civility

CPHR Manitoba Code of Ethics and Rules of Professional ConductThis Code encompasses four fundamental duties:

1. Duties to the public

2. Duties to the profession;

3. Duties to clients and employers;

4. Duties to individuals

On rare occasions where duties conflict, the duties to the public are always paramount, followed by the duties to the profession.

57

Duties to the PublicPrinciple P1: Members have a duty to discharge all of their professional responsibilities honourably, competently and with integrity. Particularly,

P101 Members must observe all applicable laws, including statutes, regulations and by-laws. They are not to knowingly contravene the law nor shall they condone or support others who attempt to do so.

P102 A Member shall not act in a manner which intends to circumvent the law provided however that Members may advise clients or employers how to structure their affairs in a way which best serves their needs within the law, or how best to remedy a contravention of the law.

P103 A member discovering an illegal act in the performance of their duties shall take whatever appropriate measures they reasonably can to stop or correct the illegal act, including reporting the illegal act to the person from whom the member takes instruction, and, if that person refuses to take appropriate action, reporting the illegal act progressively up the organization’s chain of command.

P104 A member shall not knowingly retaliate, participate in, or condone any act of retaliation against any individual or individuals properly exercising their right to initiate a complaint, criticism or grievance.

P105 A Member shall bear in mind the limitations of their skills, knowledge, and experience and only take on work for which they possess the, knowledge, experience, and skills required to carry out the work or for which they are able to acquire the requisite knowledge, experience and skills in a reasonable time.

P106 A Member shall perform their duties in a manner consistent with best practices and generally accepted standards of human resources management.

P107 A Member shall maintain and enhance their knowledge and skills through continuing professional development, mentorship, and exposure to growth opportunities that arise, and shall comply with all continuing professional development requirements of their Association

P108 A Member who is charged with any criminal, provincial or territorial offence shall immediately inform the Association of those charges and in due course of how they are disposed of.

P109 A Member shall immediately report to the Association if they are charged with professional misconduct, incompetence or incapacity, in any jurisdiction, whether such findings relate to the member’s practice of human resources management or any another profession and also report on the ultimate disposition of those charges.

P110 A Member shall not, falsify or cause to be falsified any statement or report or allow misleading statements or reports to remain uncorrected and, if Members becomes aware of inaccurate human resource related statements or reports originating elsewhere they shall take reasonable steps under the circumstances to report those misleading statements or reports to the parties affected.

P111 A Member shall only use Association information, including information from the Association’s register, for the purposes for which it was intended.

P112 Members shall treat any information about ongoing investigations by the Association as confidential.

Duties to the ProfessionPrinciple P2: Members have a duty to protect and promote the profession and to cooperate with the Association. Particularly,

P201 A Member shall avoid any behaviour that is unbecoming a professional and refrain from acts in both their professional and personal lives that bring disrepute to the profession or jeopardize confidence and trust in the profession.

P202 A Member shall know and understand of the Code and other directives or guidance from the Association regarding member obligations that may from time-to-time be issued by the Association.

P203 A Member has the right to trust that all Members will conduct themselves in compliance with the Code and that acts or omissions that appear to breach the Code shall be reported to the Association.

P204 A Member with supervisory responsibility over other Members shall ensure that those working under their supervision understand and comply with the provisions and requirements of the Code, and that a breach of the Code by a subordinate of a Member may be attributable to the Member where it is determined that the Member was, or ought to have been, aware of the breach.

58

APPENDICES


APPENDIX 1

P205 A Member shall not direct another Member, other professional, or any other person to perform human resources management functions for which they are not sufficiently trained, skilled or competent to perform without adequate support.

P206 A member shall project a positive public image of the profession.

P207 A Member must promptly meet their financial obligations in relation to the practice of the profession.

P208 A Member must reply promptly and completely to communication from the Association.

P209 A Member shall not publicly criticize another Member or other Members in a manner which is unfair, unreasonable or inaccurate.

P210 A Member shall not obtain admission to membership in an Association by means of misrepresentation and shall notify the Association immediately should they become aware of any member gaining membership by questionable means.

P211 A Member shall not make public statements which may be interpreted as representative of the Association or its views unless authorized to do so by the Association.

P212 A Member shall not, directly or indirectly, comment publicly on any matter pending before a commission of inquiry, body, or other tribunal.

P213 A Member shall identify themselves to their employer or client as a Member of the Association and of any qualification granted by the Association such as the CPHR designation. A Member shall, in environments deemed appropriate, display any Association certificates and awards in such way that they are readily and clearly visible.

P214 A Member, whose certificate has been cancelled or revoked for any reason shall return their certificate without delay to the Association.

P215 A Member who believes or should reasonably believe they have committed a breach of the Code, shall take appropriate action, at earliest occasion, to satisfactorily address the consequences of the breach, including reporting the breach to those affected by the breach.

P216 A Member shall cooperate fully with the Association in any investigation or disciplinary processes, including responding promptly and candidly to any requests of the Association, appearing before the Association if requested to do so, and furnishing any documents or records requested by the Association.

P217 A Member shall not interfere with any Association investigation or disciplinary process nor shall a Member communicate with a person having filed a complaint against the member on any matter regarding the complaint or any matter arising from that complaint, without prior permission of the Association.

P218 A Member shall promptly comply with any sanctions imposed by the Association as a result of a disciplinary process and shall adhere to any undertaking or agreement made in connection with that process.

P219 A Member shall not permit their firm name to be used or associated with any pronouncement, or act which could be of such a nature as to discredit the profession.

Duties to Clients and EmployersPrinciple P3: Members have a duty to act in the best interest of their clients and employers. Particularly,

P301 A Member shall pursue the interests of their client or employer, setting aside personal motivations and beliefs.

P302 A Member shall not promote services, accept assignments or engagements, conduct work, or provide advice that is contrary to the best interest of a client or employer.

P303 A Member shall not accept or perform work that puts or has the potential to put their personal interest or the interest of other clients in conflict with the interest of their client or employer, without the informed consent of the employer or client.

P304 While acting in the best interests of the client or employer, it does not constitute a conflict of interest to be mindful of the needs and interests of employees and the public.

P305 If a conflict of interest is identified, a member shall immediately notify the clients or employer affected of such conflict and request authorization to proceed, or to alternatively be released, from the assignment.

59

P306 Subject to any confidentiality arrangements, members shall disclose to a client, or prospective client any personal, professional, or other business interests that may jeopardize the client’s confidence in the integrity, objectivity or capacity of the member to act independently.

P307 A member shall not accept any commission, rebate, or other benefit in connection to a matter other than the compensation to which the member is entitled from their client or employer without the specific consent of that client or employer.

P308 A Member shall provide informed views and recommendations and always render objective and independent advice.

P309 A Member shall endeavour to act in an impartial and unbiased manner and shall act in good faith towards all parties at all times.

P310 A Member shall maintain complete and appropriate records as might be reasonably expected for the matter for which they are engaged.

P311 A Member shall be clear in communications with clients and employers, and where appropriate, shall confirm arrangements and understandings in writing, including the scope of the engagement objectives, nature of services to be rendered, proposed work plan, identities and qualifications of assignment team, and fees and billing arrangements including the treatment of expenses, disbursements, and applicable taxes.

P312 All marketing and promotion activities by a Member must be demonstrably true, accurate and not misleading and consistent with a high standard of professionalism.

P313 A Member may refer the employer or client to another Member, expert or other professional or request authorization from the employer or client to consult another Member or other professional, or any other expert where they determine it is in the best interest of the client or employer. A member shall also recognize the employer or client’s right to consult others and shall work diligently with any other Members, experts or other professionals consulted by the employer or client.

P314 A Member may be called on to represent other persons or organizations at various labour and employment boards and tribunals. A Member, when representing persons or organizations, shall identify themselves as a member of their Association, and shall not advise or represent more than one party to a dispute,

P315 A Member shall not withdraw from a matter except for good cause and upon giving reasonable notice. A Member may, upon reasonable notice, terminate an engagement when:

(a) the member’s professional independence has been compromised;

(b) the member is in a conflict of interest;

(c) the member believes their health, safety, or well-being to be in jeopardy;

(d) client confidence has been lost;

(e) the client has failed to cooperate, has been deceitful, or has been unresponsive;

(f) the client has failed to pay the member’s fees or billings when due; or,

(g) the client has attempted to induce the member to commit a discriminatory, fraudulent, illegal, or negligent act.

P316 In a circumstance where there is no conflict of interest, a Member may represent multiple clients in a matter, provided all clients agree and the Member clarifies the expectation of each client about sharing of confidential information between clients.

P317 A Member when acting for a client who is not their employer shall maintain appropriate insurance coverage, including errors and omissions, malpractice, and directors’ and officers’ insurance commensurate with the risk exposure of their work.

P318 A Member shall not engage in practice under a name which is misleading as to the nature of the firm or the nature of the functions performed, or which is confusing or deceptive.

P319 Fees charged by Members must be fair, reasonable and fully disclosed.

P320 A Member may charge reasonable interest on an outstanding account of fees, expenses and disbursements in keeping with the written engagement letter, contract or other agreement with the client or upon reasonable notification to the client.

P321 A Member, in attempting to collect accounts owed to them by a client, shall do so in a civil manner and tone and shall exhaust all other reasonable means before initiating legal action.

60

APPENDICES


APPENDIX 1

P322 Upon request, a Member shall provide the contact information of their Association and information about how to access this Code.

Duties to IndividualsPrinciple P4: Members must at all times act in a manner that advances the principles of health and safety, human rights, equity, dignity, inclusion and overall wellbeing in the workplace. Particularly,

P401 A Member shall respect the dignity and rights of all individuals.

P402 A member engaged in the practice of human resources management shall ensure that the policies, practices, and processes they use respect the rights and protect the wellbeing of all individuals.

P403 A member shall encourage the development and enforcement of appropriate health and safety standards.

P404 A Member shall ensure the confidentiality of information and records in their possession or in the possession of those under their authority and mandate, and that all records, in whatever format, are securely stored and shall comply with all privacy laws applying to the collection, use and disclosure of personal information in the jurisdiction in which they practicing.

P405 A Member shall not use confidential information acquired in the course of their work for their own benefit or gain.

P406 A Member shall, where there are grounds to believe that there is imminent risk of bodily or psychological harm or death, or that a crime is likely to be committed, immediately report it to appropriate authorities, and keep a record of all relevant information in connection with the matter.

P407 A Member, when required by law or by order of a court or tribunal of competent jurisdiction, shall disclose confidential information, only to the extent it is ordered.

P408 A Member shall at the conclusion of any matter, or upon request by their client, return all confidential information to the client.

P409 A member shall not remove, cause to be removed, or destroy any information from the premises of the member’s employer or client, unless authorization has been granted or can reasonably be inferred.

P410 A Member shall not engage in or condone any act of disrespect, intimidation, harassment, physical violence, acts causing psychological or mental distress, or any acts of discrimination on the grounds prohibited in the human rights legislation in the jurisdiction where the Member is practicing.

P411 A Member shall be courteous and civil and act in good faith with all persons with whom the Member has dealings in the course of their practice.

61

POLICY TYPE: Governance ProcessPOLICY TITLE: Global Governance Commitment (GP1)

Approved by Board of Directors

Date: June 20, 2013

The Directors of CPHR Manitoba are elected by its members as defined in the Bylaw of the CPHR Manitoba. The Board is committed to appropriate governance and will comply with the governance document and with the Board Job Description contained therein, when overseeing the affairs of CPHR Manitoba in order to fulfill its core purpose.

POLICY TYPE: Governance ProcessPOLICY TITLE: Governing Style (GP2)


Date: June 20, 2013

The Board will govern with transparency, integrity, ethics and professionalism and an emphasis on:

• Outward vision and championing the strategic position of the HR profession in Manitoba while balancing future and present;

• Acting collaboratively with other provinces, but understanding that the first priority is what is best to advance the profession in Manitoba;

• Collective rather than individual decisions; • Proactivity rather than reactivity; • Clear distinction between Board and Chief Executive

Officer roles; and • Collaboration within the Board;

Accordingly, the Board will:

• Cultivate a sense of group responsibility. The Board, not the staff, will be responsible for excellence in governing. The Board will be the initiator of governance policy, not merely a reactor to staff initiatives. The Board will encourage diversity in viewpoints and use the perspectives and experience of individual members to enhance the ability of the Board as a whole, rather than to substitute individual judgements for the Board’s view.

• Direct, control and inspire the association through the careful establishment of written policies that reflect the Board’s values and perspectives.

• Enforce upon itself whatever discipline is required to govern with excellence. Discipline will apply to all matters

such as attendance, preparation for meetings, policy-making principles, professional communication, respect for roles and ensuring the continuance of governance capabilities.

• Ensure continual Board development that will include the annual orientation of new Board and Committee Members to the Board’s Governance Process and periodic Board discussion of process improvement.

• Not allow any officer, individual or committee of the Board to hinder or be an excuse for not fulfilling its commitments.

• Monitor its own processes and performance regularly. Self- monitoring will include comparison of Board activity and discipline to policies in the Governance Process and Board/CEO linkage categories.

POLICY TYPE: Governance ProcessPOLICY TITLE: Board Job Description (GP3)


Date: June 20, 2013

The Board understands that its job is to govern, not to manage. However, the Board agrees that they will retain decision making authority, as a unit, for the following:

• Strategic o Approve long term strategic partnerships

with other organizations; o Approve the strategic plan process; o Participate fully in the creation of the plan; and o Approve the plan. • CEO Oversight o Approve CEO compensation; and o Assure CEO performance against the Executive

Limitation policies and the strategic plan or if a plan is not in place, agreed upon deliverables and goals.

• Approvals of Committees and other Representatives o Review recommendations from Nominating Committee

and approve all committee chairs and members for both board and staff committees; and

o Select the representatives for boards outside CPHR Manitoba at the request of outside organizations.

• FCPHR o Create, develop and approve criteria for the awarding

of the FCPHR designation; and o Review recommendations from the Professional Standards

Committee and approve all FCPHRs to be awarded.

62

APPENDICES


APPENDIX 2

• Chapters o Create or dissolve chapters • CPHR Canada o Appoint CPHR Manitoba board representative

to CPHR Canada; and o Make decisions to opt in or out of CPHR Canada

standards on specific matters. • Appeals o Hear and rule on appeals, if required, to the decisions

of the Professional Conduct Committee. • Board Committee Oversight o Assign tasks to Board Committees; and o Review and approve recommendations from

all board committees. o This does not pertain to staff committees where the board’s

sole link to staff and staff committees is through the CEO.

POLICY TYPE: Governance ProcessPOLICY TITLE: Board Member Code of Conduct (GP4)


Date: June 20, 2013

The Board commits itself and its members to ethical, businesslike and lawful conduct including proper use of authority and appropriate decorum when acting as Board Members. Accordingly:

• All members of the Board will ensure that they are currently members in good standing;

• Members will attend meetings regularly and participate on a Board Committee;

• Members will attend the Annual General Meeting; • Members understand the importance of Board presence

at CPHR Manitoba events. Members are encouraged to attend events according to the Board’s annual plan;

• Members will understand the finances and policies of the Association;

• Members will be properly prepared for Board deliberation; members will exercise diligence and critically question and evaluate materials and information provided;

• Members will keep board meeting content confidential unless the board has authorized otherwise;

• Members have no authority to act on behalf of the Association unless the Board has specifically authorized them to do so;

• Members must not pressure the CEO or staff to use the services of an individual board member or of an individual board member’s company; and

• Members must represent unconflicted loyalty to the Association. This accountability supersedes any conflicting loyalty such as that to advocacy or interest groups and membership on other Boards or Staffs. It also supersedes the personal interest of any Board member acting as a “customer” or consumer of CPHR Manitoba’s services.

POLICY TYPE: Governance ProcessPOLICY TITLE: Conflict of Interest (GP5)


Date: June 20, 2013

A conflict exists at any time when an individual’s judgement is impaired due to other factors. It is the responsibility of the individual to self-declare any potential conflicts. The potential for real and perceived conflict of interest exists in not only the Board, but with members who participate on committees. This policy applies to both board and committee members.

• Board and Committee Members must avoid conflict of interest with respect to their responsibility:

o There must be no self-dealing or any conduct of private business or personal services between any Board member and the Association except as procedurally controlled to assure openness, competitive opportunity and equal access to “inside” information.

o When the Board or a Committee is to decide on an issue, about which a member has an unavoidable conflict of interest, that member shall absent her or him without comment from not only the vote, but the deliberation as well.

o Board Members must not use their positions to obtain employment for them, family members, or close associates. Should a member desire employment, he or she must first resign.

o Members will annually disclose their involvements with other organizations, with vendors, or any other associations which might produce a conflict.

o Any Board member or Committee member serving on an awards committee or any Board member where the Board is making the selection must remove themselves from the deliberation and the decision when the potential nominee or recipient is:

63

• The owner, employer or the employee of the board or committee member;

• A work colleague of the board or committee member; • A family member of the board or committee member; and • Any other situation identified by the Board or Committee

where an individual’s objectivity may be impaired. o The above would apply in the following situations: • Choosing speakers • Awarding contracts/choosing service providers • Selecting award recipients • Member discipline, accreditation and assessment • Creating strategic partnerships o It is incumbent on an individual board member or

committee member to remove him or herself from any discussion and decision when he or she feels that objectivity is impaired; and

o Should it be unclear as to whether a real or perceived conflict of interest exists, the decision will be made by vote of the Board or Committee.

POLICY TYPE: Governance ProcessPOLICY TITLE: Role of the Chair (GP6)


Date: April 29, 2015

The Chair must be a CPHR in good standing. The Chair ensures the integrity of the Board’s process and represents the Board to the membership and government in matters of ownership. The Chair has the authority to set the Board agenda and call board meetings.

Accordingly,

• The job result of the Chair is that the Board behaves consistently within its own rules and those legitimately imposed upon it, if any, from outside the organization

o Meeting discussion content will be only those issues which, according to Board policy, clearly belong to the Board to decide, not the CEO.

o Deliberation will be fair, open and thorough, but also timely, orderly and kept to the point.

• The authority of the Chair consists of making decisions that fall within topics covered by Board policies on Governance Processes and Board-CEO linkage, except where the Board specifically delegates portions of this authority to others. The Chair is authorized to use any reasonable

interpretation of the provisions in these policies. o The Chair is empowered to chair Board meetings with

all the commonly accepted power of that position (e.g. ruling, recognizing, etc.)

o The Chair has no authority to supervise or direct the CEO except as specifically directed by the Board

» The Board specifically directs the Chair to conduct the CEO performance evaluation with input from the board and within board approved criteria and process.

» The Chair will review reports of Designated Board Member(s) provided throughout the performance year and will add his or her own feedback to the reports and by no later than July 31 of each year provide a report to the Board on the CEO performance

o The Chair may delegate authority where not prohibited by policy, but remains accountable for its use.

• The Chair acts as spokesperson and communicates the following:

o Board stated positions to the membership and to government, where appropriate;

o Board approved governance model and other governance matters to the membership;

o Board discussed and approved positions on issues affecting the future of the profession; and

o The Chair may delegate above to the Chair Elect • The Chair will represent CPHR Manitoba, or request a

board-approved delegate, at CPHR Canada. • The Chair has the authority to address a Board member’s

performance if the Board member is not fulfilling his/her role as described in these policies or is acting outside of Board approved policy. The Chair will give special attention to the following policies: Role of the Board Member, Board Member’s Code of Conduct and Conflict of Interest.

• The Chair will ensure that the Governance Committee conducts an annual evaluation of Board effectiveness. (E.g. assessing the Board’s performance against its policies).

• The Chair will be a signing authority (as delegated by the Board) of the Corporation.

64

APPENDICES


APPENDIX 2

POLICY TYPE: Governance ProcessPOLICY TITLE: Role of the Chair Elect (GP7)


Date: June 20, 2013

The Chair Elect must be a CPHR in good standing. The Chair Elect assumes the duties of the Chair should the Chair be unable to carry out his or her duties.

The Chair Elect chairs both the Nominating Committee and the Governance Committee.

The Chair Elect is a signing authority (as delegated by the Board) of the Corporation.

POLICY TYPE: Governance ProcessPOLICY TITLE: Role of the Treasurer (GP8)


Date: June 20, 2013

The Treasurer must be a designated accountant (CPA).

The Treasurer chairs the Audit Committee and presents the audited financial statements at the Annual General Meeting.

The Treasurer is a signing officer of the corporation (as delegated by the board) and in addition signs the engagement letter with the external auditors and must be one of the signatures on the audited financial statements.

POLICY TYPE: Governance ProcessPOLICY TITLE: Board Committee Principles (GP9)


Date: February 25, 2015

Board committees will be assigned so as to reinforce the wholeness of the Board’s job and so as never to interfere with delegation from Board to the Chief Executive Officer.

Accordingly,

• Board committees are to help the board do its job, not to help or advise the staff. CPHR Manitoba has focussed the board’s work on matters pertaining to members as “owners”, not as “customers” and to matters concerned with

championing the strategic position of the HR profession and the CPHR in Manitoba. Board committees, therefore, will not generally have dealings with staff operations.

• Board committees may not speak or act for the Board except when formally given such authority for specific and time-limited purposes. Expectations and authority will be carefully stated in order not to conflict with authority delegated to the Chief Executive Officer.

• Board committees are to avoid over-identification with organizational parts rather than the whole. Therefore, a Board committee, which has helped the Board create policy on some topic, will not be used to monitor organizational performance on the same subject.

• Board Committee Chairs will take a lead role in fulfilling the work of the board committees by ensuring they are familiar with the committee TOR, ensuring meetings are called with appropriate notice, preparing and circulating agendas in advance of meetings, preparing and circulating minutes of meetings (which minutes will include attendance of committee members and carrying or pending items) and ensuring the committee members, as well as the Board Chair and CEO, receive copies of notices of meetings, agendas and minutes.

• The Board may choose to create a task force to address a particular area or issue.

• This policy together with CPHR Manitoba’s conflict of interest policy, applies to any group which is formed to assist the Board with its work, whether or not it is called a committee and regardless whether the group includes Board Members. It does not apply to committees under the authority of the CEO.

POLICY TYPE: Governance ProcessPOLICY TITLE: Audit Committee (GP 10)



Mandate and Purpose

The Audit Committee is created to assist the Board of Directors in fulfilling its oversight responsibilities in the following areas:

• Financial performance of the association; • Adequacy of internal controls present in the association; • Risk identification and risk mitigation strategies; • Liaison with external auditors; and • Other functions as may be assigned by the Board of Directors.

65

Composition

Chair: Treasurer

Committee Members: One additional board member and one to two representatives from the general membership with financial knowledge and expertise.

The Committee Members will be recommended by the Nominating Committee and appointed by the Board of Directors.

The Board Chair may sit ex-officio on any committee and should be invited to attend all Committee meetings (although attendance is optional).

The CEO often is required to assist the committees with their work and may attend committee meetings at their request.

Committee Terms of Reference

Committee responsibilities are detailed in the board-approved Committee Terms of Reference.

POLICY TYPE: Governance ProcessPOLICY TITLE: Professional Standards Committee (GP11)



Mandate and Purpose

The Professional Standards Committee exists to review and make recommendations to the Board on matters relating to certification, recertification, award criteria, FCPHR process and criteria and professional partnerships (e.g. universities).

Composition

Chair: CPHR Board Member appointed by the Board.

Committee: CPHR Board Members and CPHR association members. The Committee Members will be recommended by the Nominating Committee and appointed by the Board of Directors.





POLICY TYPE: Governance ProcessPOLICY TITLE: Professional Conduct Committee (GP12)



Mandate and Purpose

The Professional Conduct Committee exists to hear and rule on membership disciplinary matters. The Committee has the authority to make final decisions. If those decisions are appealed, the Board will serve as the Appeal Committee.

Composition

Chair: CPHR from the membership. Appointed by the Board based on recommendations from the Nominating Committee.

Committee: CPHR Board Members and CPHR association members. The Committee Members will be recommended by the Nominating Committee and appointed by the Board of Directors.

No Board and Committee Members will chair or participate in any way on this committee as the Board is the appeal committee.





66

APPENDICES


APPENDIX 2

POLICY TYPE: Governance ProcessPOLICY TITLE: Awards Committee (GP13)



Mandate and Purpose

The Awards Committee exists to make a recommendation of award recipients to the Board and to recommend award process improvements.

Composition

Chair: Representative from the Membership who is appointed by the Board on the recommendation of the Nominating Committee

Committee: Minimum 5 and maximum 7 individuals from the Membership and the Business and Academic communities. The Committee Members will be recommended by the Nominating Committee and appointed by the Board of Directors.





POLICY TYPE: Governance ProcessPOLICY TITLE: Legislative Review Committee (GP14)



Mandate and Purpose

The Legislative Review Committee exists to monitor current or proposed legislation pertaining to labour law and employment standards and to prepare recommendations to the Board for proposed CPHR Manitoba positioning on these matters.

Authority of the Chair

The Chair may form a task group and recruit subject matter experts for specific topics. The recruited subject matter experts will not hold ongoing membership on the committee.

Composition:

Chair: Lawyer from the Board.

Committee: Interested Board Members and members of the association. Members will be recommended by the Nominating Committee and appointed by the Board of Directors





67

POLICY TYPE: Governance ProcessPOLICY TITLE: Governance Committee (GP15)



Mandate and Purpose

The Governance Committee exists to make recommendations to the Board regarding board policies, board evaluation, board orientation or training and to monitor compliance with Board policy.

Composition

Chair: Chair Elect

Committee: Two additional Board Members; appointed by the Board and recommended by the Nominating Committee





POLICY TYPE: Governance ProcessPOLICY TITLE: Membership Committee (GP16)



Mandate and Purpose

The Membership Committee exists to form a linkage between the Board and Members as owners. Owners are concerned about the continuing evolvement of the Human Resources profession and its growing recognition within the business community and by the general public.

The committee will ensure timely and strategic communication and education of members and potential members of developments relating to their profession and the CPHR designation such as the national commitment to move a level four and self-regulated profession.

The Committee will seek to understand members’ varied positions on ownership issues and develop recommendations for the Board on communication strategies.

The Membership committee are CPHR ambassadors that identify and recommend opportunities to promote the value of the CPHR designation to members and external stakeholders as well as continually develop its value proposition. They seek to instil pride in the Human Resources profession knowing that its future evolvement will continue to grow to the same level as the accounting or engineering designation.

Composition

Chair: Board member appointed by the Board on the recommendation of the Nominating Committee

Committee: Two additional Board and Committee Members plus up to two members of the association appointed by the board and based on the recommendation of the Nominating Committee.





POLICY TYPE: Governance ProcessPOLICY TITLE: Nominating Committee (GP17)


Date: June 17, 2015

Mandate and Purpose

The Nominating Committee exists to make recommendation for Board approval as follows:

o Potential future Board members;

o CPHR Canada board representative should the chair be unable to fulfil the role;

o Chairs and members of all committees including staff committees; and

o Criteria for selecting prospective board and committee members.

68

APPENDICES


APPENDIX 2

Composition

Chair: Chair Elect

Committee: Two Board and Committee Members and one interested CPHR member who are appointed by the Board on the recommendation of the Nominating Committee Chair.





POLICY TYPE: Governance ProcessPOLICY TITLE: Board Member Mileage reimbursement (GP18)


Date: November 27, 2013

Board members will be reimbursed mileage at a rate of $0.48 per kilometer for travel outside of the City of Winnipeg when attending CPHR Manitoba events or representing CPHR Manitoba.

POLICY TYPE: Governance ProcessPOLICY TITLE: Self-Regulation Steering Committee (GP19)


Date: November 17, 2014

Mandate and Purpose

The purpose of the Self-Regulation Steering Committee (the “SRSC”) is to provide the strategic guidance and oversight required to identify and remove any barriers to completing the goal of self-regulation.

The SRSC has the mandate to recommend to the board the multi-year plan for the achievement of self-regulation of the HR profession in Manitoba and thereafter to provide oversight for the execution of the plan.

Composition

Chair: Chair

Committee: Three board members, drawn from the pool of board members who currently chair or are members of the Professional Standards Committee, Legislative Review Committee and Membership Committee.

The CEO

Two representatives from the board or general membership with expertise relevant to the project requirements.

The Committee Members will be recommended by the Nominating Committee and appointed by the Board of Directors.



69

By-laws

Definitions1. In these by-laws:

(a) “Act” means The Corporations Act, SM 1976, c40, CCSM c C225 as amended from time to time, or any statute substituted for it.

(b) “articles” means the letters patent of the Association registered under the provisions of Division I of Part IX of The Companies Act (Manitoba) on the 27th day of August, 1970, as amended by articles of amendment dated March 15, 1984 and as from time to time further amended, supplemented or restated and as the term articles is more particularly defined in the Act.

(c) “Association” means Chartered Professionals in Human Resources of Manitoba Inc.

(d) “Board” means the board of directors of the Association;

(e) “by-laws” means this by-law and all other by-laws of the Association from time to time in force and effect;

(f) “CPHR” means Chartered Professional in Human Resources; (g) “Chapter” refers to a group of members, established and

structured as such according to the bylaws and generally constituted to meet the needs of Human Resource professionals within a specific geographic location;

(h) “Member in Good Standing” means a member, who at the particular time:

(i) has paid all required membership fees in accordance with paragraph 3 below;

(ii) is abiding by the Association’s Standard of Conduct; (iii) if it applies to them, is abiding by the Code of Ethics

and Rules of Professional Conduct (iv) is current with all of the member’s financial

obligations to the Association (including, without limitation, conference enrollment costs).

Registered Office2. The Registered Office of the Association shall be in the City

of Winnipeg, in the Province of Manitoba until changed in accordance with the Act.

Conditions of Membership3. Membership fees payable by members are to be set by the

Board annually or as otherwise determined by the Board. Fees shall be payable on or before May 31 or as otherwise determined by the Board. Members shall ensure that they keep all other financial obligations to the Association (including, without limitation, conference enrollment costs) current.

4. By virtue of membership in the Association, all members agree to abide by the Association’s Standard of Conduct.

5. All members who are Human Resource practitioners, including CPHR, CPHR Candidates or CPHR exam registrants, commit to abide by the Code of Ethics and Rules of Professional Conduct

Classes of Members6. There shall be two classes of membership: Voting Members

and Non-Voting Members. Each Voting Member shall be entitled to one vote per member at all meetings of members of the Association. Non-Voting Members shall not be entitled to notice of meetings or to vote at meetings of members of the Association.

7. The following persons shall be eligible to become Voting Members:

(a) human resources practitioners who have been granted the CPHR designation and who continue to meet the requirements for recertification;

(b) human resources practitioners who have applied for but have not yet been granted the CPHR designation (CPHR Candidate);

(c) persons actively engaged in the practice of human resources who have not been granted or have not maintained the CPHR designation including, without limitation, individuals holding human resource positions, consultants and educators, and individuals who have a professional interest in the operation of the Association (Non CPHR);

(d) persons who are currently a Member in Good Standing; are no longer or will no longer be an active Human Resource practitioner; have been an active member of the Association for a period of not less than 20 years; hold the CPHR designation; and have made significant contributions to the Association or to the Human Resource profession generally as determined by the Board (Lifetime Membership);

(e) persons who have been awarded the FCPHR designation for significant contribution to the Human Resource profession, as determined by the Board, and are either active practitioners or Retired Members (Fellowship CPHR); and

70

APPENDICES


APPENDIX 3

(f) Members who previously qualified for membership pursuant to paragraphs (a), (b), (c), (d), (e) or (f) above, but who have declared that they are no longer active in the work force (Retired).

8. The following person shall be eligible to become Non-Voting Members:

(a) persons with an interest in, but not actively engaged in, the practice of human resource management and who therefore are not eligible to become Voting Members (Associate Members);

(b) persons who are studying at a recognized academic institution on a full time basis, as defined by the recognized academic institution, in a field related to human resource management (Student Member); and

(c) persons who have rendered outstanding service to the Association; or have enhanced the Human Resource profession through their efforts; or have made a creditable contribution of new knowledge or skill to the Human Resource profession as determined by the Board (Honorary Member).

9. All persons who satisfy the requirements described above for Voting Membership or Non-Voting Membership, as the case may be, who support the Association’s activities, apply for membership and are approved by a majority decision of the Board shall be made Voting Members or Non-Voting Members, as the case may be, of the Association.

Termination of Membership10. Each member shall be a member of the Association until

his or her membership is terminated as described below. Membership shall terminate:

(a) upon resignation by way of written notice to be given to the Board;

(b) upon death of the member or in the case of a corporate member upon the wind-up or dissolution of the corporate member; or

(c) upon expulsion by the Board for any reason including, without limitation, for failing to satisfy the requirements of a Member in Good Standing as determined by the Board or by the Professional Conduct Committee.

11. The membership of a member in the Association and all rights and interests incidental thereto shall not be transferable, either directly or indirectly.

Members’ Meetings12. The annual general meeting of the members shall be held

at the registered office of the Association or at any place in Manitoba as the Board may determine and on such day as the Board shall appoint. Notwithstanding this, the annual general meeting shall be held within six (6) months of the close of the fiscal year. At every annual general meeting, in addition to any other business that may be transacted, the report of the Board, the Audited Financial Statements of the Association for the previous year and the report of the auditors thereon shall be presented, and directors shall be elected and auditors appointed for the ensuing year.

13. Subject to the provisions of the Act, special meetings of the members may be convened at any time and at any place by order of the Chair or by the Board on their own motion, or on the requisition of members as provided for in the Act.

14. A quorum of members shall be deemed to be present at a meeting of members irrespective of the number of members actually present at the meeting.

15. At any meeting of members, every Voting Member shall be entitled to vote.

16. At every meeting of members, every question shall, unless otherwise required by the articles or the by-laws, be determined by the majority of the votes cast on the question. In case of an equality of votes either upon a show of hands or upon a ballot the chair of the meeting shall not be entitled to a second or casting vote.

17. Annual and any other general meetings of the Association shall be open to all members. Special meetings of the Association, seminars and other special events may be restricted by the Board to Voting Members only.

18. Written notice shall be given to each director, to the auditor and to each member of any annual general meeting or any special meeting of the members not less than twenty-one calendar (21) days nor more than fifty (50) calendar days prior to the meetings. Notice of any meeting where special business will be transacted shall contain sufficient information to permit the member to form a reasoned judgment on the matter or matters to be decided.

19. Any written notice to be given pursuant to these by-laws or the Act to a member shall be sufficiently given if:

(a) delivered personally to the person to whom it is to be given; (b) sent by prepaid mail to that person at that person’s

address shown on the records of the Association; or (c) sent via email to the last email in the member profile as

shown on the records of the Association.

71

20. No error or omission in giving notice of any annual or special meeting or any adjourned meeting, whether annual or special, of the members of the Association shall invalidate the meeting or make void any proceeding taken at the meeting and any member may at any time waive notice of such meeting and may ratify, approve and confirm any or all proceedings taken or had at the meeting.

Election of Directors21. The Board shall be comprised of not less than three (3) and

not more than twelve (12) directors, as determined by the members from time to time.

22. The Chair-elect, Past Chair or other person appointed by the Board shall chair the Nominating Committee and shall recommend to the Board for approval three (3) additional members for the Committee. In absence of a Past Chair, the Board will appoint a Chair of the Nominating Committee from the Board or membership. The Nominating Committee shall put out a call for Nominees for the Board and subsequently draft a slate of Nominees for the Board consisting of Voting Members in good standing to present to the annual general meeting.

23. Once the slate has been provided to the members for consideration, any Voting Member may add to the slate any other Voting Member who is a Member in Good Standing for the slate, provided that:

(a) the person nominated had submitted their application for consideration within the time limit for applications but was not selected by the Nominating Committee;

(b) the consent of the person nominated is provided in writing; (c) such nomination has been duly supported by the

signatures of five (5) additional Voting Members; and (d) such nomination is received by the Nominating

Committee by the advertised deadline date and fulfills the criteria required by the Nominating Committee.

24. A majority vote of the Voting Members present at the annual general meeting is required to elect the slate of directors. Where the number of Nominees presented to the annual general meeting exceeds the number of available vacancies on the Board, then each Voting Member shall have one vote each for only that number of Nominees needed to fill the available vacancies and, after voting has been completed, those Nominees with the greatest number of votes will fill those vacancies.

25. Directors will generally be elected for a term of two (2) years coinciding with the date of the annual general meeting. However, it is the intention that continuity exist on the

Board and accordingly that only approximately one-half of the Board shall retire in each year. Accordingly, on the recommendation of the Nominations Committee and subject to the limitations set out in paragraph 26 below, directors may be elected to longer or shorter terms in order to maintain this continuity.

26. A director may serve on the Board for a maximum of six (6) consecutive years, coinciding with the date of the annual general meeting, with the exception of the Past Chair who may serve on the Board for a maximum of seven (7) consecutive years, coinciding with the date of the annual general meeting, provided that the director serves as Past Chair in the seventh year. Directors must be absent from the Board for a period of two (2) years before being eligible to serve on the Board again.

27. The Board may by majority vote fill any vacancy by appointment of any member of the Association who has the right and privilege to hold elected office to hold office until the expiry of his or her predecessor’s term.

Board of Directors28. The direction and affairs of the Association shall be vested in

the Board. Directors must be Voting Members in good standing.

29. A director will be deemed to have vacated his or her position on the Board where:

(a) the director resigns by written notice given to the Chair in which case such resignation is effective at the time the written resignation is given to the Chair or at the time specified in the resignation, whichever is later;

(b) the director becomes bankrupt or suspends payment of his or her debts or enters into an arrangement with his or her creditors;

(c) the director is convicted of a criminal offense; (d) the director ceases to be a Member in Good Standing of

the Association; (e) the director violates the Association’s Code of Ethics and

Rules of Professional Conduct; (f) at a special meeting of members a resolution is passed

by a majority of the Voting Members at the meeting that the director be removed from office;

(g) the director dies; (h) the director is unable to fulfill his or her duties as a

director due to disability; or

72

APPENDICES


APPENDIX 3

(i) the director fails to attend a minimum of six (6) meetings of the Board in any fiscal year, unless the Chair in the Chair’s sole discretion has waived the minimum attendance for good reason.

Powers of Directors30. The Board shall administer the affairs of the Association.

The Board may enter into any kind of contract or agreement which the Association may lawfully enter into. The Board may, unless otherwise provided for in the by-laws, exercise all other powers and do all acts and things as the Association by its articles or otherwise may exercise and do.

31. The Board may appoint such agents and engage such employees as it shall deem necessary from time to time and such persons shall have such authority and shall perform such duties as shall be prescribed by the Board at the time of such appointment or as may be modified by the Board from time to time.

Directors’ Meetings32. Meetings of the Board shall be held as required at the call

of the Chair or designate, who shall preside as chairperson at all such meetings.

33. A director may participate in a meeting of the Board by means of video or telephone conference. A director participating in a meeting in accordance with this paragraph will be deemed to be present at the meeting, will be counted in the quorum for the meeting, and be entitled to speak and vote at the meeting. Voting may also be by email in addition to in person.

34. Each director is authorized to exercise one vote, except that the Chair shall not vote except in the instance of a tie. Questions arising in any meeting of directors shall be decided by a majority of votes. Any officer of the Association who is also a director, excepting the Chair as aforesaid, at all directors meetings may move, second or vote upon any resolution, by-law or any other matter or thing and may act in any matter whatsoever as if he or she were a director only and not an officer of the Association. Any written notice to be given pursuant to these by-laws or the Act to a director shall be sufficiently given if:

(a) delivered personally to the person to whom it is to be given; (b) sent by prepaid mail to that person at that person’s

address shown on the records of the Association; (c) sent via email to the last email in the member profile as

shown on the records of the Association.

35. A quorum for a meeting of the Board shall be a majority of the directors then in office. For greater certainty, the Chair shall be counted for the purpose of determining whether quorum is met. Any meeting of the Board at which a quorum is present shall be competent to exercise all or any of the authorities, powers and discretions by or under the by-laws of the Association.

36. A resolution of the Board that is signed by all of the directors entitled to vote on the resolution is as valid as if it had been passed at a meeting of the Board.

Officers37. The officers of the Association shall be appointed by the

Board at the first meeting of the Board following the annual general meeting, by majority vote amongst the Board. Persons appointed as officers of the Association must be duly elected directors of the Association.

38. The officers of the Association shall be as follows:

(a) Chair - to serve a term of two (2) years; (b) Past Chair – to serve a term of one (1) year; (c) Chair-elect – to serve a term of two (1) year; and (d) Treasurer – to serve a term of two (2) years.

39. In addition to the foregoing officers, the Board may appoint such other officers, and specify the duties of those officers, as the Board may determine from time to time.

40. The Chair shall have general oversight of the activities of the Association, shall attend and be chairperson of all meetings of the Board, and shall be an ex officio member of all committees of the Board.

41. The Past Chair shall assist the Chair and the Chair-elect as requested from time to time.

42. In the absence of the Chair, the Chair-elect or if unable, the Past Chair shall assume the duties of the chairperson.

43. The Chair-Elect, Past Chair or other person appointed by the Board shall be responsible to chair the Nominating Committee.

44. The Treasurer shall be responsible for acting as chairperson of the Audit Committee, and presenting the Audited Financial Statements for the previous year, at the annual general meeting of members. The Treasurer shall be responsible for all funds. Any person occupying the position of Treasurer shall hold a current accounting designation and be designated in “good standing”.

73

45. Subject to paragraph 47 below, any contract, document or other instrument in writing requiring execution by the Association shall be executed by any one of the Chair, Past Chair, Chair-elect or Treasurer of the Association, and all contracts, documents or other instruments in writing so executed shall be binding upon the Association without any further authorization or formality. The Board is authorized from time to time by resolution to appoint any officer or officers or any other person or persons on behalf of the Association to execute, either manually or by facsimile signature, and deliver either contracts, documents or other instruments in writing generally or specific contracts, documents or other instruments in writing.

46. The banking business of the Association shall be transacted with such chartered banks, trust companies, credit unions, Caisses populaires or other bodies corporate or organizations as may from time to time be designated by or under the authority of the Board. Such banking business or any part thereof shall be transacted under such agreements, instructions and delegations of powers as the Board may from time to time prescribe or authorize.

47. Notwithstanding paragraph 45 above, all Association cheques and all other evidence of the Association’s financial obligations must be signed by the Treasurer and countersigned by one of the Chair, Past Chair or Chair-elect. In the absence of the Treasurer, the Chair shall act in the place of the Treasurer and one of the Past Chair or Chair-elect will countersign.

48. In the case of the absence or inability to act of any officer of the Association or for any other reason that the Board may deem sufficient, the Board may delegate all or any of the powers of such officer to any other officer or to any director or staff for the period of time of such absence or inability to act.

49. The Board may remove at its pleasure any officer of the Association without prejudice to any officer’s rights under any employment contract. Otherwise, each officer appointed by the Board shall hold office until the expiry of his or her term or until his or her successor is appointed.

Committees50. The Board may, from time to time, constitute such

committees, including a Nominating Committee and an Audit Committee as it deems necessary to assist the directors in carrying on the affairs of the Association.

51. The Nominating Committee shall consist of the Chair-elect, Past Chair or person appointed by the Board, who shall act

as chairperson of the Nominating Committee, and three other members chosen by the Chair-elect. The Nominating Committee shall be responsible for preparing a slate of nominee directors for submission to the annual general meeting in accordance with the Nominating Committee Policy.

52. The Audit Committee shall be chaired by the Treasurer and shall consist of the Treasurer, and two additional members as recommended by the Nomination Committee and appointed by the Board. The Audit Committee shall be responsible for reviewing the Financial Statements with the Auditors and other matters in accordance with the Audit Committee Policy.

Indemnities to Directors and Officers53. The Association shall indemnify and save harmless the

directors and officers of the Association, their heirs, executors, administrators and estates respectively from time to time and at all times from and against:

(a) all costs, charges and expenses (including any amount paid to settle an action or satisfy a judgment) which any director or officer sustains or incurs in or about any action, suit or proceeding brought, commenced or prosecuted against him for or in respect of any act, deed, matter or thing whatsoever (including any civil, criminal or administrative action or proceeding), made, done or permitted by him or her, in or about the execution of the duties of his or her office or in respect of such liability; and

(b) all other costs, charges and expenses that he or she sustains, or incurs in or about or in relation to the affairs thereof; if such director or officer acted honestly and in good faith with a view to the best interests of the Association and in the case of a criminal or administrative action or proceeding that is enforced by a monetary penalty, he or she had reasonable grounds for believing that his or her conduct was lawful.

ChaptersEstablishment of Chapters

54. Upon written application of not less than 20 Voting Members who request the establishment of a Chapter, the Board may approve establishment of a new Chapter provided the application fulfills such criteria as the Board may determine.

55. All Chapters shall have a name unique to that Chapter and such name shall include the words “Chartered Professionals in Human Resources of Manitoba Inc.” Chapter names must be approved by the Board.

74

APPENDICES


APPENDIX 3

56. The Chapter’s geographic area will be defined by the Board, normally encompassing members residing within a 50 km radius of the community or region.

Chapter operation

57. A Chapter shall adopt operating terms that are prescribed by the Association and provide certified copies thereof, forthwith after adoption, to the Association.

58. Any money and bank accounts of the Chapter will be held by the Association. Any monies will be collected or paid by the Association on behalf of the Chapter, unless otherwise authorized by the Association.

59. Chapters must adhere to any financial policies mandated by the Association.

Chapter Council or Contact

60. There shall be a Chapter Advisory Council or Contact which will be responsible for the affairs of the Chapter, and act as liaison between the Chapter and the Association.

61. Any Chapter with 50 Chapter members or more shall have a Council consisting of not less than 3 and not more than 5 Chapter Executives. One such Executive must be the Chapter President.

62. Chapters with 49 Chapter members or fewer may have a designated Chapter Contact or Chapter Council.

Chapter dissolution

63. The Association may dissolve a Chapter and terminate its activities by majority vote of the Board upon finding that the activities of the Chapter are inconsistent with or contrary to the Association’s objectives, bylaws, policies, or the best interests of the Association. The Association may otherwise intervene to protect the interests of the Association, its members or both.

64. The Chapter may dissolve or amalgamate with another chapter by:

(a) giving 30 days’ notice to the Chapter members and the Board of a meeting of the Chapter members called for the express purpose of terminating the activities of the Chapter;

(b) two-thirds (2/3) of Chapter members voting at the meeting supporting a resolution to: (i) Dissolve the Chapter; or (ii) Amalgamate with another Chapter; and

(c) the decision to dissolve or amalgamate is subsequently approved by the Board.

Notices65. Any notice delivered pursuant to these by-laws shall be

deemed to have been given when it is delivered personally; any notice so mailed shall be deemed to have been given two business days after deposit in any post office or public letter box; any notice sent by email shall be deemed to have been given when transmitted. The Secretary may change or cause to be changed the address of any member, director, officer or auditor recorded in their member profile or otherwise recorded in accordance with any information believed by the Secretary to be reliable. The signature or signatures to any notice to be given by the Association may be written, stamped, typewritten or printed or partly written, stamped, typewritten or printed.

66. In computing a date when notice must be given under any provision requiring a specified number of days notice of any meeting or other event, the date of giving the notice shall be excluded and the date of the meeting or other event shall be included.

67. Any member, director, officer, auditor or member of a committee of the Board may waive any notice required to be given under the provisions of the Act, the articles, the by-laws or otherwise, and such waiver, whether given before or after the meeting or other event of which notice is required to be given shall cure any default in giving such notice.

68. If any notice given to a member pursuant to the by-laws is returned on three consecutive occasions because the member cannot be found, the Association shall not be required to give any further notices to such member until the member informs the Association in writing of the new address.

Fiscal Year69. The Fiscal Year shall be from June 1st to May 31st.

Amendments70. The By-laws may be amended by the affirmative vote of two-

thirds (2/3) of the Voting Members present at the meeting called to carry the amendment.

Interpretation71. In these by-laws and in all other by-laws of the Association

hereinafter passed unless the context otherwise requires, words importing the singular number or the masculine gender shall include the plural number or the feminine gender, as the case may be, and vice versa.

75

Annual Reports


APPENDICES 4, 5, 6

APPENDIX 7

2016–2017 Annual ReportCONTENTS

“Change takes guts. It takes imagination. It takes commitment.”

— John Taylor

Annual Report 2016–2017 CONTENTS

Statement of Changes in Net Assets

Research: Western HR Trends 7

Promoting the Profession 8

Membership 9

Certification 10

Self-Regulation 11

Learning

Statement of Operations

12

Special Events 14

Independent Auditors’ Report 16

Statement of Financial Position

Notes to the Financial Statement

17

18

19

Statements of Cash Flows 20

22

Message from the Chair 4

Message from the Chief Executive Officer 5

Updates from CPHR Canada 6

About Us 2

2

2016–2017 Annual ReportABOUT US

VisionCPHR is a premiere brand and household name in Manitoba. Through our 2,500 members, we are a self-regulated body and partner with business, sponsors and education.

Our members are viewed as strategic leaders in public policy and private sector innovation and make a significant impact across diverse communities throughout Manitoba.

MissionAdvancing the human resource profession — driving business excellence.

ValuesLeadership Integrity Accountability Excellence Maximizing Potential Balancing Interests Healthy and Productive Communities

VolunteersBOARD OF DIRECTORSCHAIR - Nish Verma, CPHRCOO and VP — HR, Mondetta Clothing Company_

PAST CHAIR — Roma Thorlakson, CPHRSenior Consultant, Leaders & Co. / Higgins Executive Search_

TREASURER — Michael Geiger-Wolf, MBA, FCCA (UK), FCPA, FCGA, GRCP — TreasurerDirector, Enterprise Risk Management, Ceridian Canada Ltd._

DIRECTOR AT LARGE — Jenna Buckley, CPHRManager, Talent Acquisition, Wawanesa Insurance_

DIRECTOR AT LARGE — Colleen Coates, CPHR Senior Leader of Talent Acquisition & Total Rewards, Princess Auto_

DIRECTOR AT LARGE — Janice Harper, CPHR Vice President Human Resources, New Flyer Industries _

DIRECTOR AT LARGE — Robyn Normandale, CPHRManager, Organization and People Development, Innovair Group _

DIRECTOR AT LARGE — Reis Pagtakhan, LLBImmigration Lawyer, Aikins MacAulay & Thorvaldson LLP_

DIRECTOR AT LARGE — Erin Polcyn Sailer, CPHRSenior Advisor, Clerk of Executive Council, Province of Manitoba_

DIRECTOR AT LARGE — Kathy Randall, CPHRDirector, Human Resources, Maxim Truck & Trailer_

DIRECTOR AT LARGE — Ryan Savage, LLBPartner, Taylor McCaffrey LLP_

3

Annual Report 2016–2017 ABOUT US

StaffRON GAUTHIERChief Executive Officer & CPHR RegistrarReporting to the Board of Directors, Ron is responsible for the achievement of CPHR Manitoba’s mission, operational plans, and financial objectives in support of CPHR Manitoba’s vision. Working closely with the Board, Ron collaborates to identify, develop, and implement the Association’s strategy, programs, etc. Ron is also the CPHR Registrar for the province of Manitoba._

LINDSEY BARNETT Events & Marketing CoordinatorReporting to the Manager, Events, Sponsorship and Marketing, Lindsey is responsible for the coordination and marketing of all CPHR Manitoba events, in collaboration with volunteer committees._

LORI BRÛLÉ Manager, CPHR DesignationReporting to the Chief Executive Officer, Lori is the first point of contact for members and is responsible for the recruitment and retention of the membership by effectively communicating benefit offerings, providing consultation services, and responding to all membership inquiries. Lori is dedicated to increasing customer satisfaction to all CPHR Manitoba’s members._

LAURA HAINES-MORRISSETTEManager, Events, Sponsorship & MarketingReporting to the Chief Executive Officer, Laura is responsible for all aspects of planning, coordination, delivery and marketing of all CPHR Manitoba special events, in collaboration with volunteer committees to deliver valued programs, exceed customer satisfaction and achieve budgets.

Board Committees• Board of Directors • Audit Committee • Awards Committee • Membership Committee • Professional Conduct Committee • Professional Standards Committee • Self-Regulation Steering Committee

Staff Committees• Conference Committee • Experience Assessment Committee • Awards Gala Nominations Committee • CPD Audit Committee• Professional Points Panel

Chapters• Pembina Valley Chapter

Advisory Committee • Westman Chapter Advisory Committee

2017 Member Survey Findings:

WHO ARE OUR MEMBERS?

• 79% women, 21% men

• 63% work in organizations with 250 or more employees

Age of our members:

• 2.24% are 18-24

• 12.32% are 25-30

• 29.13% are 31-40

• 29.69% are 41-50

• 22.97% are 50-59

• 3.64% are over 60

2016–2017 Annual Report

4

MESSAGE FROM THE CHAIR

Across Canada, there have been significant changes in the Human Resource professional landscape and our Board and Leadership Team have made sure that we are positioning CPHR Manitoba and our membership to take full advantage of these changes for everyone’s benefit.

This year we passed the halfway point of our 2014-2019 Strategic Plan and our progress against our four main strategic goals continues to strengthen CPHR Manitoba and align us well with the progress taking place across the country.

HRMAM, along with all other provincial member associations and the Canadian Council of Human Resources Associations (CCHRA), renamed their organizations this year and rebranded to align nationally and increase recognition for the newly named Chartered Professionals in Human Resources (CPHR) designation. CPHR Manitoba was one of the first to announce our name change, in February.

In the spring, a national marketing campaign was launched to increase the perceived value of CPHRs among Canadian business leaders. In Manitoba, we launched a Provincial campaign to reinforce the message here.

The revised Code of Ethics and Rules of Professional Conduct was developed by CPHR Canada this year, and we incorporated it into our member renewal process.

CPHR Canada continues to expand our role as the voice of HR in Canada. We are Canada’s representative on the North American Human Resources Management Association (NAHRMA) and the World Federation of People Management Associations (WFPMA) and we recently signed Memorandums of Understanding (MoU) to collaborate with: the Society for Human Resource Management (SHRM) U.S., the world’s largest HR professional society; the Australian Human Resources Institute (AHRI), the Bangladesh Society for Human Resource Management (BSHRM), the Singapore Human Resources Institute (SHRI), and the Canadian Employee Relocation Council (CERC).

A recent trip to Ottawa introduced CPHR Canada to federal political leaders and key stakeholders in the Nation’s capital.

As we build on this momentum, we continue to advance another of our strategic objectives — positioning CPHR Manitoba and the profession as thought leaders. In 2016-2017 we continued our partnerships with the Winnipeg Chamber of Commerce and Manitoba Chambers of Commerce as well as the Chambers in many of our Chapter communities throughout the province. Reaching the business community through these relationships

helps demonstrate the value of the CPHR designation to the business community.

Being thought leaders requires that we develop and enhance our own knowledge base about our industry. To this end, three research studies were conducted this year, the bi-annual Western HR Trends, which was completed by members in both the spring and fall and a National Salary Survey that was commissioned by CPHR Canada.

Manitoba has also led the nation in the newly launched Post-Secondary Institute (PSI) Accreditation Program. Since last summer, we’ve accredited six programs in Manitoba. We are striving to accredit the remaining HR programs offered at our partner institutions, providing enhanced opportunities for students to become CPHR Candidates following graduation.

As well, additional new paths to the CPHR designation were introduced by CPHR Canada and implemented by CPHR Manitoba including an 8-year experience requirement for those without a university degree and a 10-year Senior Level Experience option.

The health of the organization is a board priority that continues to improve. CPHR Manitoba continues to see growth in our membership numbers, with an increase of 1.9% in 2016–2017.

With an operating surplus of $44,464, the board has put another $50,000 into our internally restricted reserve bringing it to $225,000. Our target is 50% of our annual operating budget.

Moving CPHR Manitoba toward self regulation is our final key board priority. The finishing touches were being made to our submission for self-regulation at the close of the 2016-2017 business year. We are looking forward to making an official submission early next fiscal year. CPHR Manitoba continued to educate members on self-regulation leading up to the submission and a pulse check in the ‘Members as Owners Survey’ conducted in the fall revealed that the majority of the membership was in favour of the association seeking self-regulatory status.

This was a year defined by monumental strides forward for HR across Canada and for CPHR Manitoba and I am looking forward to the year to come. I want to take this opportunity to thank my fellow board members, committee members and staff for all the hard work you have put in this year. Your vision for the association and the HR profession in Manitoba is what continues to drive us forward. Our progress to date is the direct result of all your hard work and dedication. I am proud to be part of CPHR Manitoba and am looking forward to another exciting year as the Chair of the Board of Directors in 2017-2018.

NISH VERMA

5

Annual Report 2016–2017 MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

RON GAUTHIER

2016-2017 was a year marked by changes and transitions for CPHR Manitoba.

In November, we announced that the name of the designation was changing to Chartered Professionals in Human Resources. In February, we launched our new association name and the new brand, which was followed closely by a national marketing campaign to bring awareness to the CPHR brand. The campaign focused on the two target audiences of business leaders and potential CPHRs with the intent of increasing awareness around the value that CPHRs provide to business leaders. The tagline, “Ask Me — I’m a Chartered Professional in Human Resources” was the focus of the national online ad campaign.

CPHR Manitoba leveraged the national efforts by engaging in a marketing campaign of our own here in Manitoba with a television commercial on CTV, advertising in the Winnipeg Free Press, sponsorship of the Winnipeg Chamber of Commerce’s State of City event, ads on the scoreboard rings during the last 8 Winnipeg Jets home games and a ribbon ad in Investors Group Athletic Field for the 2017 Blue Bombers season. All ads included the “Ask Me — I’m a Chartered Professional in Human Resources” tagline and were selected based on their ability to be seen by the business community.

With CPHR Canada’s introduction of additional routes to attaining the CPHR designation, the summer months of 2016 focused on implementing the new routes here in Manitoba. Focus was placed on working with our post-secondary partners to accredit the HR programs offered across the province into the Post-Secondary Institution (PSI) Accreditation Program. Our first accredited program was announced in October and 5 more programs followed suit, for a total of 6 accredited programs by the end of the 2016-2017 year. Graduates of these programs can apply for an NKE waiver, and if approved, will become a CPHR Candidate without the requirement of writing the National Knowledge Exam (NKE).

The Senior Level route was also finalized and we will be accepting applications for the September 2017 Validation of Professional Experience (VPE) intake.

A change that affected all members this year was the introduction of a revised Code of Ethics and Rules of Professional Conduct, developed by CPHR Canada

and adopted by CPHR Manitoba. The Code applies to all members and agreeing to the terms of the Code was incorporated into the membership renewal process for 2017-2018.

Our professional development (PD) offerings continue to expand each year. 2016-2017 was no exception, with a total of 9 workshops and 5 Executive Breakfast events being in held in Winnipeg and 2 workshops being held in each of the Westman and Pembina Valley Chapters. The focus of our PD calendar continues to be relevant, timely topics that are not readily offered.

Our largest event of the year, the HR & Leadership Conference, took place on October 25 & 26, 2016 with over 350 people taking part.

Our 2017 HR Excellence Awards celebrated a record number of nominees: 27. Over 270 attendees celebrated the great work of our members.

The staff continue to support the Board of Directors in achieving self-regulation. An official invitation to submit our application to the Minister of Finance, Cameron Friesen was received earlier this year in response to a letter CPHR Manitoba sent to Premier Brian Pallister informing him of our intent to seek self-regulation. The staff worked with the Self-Regulation Steering Committee to draft CPHR Manitoba’s submission that will be officially sent to the province later this year with letters of support from our partners and stakeholders.

Annual ‘Member as Customers Survey’ results:

• 91% are satisfied with CPHR Manitoba’s customer service

• 79% see value in the Mentorship Program• 86% find the Job Board to be a valuable tool• 74% of CPHR members in Manitoba make over

$70,000 annually

It has been a year marked by changes and transition for CPHR Manitoba. With the strides made on the journey towards self-regulation, the years to come will continue to be instrumental to the association and the CPHR designation. The strides we have made would not have been possible without the dedicated efforts of our Board, staff, committees, partners and sponsors. I am looking forward to the coming year and building upon the successes of 2016-2017.

6

2016–2017 Annual ReportUPDATE FROM CPHR CANADA

In October 2016, the Canadian Council of Human Resources Associations (CCHRA) announced that it was changing its name to CPHR Canada and the Certified Human Resources Professional (CHRP) designation was changing to Chartered Professional in Human Resources (CPHR). The provincial member associations in turn rebranded under the CPHR name with the intent that a unified presence across the country would increase the visibility of the designation, position our profession as strategic business advisors and improve career options for designated members.

CPHR Canada developed a new Code of Ethics and Rules of Professional Conduct in the fall of 2016, which in turn was implemented by CPHR Manitoba to govern the actions of our members. The Code sets out the duties owed by human resources professionals to employers, clients, employees, other professionals, the Association, and the public. It applies to all members whether working as employees, consultants or independent practitioners.

CPHR Canada invested in national research this past year, publishing a National Salary Survey. Highlights of the survey include:

• CPHR designated members in Manitoba earn more than their non-designated counterparts ($87,000 vs. $68,000)

• 56% of CPHRs in Manitoba earn over $80,000 compared to only 26% of non-designated members

• 90% of CPHRs in Manitoba earn over $60,000 compared to only 52% of non-designated members

CPHR Canada has been working to build credibility & transferability for the CPHR designation globally as well. CPHR Canada is the recognized body and member representing Canada at both the World Federation of People Management (WFPMA) and the North American Human Resources Management Association (NAHRMA). CPHR Canada has also signed Memorandums of Understanding (MOUs) across the globe including the Society for Human Resource Management (USA), Australian Human Resources Institute, Hong Kong Institute of Human Resources Management, the Bangladesh Human Resources Management Association, and the Singapore Human Resources Management Institute. These partnerships offer an opportunity to partner on many HR initiatives to affect policy and standards on the world stage including designation transferability.

7

Annual Report 2016–2017 WESTERN HR TRENDS REPORT

CPHR Manitoba partners with the other Western HR associations: CPHR BC & Yukon; CPHR Alberta; and CPHR Saskatchewan; on a biannual basis to commission the Western Canada HR Trends Report. This report is compiled from the results of a survey sent to all members of each association.

The intent of the report is to gather data to help fill the labour information void for the members of each of the associations and to discover industry benchmarks that can help human resources professionals make better talent management decisions. It is intended to serve as a dependable reference tool for HR practitioners and departments across Western Canada to make informed decisions based on reliable and current information on what is occurring in workplaces. Together, with best practices, relevant labour market information can help human resources professionals make better decisions and augment the quality of advice that they provide to their stakeholders.

CPHR Manitoba members have participated in four surveys to date, with the third survey being completed in the Fall of 2016 and the fourth

survey completed in the Spring of 2017. The report developed from the Fall 2016 survey results was shared with members in the Spring of 2017 and the report developed from the Spring 2017 survey will be shared with members in the Fall of 2017.

Highlights from the Fall 2016 Report:

• Overall, 31% of organizations expected to see positive employment changes from July – December 2016, as opposed to the 12% that expected any sort of decrease.

• Over the next six months the most commonly expected reason to lose staff was resignation for personal reasons (32%) and resignation for a better opportunity (25%). Resignation for personal reasons more than doubled from the previous report, while retirement dropped from being the most common reason (35% in last report) to the third most common reason (23%). Significantly, only 10% expect the biggest reason to be terminated without cause, down from 17% six months ago.

For the full report, please see CPHRMB.CA

NATIONAL SALARY SURVEY

CPHR Canada commissioned a national compensation survey across its member associations in October 2016. The objectives of this study were to identify and measure HR salaries, benefits, and other compensation; job responsibilities; acquisition and benefit of the CPHR designation; and professional development activities.

Highlights of the data collected for CPHR Manitoba members:

• A typical CPHR Manitoba member is a salaried full-time employee (88%), who has worked in the human resources field for 10 years or longer (average of 12.9 years).

• Over three-quarters (78%) of members agree that they feel fairly compensated for their work.

• Of those members not currently designated

most (83%) plan to obtain the CPHR in the future OR are currently a CPHR Candidate

• Nearly all CPHR Manitoba members (92%) have spent time on personal professional development in the past year, and a strong majority (93%) have spent (or their organization has spent) money on their development.

• Most members (72%) work for organizations with 200 or more Canadian employees, including over two-in-five (44%) who work for larger organizations of 1,000 employees or more.

• Nationally CPHR’s out-earn their non-CPHR counterparts ($93,000 vs $72,000). Provincially, CPHRs earn on average $87,000 vs the $68,000 non-CPHRs earn.

For the full report, please see CPHRMB.CA


8

PROMOTING THE PROFESSION

CPHR Canada is strengthening their reputation as leaders and economic drivers across Canada and representing Canada’s HR profession with member associations around the world.

A targeted communication and advertising campaign was launched nationally in the spring of 2017 to raise awareness of the value CPHRs bring to business leaders. The campaign focused on the two target audiences of business leaders and potential CPHRs. The tagline, “Ask Me – I’m a Chartered Professional in Human Resources” was the focus of the national online ad campaign. CPHR Manitoba leveraged CPHR Canada’s efforts through our own targeted campaign directed at Manitoba’s business leaders, which included a television commercial on CTV, advertising in the Winnipeg Free Press, sponsorship of the Winnipeg Chamber of Commerce’s State of City event, ads on the scoreboard rings during the last 8 Winnipeg Jets home games and a ribbon ad in Investors Group Athletic Field for the 2017 Blue Bombers season. All ads included the “Ask Me – I’m a Chartered Professional in Human Resources” tagline and were chosen based on their ability to be seen by the business community.

Strategic PartnersWinnipeg Chamber of Commerce

Manitoba Chamber of Commerce

Brandon Chamber of Commerce

Winkler Chamber of Commerce

Morden Chamber of Commerce

Altona Chamber of Commerce

Steinbach Chamber of Commerce

Young Associates

The Associates

Chartered Professional Accountants (CPA) Manitoba

Canadian Manufacturers and Exporters

SafeWork Manitoba


Canadian Society of Association Executives

ESP/IEG

QNet

Chartered Financial Analysts (CFA)

Women Business Owners of Manitoba (WBOM)

Canadian Association of Management Consultants (CMC)

Canadian Institute of Management (CIM)

Manitoba Club

Canada Games

U of M Human Resources Association

U of M JDC West Team

U of W JDC West Team

U of W Business Administration of Students Association

Stu Clark Centre for Entrepreneurship

RRC HR Club

Université de Saint-Boniface

Manitoba Institute of Trades and Technology (MITT)

9

Annual Report 2016–2017 MEMBERSHIP

546 — CPHRs

450 — Regular / Associate

190 — Students

178 — CPHR Candidates

25 — Retired CPHR / Retired / Life

5 — FCPHRs

1,433 Total Members

27 NEW MEMBERSIncreases in the number of CPHR Candidates and Student members contributed to a 1.9% increase in membership.

10

2016–2017 Annual ReportCERTIFICATION

CertificationCPHR Manitoba implemented and communicated new path routes to obtaining the CPHR designation and a new reporting process for Continuing Professional Development (CPD) hours.

New RoutesTo recognize that the current landscape of HR practitioners represents a variety of backgrounds and experience, new paths to attaining the designation were introduced that do not require a degree and ones that allow graduates of accredited post-secondary institutions to waive writing the National Knowledge Exam (NKE).

Six post-secondary HR programs in Manitoba were approved as part of the Post-Secondary Institution Accreditation Program. Graduates of an Accredited HR Program can apply to waive the requirement of writing the National Knowledge Exam (NKE) as one of the requirements to becoming a CPHR. A total of 6 CPHR Candidates gained Candidacy through this route.

Continuing Professional Development (CPD)Effective June 1, 2016 CPHR Canada and CPHR Manitoba (along with all other Member Associations of CPHR Canada) adopted a new simplified annual reporting process for Continuing Professional Development (CPD) to replace the old three-year recertification process.

Under the new annual reporting process, CPHRs are required to report a minimum of 100 hours of professional development activity over each rolling three-year period and a minimum of 20 hours each year in order to maintain the CPHR designation.

Continuing Professional Development AuditCPHR Manitoba was previously required to perform annual audits on 3% of its CPHR members who recertified each year for their Continuing Professional Development (CPD) hours. The new CPD requirements have resulted in all CPHR members having the same annual reporting deadline for their CPD hours. As part of the transition to the new process, no audits were conducted in 2016–2017.

CPHR Manitoba is now required to perform annual audits on 3% of its CPHR members for their Continuing Professional Development (CPD) hours. Audits are conducted to ensure the integrity and standard of professionalism reflected in the granting of the CPHR designation. CPHR members are randomly selected for audit annually following the membership renewal deadline of May 31. With the change in process for reporting CPD hours on an annual basis, an increase in the number of audits will be required annually. All CPHR members are eligible to be chosen for audit each year, as opposed to the previous process where only those who were due to recertify in a given year were eligible to be chosen for audit.

Validation of Professional Experience Assessment (VPE)The CPHR Validation of Professional Experience Assessment is a formal step in earning the CPHR designation that requires Candidates to demonstrate three or more years of professional experience in human resources. New routes to attaining the CPHR designation have introduced pathways that require 3, 8 and 10 years of professional HR experience.

The CPHR experience requirement is established in compliance with the national guidelines of CPHR Canada. There are 3 application deadlines throughout the year for the VPE. Of the 14 members who submitted their VPE in 2016–2017, 11 candidates were successful in passing.

The September 2017 VPE intake will be the first intake accepting applications for the Senior Level Professional Experience (10-year). Applicants through this route must hold (or have held) a senior level executive role, hold a university degree or diploma/certificate in HR, and have a minimum of 10 years of professional HR experience.

VPE information sessions were held in Winnipeg, Pembina Valley (Winkler) and Westman (Brandon). A total of 84 people registered to attend these sessions._

These fundamental activities could not have taken place without the help of the members of the Experience Assessment and CPD Audit Committees.

Thank-you

11

Annual Report 2016–2017 CERTIFICATION

National Knowledge ExamJune 2016 31 writers 35% Manitoba Pass Rate 64% National Pass Rate

November 2016 29 writers 52% Manitoba Pass Rate 64% National Pass Rate

NKE Prep CoursesIn-person prep courses were held in August 2016 and in March 2017.

34 CPHR Manitoba Prep Course Participants22 Online Prep Course Participants

80% of CPHRs agree that the CPHR is a high quality, professional designation

SELF-REGULATION

One of the four main goals of CPHR Manitoba’s 2014-2019 Strategic Plan is to “Become Self-Regulated by 2019.”

CPHR Manitoba worked with the Province of Manitoba on the submission for self-regulation and received an invitation to present the official submission to the Minister of Finance, Cameron Friesen.

In order to gauge the support for self-regulation from the membership,


CERTIFICATION:

• Customer service satisfaction rating: 91%

MEMBERSHIP DETAILS:

Main reason for being a member:

• Maintaining the CPHR designation: 50%

• Striving to become a CPHR: 24%

• Remain connected to HR community: 20%

71% of CPHRs indicated that being a CPHR has improved their career

CPHR Manitoba conducted a survey in the Fall of 2016 asking members to indicate their support for this initiative. 305 members completed the survey, with the majority of members being in favour of CPHR Manitoba seeking self-regulation. The majority of members who indicated they were not in favour required more information prior to making an informed decision.

Post-Secondary Institution (PSI) Accreditation ProgramPrograms accredited in Manitoba:

• Assiniboine Community College — Business Administration Diploma (Human Resource Specialization)

• Red River College — Human Resource Management Certificate

• Red River College — Business Administration Diploma (Human Resource Major)

• University of Manitoba Extended Education — Human Resource Management Certificate

• University of Winnipeg Professional, Applied & Continuing Education — Human Resource Management Diploma

• University of Manitoba I.H. Asper School of Business — Bachelor of Commerce in Human Resources Management and Industrial Relations

18 members became CPHR Candidates and were granted NKE waivers through the PSI Accreditation Program.


12

LEARNING

2016 HR & Leadership Conference: ConvergeDelegates of the HR & Leadership Conference said the following about their experience:

“The Conference gets better every year. Great job!”

“The Conference was well put together with excellent speakers!”

The 2016 Human Resource & Leadership Conference brought together over 350 delegates, 10 sponsors and 34 exhibitors for two full days of networking, learning and rejuvenation on October 25 & 26, 2016.

Overall conference satisfaction rating from delegates at the 2016 conference: 95%

91% of delegates said they “gained some new ideas on ways to better do their jobs.”

91% of delegates said they will “return to their jobs with renewed enthusiasm.”

91% of delegates said “the conference addresses the latest developments in HR.”

Our largest event of the year, the conference takes a great amount of time and dedication to organize from the staff and volunteer committee. Planning for the 2016 conference began in August 2015, with the 2015 & 2016 Conference Committees coming together to set the theme for the next year’s event. Leverage HR, the theme of the 2017 conference was revealed at the 2016 conference. Significant changes to the location and format of the conference will be seen at the 2017 conference, set to take place on October 30 & 31. The dedicated team of volunteers worked over the winter months to put together a program of speakers that is sure to awe the most seasoned HR professionals!

THANK YOU TO OUR SPONSORS

Presenting SponsorPeople First HR Services and People Corporation _

Champion SponsorsUltimate Software _

Partner SponsorsUniversity of Manitoba, Extended Education Winnipeg Free Press _

Associate SponsorsAvanti SoftwareManitoba Public InsuranceSchool of Continuing Education, Red River College _

Supporter SponsorCanadian Institute of Management — Winnipeg ChapterManitoba Blue CrossUniversity of Winnipeg Professional, Applied & Continuing Education _

13

Annual Report 2016–2017 LEARNING

Legislative ReviewThis year’s Legislative Review, presented by Aikins Law, was held on May 3. 168 members and business leaders took part in this information packed day, the highest attendance at this event to date! This event was advertised to the business community through our strategic partners and the Winnipeg Free Press. CPHR Manitoba would like to extend a special thank you to the presenters, as this event would not be successful without their continued support:

• Dave P. Negus, Aikins Law• Shandra N. Czarnecki, Aikins Law• Carolyn J. Frost, Aikins Law• R. Reis Pagtakhan, Aikins Law• Jamie A. Jurczak, Taylor McCaffrey, LLP• Ryan Savage, Taylor McCaffrey, LLP• Grant Mitchell, Q.C.

Other EventsCPHR Manitoba hosted an Executive Breakfast Series throughout the year that invited executives to attend an array of breakfast events to discuss a variety of topics. Sponsored by Aon Hewitt, the series received great feedback from executive members. A total of 111 registrations were received for the 5 events.

Advanced Mediation, Intervention and Investigation Skills for Workplace Reconciliation with Valerie Cade took place on September 30 and received 46 registrations.

Change Innovators delivered a workshop series, Coaching as a Leader, over the fall months. 3 people participated in the program.

The Mark of a Leader with conference keynote speaker, Doug Keeley, took place on October 27. New Flyer Industries and MCI sponsored the event, which received 17 registrations.

Safety for the HR Professional took place on November 23. SAFE Work Manitoba was the Presenting Sponsor of the event, which received 19 registrations.

A Holiday Mix & Mingle was held on December 15 and had 73 registrations. Donations were collected for the Christmas Cheer Board.

CPHR Manitoba partnered with the Institute for Health and Human Potential (IHHP) once again to host Performing Under Pressure — Emotional Intelligence with Sara Ross. This intensive two-day course was attended by 17 people and received rave reviews from participants.

Legalization of Marijuana and the Workplace took place on May 30, with Jamie Jurczak (Taylor McCaffrey LLP) and Joel Gervais (Vital Life Inc.). This extremely popular event sold out with 54 registrations.

WebinarsCPHR Manitoba continues to partner with CPHR BC & Yukon to offer webinars to our members. In 2016-2017 we offered 5 webinars with a total of 37 registrations.

14

2016–2017 Annual ReportSPECIAL EVENTS

HR Excellence Awards “The event sets the bar for all similar events in Manitoba. I’ve not been to one that is more well organized.”

“It is very inspiring to hear what companies are doing and the significant role HR plays.”

“It is a great way to show the amazing talent we have in the HR industry in Manitoba.”

“It celebrates the work of our profession and raises the profile of organizations and individuals who are truly leading the way.”

“A well organized and energizing event.”

The HR Excellence Awards took place on April 20 with 271 attendees. This year’s nominations process received 27 nominations, a 42% increase over 2016. Information sessions were held throughout the fall months to provide interested nominees with more information about submitting a nomination. In addition to an increase in attendance from 2016, the number of sponsors also increased.

The post-event survey indicated a 94% satisfaction rating.

An ad was included in the April 28 issue of the Winnipeg Free Press announcing the winners of the awards.

PROFESSIONALEXCELLENCE AWARDS

CPHR Manitoba Scholarship AwardFINALIST: Zachariah Unrau

Rising Star AwardFINALIST: Crystal NaderNOMINEES: Corey Boult, David Grad

BUSINESSEXCELLENCE AWARDS

Employee Development, Relations & Total Rewards Award — Large Business CategoryFINALIST: Manitoba Public Insurance

Health, Wellness and Safe Workplace Award — Small/Medium Business CategoryFINALIST: Canada Drugs

Health, Wellness and Safe Workplace Award — Large Business CategoryFINALIST: Manitoba Liquor & Lotteries CorporationNOMINEES: Maxim Truck & Trailer, Red River College, Workers Compensation Board of Manitoba

Organizational Strategy & Engagement Award — Large Business CategoryFINALIST: The North West CompanyNOMINEES: Université de Saint-Boniface, Valeant Canada, Winnipeg Regional Health Authority

Workforce Planning & Talent Management Award — Small/Medium Business CategoryFINALIST: Farmers EdgeNOMINEE: Artis REIT

Workforce Planning & Talent Management Award — Large Business Category FINALIST: Motor Coach Industries

HR Professional of the Year AwardFINALIST: Sandra WoloschukNOMINEE: Curtis Craven

HR Executive of the Year AwardFINALIST: Kathy Randall

HR Patron of the Year AwardFINALISTS: Al Babiuk, Karen Fonseth

Annual Report 2016–2017

15

SPECIAL EVENTS

THANK YOU TO OUR SPONSORS:

Presenting Sponsor:Ultimate SoftwareEvent Video Experience Sponsor:CoelementDécor & Design Sponsor: Events by EmmaReception Sponsor: Manitoba Liquor & LotteriesMedia Partner:Winnipeg Free PressWine Sponsor: Authentic Wines

AWARD CATEGORY SPONSORS:

Rising Star Award: University of Winnipeg Professional, Applied & Continuing Education HR Professional of the Year Award: Ultimate Software Employee Development, Relations & Total Rewards Award: Manitoba Blue Cross Health, Wellness & Safe Workplace Award: Safety Services Manitoba Organizational Strategy & Engagement Award: People First HR ServicesWorkforce Planning & Talent Management Award: University of Manitoba Extended Education

Special Membership MeetingsA series of Special Membership Meetings were held in April 2017 to update the membership on activities happening at the national level, share data collected in the National Salary Survey and HR Trends

Surveys, provide an update on changes to the CPHR designation, and give a status report on our accomplishments relating to the 2015–2019 Strategic Plan. Meetings were held in Winkler, Brandon and Winnipeg and were well attended by members in all three regions.

SUPPORTER SPONSORS: Freeman Audio Visual Dream Day Décor Academy FloristElite Lighting

CORPORATE TABLE SPONSORS:

HUB International STRATA Benefits Consulting Valeant Pharmaceuticals International Inc.New Flyer Industries / MCIFarmers Edge Red River CollegePayworks


WHO ARE OUR MEMBERS:

• 2.72% make less than $30,000

• 6.34% earn $31,000–45,000

• 11.18% earn $40,000–55,000

• 20.85% earn $56,000–70,000

• 22.66% earn $71,000–86,000

• 16.31% earn $86,000–$99,000

• 19.95% earn over $100,000


16

ACROSS MANITOBA

Westman ChapterThe Westman Chapter offered a variety of events to members in the Brandon area including a networking event, Transgender and Gender Diverse Inclusive Workplaces PD event, and an HR Issues in the Workplace PD event.

CPHR Manitoba took out a membership with the Brandon Chamber of Commerce and sponsored their HR Conference in October.

Pembina Valley ChapterThe Pembina Valley Chapter worked with CPHR Manitoba staff to hold a series of four round table discussions on a variety of topics of interest throughout the year. An HR Bootcamp, Christmas Luncheon and an Issues in the Workplace – What Employers Need to Know event were also held for members and the business community.

CPHR Manitoba took out memberships with the Morden, Winkler and Altona Chambers of Commerce. The Chambers assisted in marketing the events held in the area and CPHR Manitoba sponsored the annual Galas put on by the Morden and Winkler Chambers.

Accreditation ProgramThe Accreditation Program continues to be of benefit to providers of HR-related training programs and to CPHR Manitoba as we strive to provide relevant professional development opportunities to our growing number of CPHR members. 52 licences were sold or renewed this year. Licencee’ s programs are advertised to members on our website, through the weekly newsletter and in a monthly eblast.

Professional Mentorship Program42 pairs of Mentors & Mentees participated in the Professional Mentorship Program, which ran from September – April. Pairings were made based on similar goals, interests and areas of expertise. A kick-off event was held in September to introduce the pairs and orient everyone to the expectations for the program. Participants met throughout the year and regular check-ins were made to ensure the pairs remained on track towards achieving their goals. A wrap-up event was held in May to bring everyone back together and share experiences of successful relationships that developed as a result of participation in the program.

17

Annual Report 2016–2017 INDEPENDENT AUDITORS’ REPORT

We have audited the accompanying financial statements of Human Resource Management Association of Manitoba o/a CPHR Manitoba, which comprise the statement of financial position as at May 31, 2017, and the statements of operations, changes in net assets and cash flows for the year then ended, and a summary of significant accounting policies and other explanatory information.

MANAGEMENT’S RESPONSIBILITY FOR THE FINANCIAL STATEMENTS

Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian accounting standards for not-for-profit organizations, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

AUDITORS’ RESPONSIBILITY

Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditors’ judgment, including the assessment of the risks of material

misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

OPINION

In our opinion, the financial statements present fairly, in all material respects, the financial position of Human Resource Management Association of Manitoba o/a CPHR Manitoba as at May 31, 2017 and the results of its operations, changes in net assets and its cash flows for the year then ended in accordance with Canadian accounting standards for not-for-profit organizations.

Winnipeg, Manitoba August 24, 2017

Chartered Accountants

To the Members of Human Resource Management Association of Manitoba o/a CPHR Manitoba:

18 The accompanying notes are an integral part of these financial statements.

2016–2017 Annual ReportHuman Resource Management Association of Manitoba o/a CPHR ManitobaSTATEMENT OF FINANCIAL POSITION

AS AT MAY 31, 2017

19The accompanying notes are an integral part of these financial statements.


Human Resource Management Association of Manitoba o/a CPHR ManitobaStatement of Operations

For the year ended May 31, 2017

2017 2016

Revenue Advertising 78,755 79,008Annual conference 227,683 249,525CPHR Canada exam coordination 65,000 59,583Educational partnerships and miscellaneous revenue 17,030 15,721Member events 114,726 122,873Membership dues 445,915 375,543Professional designation fees 46,590 53,350Professional development events 165,323 149,115

1,161,022 1,104,718

Expenses Advertising 76,389 12,395Amortization 12,452 13,838Annual conference costs 126,859 137,832Bank and credit card fees 22,319 23,933Business development 36,171 49,817CPHR Canada 68,081 59,635Committees 10,693 9,991Consulting fees 63,148 73,750Insurance 2,066 2,228Member services 95,383 97,461Office and courier 4,550 7,132Printing, postage and stationery 12,361 11,008Professional development events 74,785 71,911Professional fees 38,681 43,334Rent and occupancy costs 40,326 39,234Telephone 8,773 9,434Wages and employee benefits 396,148 376,453Website 24,373 20,809

1,113,558 1,060,195

Excess of revenue over expenses before other items 47,464 44,523

Other items Loss on disposal of assets - (227)

Excess of revenue over expenses 47,464 44,296

The accompanying notes are an integral part of these financial statements

2

Human Resource Management Association of Manitoba o/a CPHR ManitobaSTATEMENT OF OPERATIONS

FOR THE YEAR ENDED MAY 31, 2017

20 The accompanying notes are an integral part of these financial statements.


Human Resource Management Association of Manitoba o/a CPHR ManitobaStatement of Changes in Net Assets


Unrestricted Invested incapital assets

Internallyrestricted

2017 2016

Net assets, beginning of year 71,825 47,514 175,000 294,339 250,043

Excess of revenue over expenses 59,916 (12,452) - 47,464 44,296

Transfers (Note 8) (50,000) - 50,000 - -

Net assets, end of year 81,741 35,062 225,000 341,803 294,339


3

Human Resource Management Association of Manitoba o/a CPHR ManitobaSTATEMENT OF CHANGES IN NET ASSETS


21The accompanying notes are an integral part of these financial statements.


Human Resource Management Association of Manitoba o/a CPHR ManitobaStatement of Cash Flows


2017 2016

Cash provided by (used for) the following activities Operating

Excess of revenue over expenses 47,464 44,296Amortization 12,452 13,838Loss on sale of capital assets - 227

59,916 58,361Changes in working capital accounts

Accounts receivable (24,267) (12,920)Prepaid expenses 24,840 (34,804)Accounts payable and accruals 7,799 32,774Deferred revenue 48,242 58,144

116,530 101,555

Investing Purchase of capital assets - (16,627)Increase in temporary investments and internally restricted investments (321) (90,412)

(321) (107,039)

Increase (decrease) in cash resources

116,209 (5,484)

Cash resources, beginning of year 413,748 419,232

Cash resources, end of year 529,957 413,748


4

Human Resource Management Association of Manitoba o/a CPHR ManitobaStatement of Changes in Net Assets


Unrestricted Invested incapital assets

Internallyrestricted

2017 2016

Net assets, beginning of year 71,825 47,514 175,000 294,339 250,043

Excess of revenue over expenses 59,916 (12,452) - 47,464 44,296

Transfers (Note 8) (50,000) - 50,000 - -

Net assets, end of year 81,741 35,062 225,000 341,803 294,339


3

Human Resource Management Association of Manitoba o/a CPHR ManitobaSTATEMENT OF CASH FLOWS


22

2016–2017 Annual ReportHuman Resource Management Association of Manitoba o/a CPHR ManitobaNOTES TO THE FINANCIAL STATEMENTS


Human Resource Management Association of Manitoba o/a CPHR ManitobaNotes to the Financial Statements


1. Incorporation and nature of the organization

The mission of Human Resource Management Association of Manitoba o/a CPHR Manitoba (the “Association”) is"advancing the human resource profession - driving business excellence."

As a not-for-profit association, the Association is a tax-exempt corporation under the provisions of the Income Tax Act.

2. Significant accounting policies

The financial statements have been prepared in accordance with Canadian accounting standards for not-for-profitorganizations set out in Part III of the CPA Canada Handbook - Accounting, as issued by the Accounting Standards Boardin Canada and include the following significant accounting policies:

Cash

Cash includes balances with banks. Cash subject to restrictions that prevent its use for current purposes is included inrestricted cash.

Temporary investments

Temporary investments with prices quoted in an active market are measured at fair value while those that are not quoted inan active market are measured at cost less impairment. Temporary investments subject to restrictions that prevent its usefor current purposes is included in restricted investments.

Capital assets

Purchased capital assets are recorded at cost. Contributed capital assets are recorded at fair value at the date ofcontribution if fair value can be reasonably determined.

Amortization is provided using the following methods at rates intended to amortize the cost of assets over their estimateduseful lives.

Method RateComputer equipment declining balance 30 %Database project and website declining balance 30 %Furniture and fixtures declining balance 30 %Leasehold improvements straight-line 4 years

Revenue recognition

The Association follows the deferral method of accounting for revenues. Restricted revenues are recognized as revenue inthe year in which the related expenses are incurred. Unrestricted revenues are recognized as revenue when received orreceivable if the amount to be received can be reasonably estimated and collection is reasonably assured.

Restricted investment income is recognized as revenue in the year in which the related expenses are incurred. Unrestrictedinvestment income is recognized as revenue when earned.

Contributed services

Volunteers contribute a significant number of hours per year to assist the Association in carrying out its service deliveryactivities. Because of the difficulty of determining their fair value, contributed services are not recognized in the financialstatements.

5

23




2. Significant accounting policies (Continued from previous page)

Measurement uncertainty

The preparation of financial statements in conformity with Canadian accounting standards for not-for-profit organizationsrequires management to make estimates and assumptions that affect the reported amounts of assets and liabilities anddisclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenuesand expenses during the reporting period.

Accounts receivable are stated after evaluation as to their collectability and an appropriate allowance for doubtful accountsis provided where considered necessary. Amortization is based on the estimated useful lives of capital assets.

These estimates and assumptions are reviewed periodically and, as adjustments become necessary they are reported inexcess of revenues over expenses in the periods in which they become known.

Leases

A lease that transfers substantially all of the benefits and risks of ownership is classified as a capital lease. At the inceptionof a capital lease, an asset and a payment obligation are recorded at an amount equal to the lesser of the present value ofthe minimum lease payments and the property’s fair market value. Assets under capital leases are amortized on anappropriate basis, over their estimated useful lives. All other leases are accounted for as operating leases and rentalpayments are expensed as incurred.

An arrangement contains a lease where the arrangement conveys a right to use the underlying tangible asset, and wherebyits fulfillment is dependent on the use of the specific tangible asset. After the inception of the arrangement, a reassessmentof whether the arrangement contains a lease is made only in the event that:

there is a change in contractual terms;

a renewal option is exercised or an extension is agreed upon by the parties to the arrangement;

there is a change in the determination of whether the fulfillment of the arrangement is dependent on the use of the

specific tangible asset; or

there is a substantial physical change to the specified tangible asset.

Long-lived assets

Long-lived assets consist of capital assets. Long-lived assets held for use are measured and amortized as described in theapplicable accounting policies.

When the Association determines that a long-lived asset no longer has any long-term service potential to the organization,the excess of its net carrying amount over any residual value is recognized as an expense in the statement of operations.Write-downs are not reversed.

Financial instruments

The Association recognizes its financial instruments when the Association becomes party to the contractual provisions ofthe financial instrument. All financial instruments are initially recorded at their fair value.

At initial recognition, the Association may irrevocably elect to subsequently measure any financial instrument at fair value. The Association has not made such an election during the year.

The Association subsequently measures investments in equity instruments quoted in an active market at fair value. Fairvalue is determined by published price quotations. Investments in equity instruments not quoted in an active market aresubsequently measured at cost less impairment. All other financial assets and liabilities are subsequently measured atamortized cost.

Transaction costs and financing fees directly attributable to the origination, acquisition, issuance or assumption of financialinstruments subsequently measured at fair value are immediately recognized in the excess of revenue over expenses forthe current period. Conversely, transaction costs and financing fees are added to the carrying amount for those financialinstruments subsequently measured at cost or amortized cost.

6

Human Resource Management Association of Manitoba o/a CPHR ManitobaNOTES TO THE FINANCIAL STATEMENTS


24




3. Temporary investments

2017 2016

Redeemable GIC, earning interest at $nil (2016 - 0.50%), maturing March 2017 - 61,974Mutual funds 525 524Patronage equity 858 848Redeemable GIC, earning interest at $nil (2016 - 0.90%), maturing December 2016 - 100,000Redeemable GIC, earning interest at $nil (2016 - 0.50%), maturing December 2016 - 100,000Redeemable GIC, earning interest at $nil (2016 - 0.50%), maturing December 2016 - 40,000Redeemable GIC, earning interest at 0.50%, maturing March 2018 62,284 -Redeemable GIC, earning interest at 0.50%, maturing December 2017 100,000 -Redeemable GIC, earning interest at 0.90%, maturing December 2017 100,000 -Redeemable GIC, earning interest at 0.50%, maturing December 2017 40,000 -

303,667 303,346

Restricted investments (225,000) (175,000)

78,667 128,346

4. Accounts receivable

2017 2016

Trade receivables 24,165 16,989Interest receivable 766 738Royalties receivable 27,896 10,833

52,827 28,560

7



25




5. Capital assets

2017

Accumulated Net book

Cost amortization value

Computer equipment 64,835 50,455 14,380Database project and website 96,608 88,209 8,399Furniture and fixtures 35,711 25,562 10,149Leasehold improvements 2,800 666 2,134

199,954 164,892 35,062

2016

Accumulated Net book

Cost amortization value

Computer equipment 64,835 44,293 20,542Database project and website 96,608 84,610 11,998Furniture and fixtures 35,711 23,024 12,687Leasehold improvements 2,800 513 2,287

199,954 152,440 47,514

6. Accounts payable and accruals

2017 2016

Accounts payable and accruals 20,168 20,084Trade payables 50,269 42,108Vacation accrual 29,370 25,394Accrued liabilities 15,517 15,346Visa payables 5,362 9,955

120,686 112,887

7. Deferred revenue

2017 2016

Membership fees 448,264 395,147Conference tradeshow - 12,556Magazine - 2,400Other sponsorships 5,000 5,000CPHR exams 15,500 16,979Other unearned revenue 6,873 4,538Conference registration 3,225 -Conference sponsorships 6,000 -

484,862 436,620

8



26

2016–2017 Annual ReportHuman Resource Management Association of Manitoba o/a CPHR ManitobaNOTES TO THE FINANCIAL STATEMENTS




8. Internally restricted net assets

The Association has established an internally restricted reserve to ensure financial stability of the Association. The amountis to approximate six months of normalized annual operating expenses. The Board of Directors will approve a transferannually until this target is achieved. During the year, $50,000 (2016 - $25,000) was transferred to internally restricted netassets.

9. Commitments

The Association has entered into various lease agreements with estimated minimum annual payments as follows:

2018 22,2962019 2,9282020 2,9282021 732

28,884

10. Contributed materials and services

Included in member events revenue and member services expenses in the statement of operations if $34,636 (2016 -$34,348) representing estimated fair value of contributions of contributed materials and/or services.

11. Financial instruments

The Association, as part of its operations, carries a number of financial instruments. It is management's opinion that theAssociation is not exposed to significant interest, currency, credit, liquidity or other price risks arising from these financialinstruments except as otherwise disclosed.

12. Comparative figures

Certain comparative figures have been reclassified to conform with current year presentation.

9

THE PATH TO LEADERSHIPChartered Professionals in Human Resources Manitoba Annual Report 2016–2017 CPHRMB.CA

CPHR Manitoba Chapter Operating Terms


APPENDIX 8APPENDICES

Chapter Operating Terms TemplateName

The name of the Chapter shall be “The Chartered Professionals in Human Resources of Manitoba, (blank) Chapter” OR “(blank) Chapter of the Chartered Professionals in Human Resources of Manitoba (hereinafter called “the Chapter”).

Primary functions

The Chapter’s primary functions shall be:

1) Promoting the purpose and benefits of the Chapter and the Association to persons in the Human Resources field, in order to help the Association in the recruitment of new members by providing information about the benefits of membership, and to retain existing members by reaching out to them during the year to solicit their participation in Chapter activities.

2) In collaboration with CPHR Manitoba staff, planning and organizing local programs for the purpose of continuing education, professional networking and mentoring in accordance with Chapter member needs and the Association’s strategic plan.

Membership

Only members of the Association who are in good standing can be members of a Chapter.

Administration and Finance

The Association will provide financial and administrative services in support of Chapter operations, as requested and approved by the Association.

Chapter Advisory Council or Contact

Any Chapter with 50 members or more shall have an Advisory Council consisting of not less than 3 and not more than 5 Chapter Executives. One such Executive must be the Chapter President.

Chapters with 49 members or fewer may have a designated Chapter Contact or Chapter Council.

It shall be the responsibility of the Chapter President or Contact to provide leadership and to coordinate activities of the Chapter, and to be its principal liaison with the Association.

The role of the Council is governance and stewardship of the Chapter. The Council is accountable to members of the Chapter for the management and supervision of those who manage the business and affairs of the Chapter.

All Council members are expected to:

• Be a member of the Association in good standing• Make a commitment to the Council for at least one year• Actively participate in the Council’s initiatives

Reporting

The Chapter President or Contact will report annually to the Board of the Association regarding Chapter operations.

Chapter dissolution

Chapter dissolution shall be in accordance with the provisions of the by-laws of the Association.

Upon dissolution, all records of the Chapter shall be sent to the Association’s Registered Office and held in trust for a successor Chapter.

187

APPENDIX 8

Membership Categories:

CATEGORY DESCRIPTION

CPHRA Human Resource practitioner who has been granted the Chartered Professional in Human Resources (CPHR) designation and continues to meet the requirements for recertification. Holds the same rights and privileges as a Regular member.

RegularActively engaged in the practice of Human Resources. This includes individuals who hold Human Resource positions, consultants and educators, and individuals who have a professional interest in the operation of the Association. Includes the right to vote and hold elected office in the Association.

Associate Any person with an interest in, but not actively engaged in, the practice of Human Resources, and who does not qualify for regular membership. Does not include the right to vote or hold elected office in the Association.

Student

Student membership is open to persons registered in a full-time post-secondary program of studies leading to a certificate, diploma, or degree with specialization in any functional areas of Human Resources Management. To be eligible for student membership, an individual must be enrolled in three or more classes per fall and winter term during the membership year (June 1 - May 31). Proof of student status must be submitted prior to approval. Student members are encouraged to participate in the affairs of the Association, but shall not be eligible to vote and/or hold office. Student members are eligible to participate on committees.

Retired — FCPHR/CPHR

A former FCPHR or CPHR member who declares they are no longer active in the work force; holds the same rights and privileges as a Regular Member. Members requesting retired status must meet all of the following criteria:

• The member is permanently retired from full-time employment and working less than 400 hours per year.• The member is not engaged in any activity where they would present themselves as a CPHR.• The member is at least 55 years old

Once approved for retired status, retired members are;

• Not required to submit continuing professional development• Must only represent themselves as “CPHR Retired”

A Retired Member who re-enters the workforce is required to apply for a change in membership status. Retired CPHR members who reinstate their designation will need to submit an annual CPD log. The three-year period in which you need to obtain 100 CPD hours will restart upon your return to work (i.e. you will be required to obtain 100 CPD hours by May 31 of the year closest to your return to work date, maintaining the minimum 20 hour requirement for each of the three (3) years).

There is a maximum of one retirement and one reinstatement per member, subject to the Registrar’s discretion.

188

APPENDICES


APPENDIX 9

CATEGORY DESCRIPTION

Retired Regular

A former Regular Member who declares they are no longer active in the work force; holds the same rights and privileges as a Regular Member. Members requesting retired status must meet all of the following criteria:

• The member is permanently retired from full-time employment and working less than 400 hours per year.• The member is not engaged in any activity where they would present themselves as a CPHR.• The member is at least 55 years-old

Honourary

Honorary Members shall be persons who have rendered outstanding service to the Association, who have enhanced the Human Resource profession through their efforts, or have made a creditable contribution of new knowledge or skill to the Human Resource profession. Honorary Members do not have voting privileges and are not eligible to hold elected office in the association. The terms of an Honorary Member shall be granted by the Board of Directors during which time regular membership dues are waived.

Life

Shall be persons who are currently a member in good standing and are no longer or will no longer be an active full time Human Resource practitioner. They have been an active member of the Association for a period not less than 20 years, have their provincial professional designation, and have made significant contributions to the Association or to the Human Resource profession generally. Life Membership shall carry the same rights and privileges as those enjoyed by a Regular Member including the right to vote and to hold elected office, and is exempt from paying membership dues.

189

APPENDIX 10APPENDICES

Chartered Professional in Human Resources (CPHR) Competency Framework / CPHR Canada / 1.17 2

Table of Contents

About the CPHR .................................................................................................................................... 3

Application of the Competency Framework ..................................................................................... 3

Path to Obtain the CPHR ...................................................................................................................... 4

Maintaining the CPHR .......................................................................................................................... 4

Overview of the Functional Knowledge Areas .................................................................................. 5

Enabling Competencies ...................................................................................................................... 5

Proficiency Levels & Assessments ....................................................................................................... 5

Requirements ........................................................................................................................................ 6

Appendix A — HR Competencies by Functional Area & Method of Assessment .......................... 7

Appendix B — Enabling Competencies ........................................................................................... 10


About the CPHR

The Chartered Professional in Human Resources (CPHR) recognizes achievement and capability. The professional level designation signifies that an individual has achieved and continues to actively demonstrate knowledge and skills within the field of human resources. Through an examination and assessment process, each candidate for certification must demonstrate the core competencies relevant to the HR profession.

There is high demand for qualified professionals in all disciplines today. As companies compete for organizational success in an ever-changing environment, they are looking to human resources to help them effectively manage talent.

The designation assures employers, clients and other HR professionals that a CPHR has committed to abiding by a professional code of ethics and rules of professional conduct.

Once an individual obtains the CPHR designation, there is an ongoing requirement to maintain one’s competency. This is demonstrated through compliance with the standards set for continuing professional development.

Application of the Competency Framework

The CPHR Competency Framework outlines 44 discipline specific professional competencies that candidates for certification must demonstrate in order to be certified. Competencies are written as statements that define the work of a Chartered Professional in Human Resources, so that the Provincial Human Resources Associations can assess whether candidates have met the standard expected by employers and the public. The competencies are kept up to date through a national professional practice analysis.

The CPHR Competency Framework specifies the proficiency level at which each competency is to be demonstrated and how it will be assessed. The competencies and proficiency levels represent the minimum requirement to be granted the CPHR designation.

The CPHR Competency Framework is the foundation on which the CPHR designation rests. It is used by:

• Employers and the public to better understand the value of CPHRs

• The academic community in the design and development of course curriculum and profession specific programs

• CPHRs to validate their skills and abilities and articulate their value as a CPHR

• CPHRs and CPHR Canada Member Assocaitions for continuing professional development (CPD) requirements

• Future CPHRs to help them understand the knowledge, skills, and abilities required to become a CPHR


Obtaining the CPHR

The CPHR education, examination, and experience requirements are designed to provide candidates opportunities to develop and demonstrate the required CPHR competencies.

The requirements to become a Chartered Professional in Human Resources include:

• Membership: Meet the requirements for membership in their local CPHR Canada Member Provincial HR Association

• Knowledge Requirement: Demonstrate theoretical knowledge of the CPHR Functional Competencies

• Education Requirement: Demonstrate knowledge of the enabling competencies and the ability to apply functional knowledge by using critical thinking and analytical processes in a wide variety of situations, usually through the completion of a minimum of a Bachelor’s Degree.

• Professional Level Work Experience: Demonstrate professional level work experience practicing human resources, where the depth of work performed required independence of action, responsibility for outcomes, and influence with decision makers.

• Commit to adhere to the Code of Ethics & Rules of Professional Conduct

Refer to page 6 for more information on each of the requirements.

Maintaining the CPHR

Once an individual obtains the CPHR designation, there is an ongoing requirement to maintain one’s competency. This is demonstrated through compliance with the standards set for continuing professional development.

Continuing Professional Development (CPD) involves the reporting of qualifying development activities that aid one in advancing and expanding their professional knowledge and practice in the competency areas.

CPHRs are required to complete Continuing Professional Development activities annually. They must complete a minimum 20 qualifying CPD hours per year and 100 qualifying CPD hours on an ongoing three-year rolling basis.

* Equivalency options may not apply in all member associations.

Knowledge Education

Membership Professional HR Experience


Strategy Engagement

Total Rewards

Health, Wellness & Safe Workplace

Workforce Planning & Talent

Management

Professional Practice

Learning & Development

Human Resources Metrics, Reporting

& Financial Management

Labour & Employment Relations

Enabling Competencies

In addition to the knowledge and skills competencies within the functional knowledge areas, a range of enabling competencies are also needed to complete the successful professional’s skill set.

• Strategic and Systems Thinking

• Professional and Ethical Practice

• Critical Problem-Solving and Analytical Decision Making

• Change Management and Cultural Transformation

• Communication, Conflict Resolution, and Relationship Management

Descriptions of the enabling competencies are outlined in Appendix B.

Proficiency Levels & Assessments

Proficiency levels describe the level of knowledge or skill required by an individual to become a CPHR. The levels of proficiency for the CPHR Framework are defined as follows:

Awareness – the ability to explain, describe and demonstrate knowledge.

Comprehension – building on awareness, comprehension demonstrates an understanding of the process to apply knowledge to perform the competency.

Proficiency – building on awareness and comprehension, proficiency demonstrates the ability to draw upon prior experience to perform the competency by planning, interpreting, analyzing, and tailoring to their environment.

For each functional competency, the minimum proficiency level at which it is to be demonstrated is specified. In addition, the proficiency levels determine the method of assessment for each functional competency.

Overview of the Functional Knowledge Areas

Functional competencies are those specific to the field and practice of human resources.

The functional competencies are grouped by nine disciplines or knowledge areas.

For a complete list of functional competencies within each knowledge area, refer to Appendix A — HR Competencies by Functional Area.


Professional Level HR Work Experience Requirement

The CPHR Experience Requirement is a formal step in earning one’s CPHR designation requiring candidates to demonstrate three or more years of professional experience in human resources. Through the experience requirement, candidates for the CPHR demonstrate their ability to apply the knowledge and skills gained from their formal education and experience to a workplace environment. A broad range of experience must be demonstrated in a minimum of two of the functional knowledge areas or specialized depth of experience in one Functional Knowledge Area. If depth does not cover all of the competencies in that Functional Knowledge Area, the requirement of experience in two Functional Knowledge Areas would still apply.

Minimum Bachelor’s Degree

Yes Option 1: Require 3 years Professional Level HR Experience

Option 2: Require 8 years Professional Level HR ExperienceNo*

* Option 2 may not be available in all member associations.

Knowledge Requirement

The National Knowledge Exam® (NKE) serves as the national benchmark for the assessment of proficiency in the human resources body of knowledge. The exam assesses an individual’s understanding of the CPHR competencies as they relate to academic knowledge. Academic knowledge refers to basic facts, policies, practices, methods, legislation, etc. It is information that can be written into procedures and transferred fairly accurately during the learning process. The NKE questions are based on the competencies within the nine functional knowledge areas.

Member Association Accredited Human Resources Programs

Individuals pursuing the CPHR may be able to waive writing the NKE if they have successfully completed an accredited credit-level HR Diploma or Degree that is aligned to the competencies as outlined in the CPHR Functional Knowledge Areas. Qualifying programs within educational institutions are accredited by a provincial member association and recognized by all CPHR Canada member associations once accredited.

Education Requirement

Candidates for certification must confirm that they have completed a minimum of a Bachelor’s Level Degree in any discipline. A degree provides the basis for enabling competencies that allow individuals to effectively apply functional knowledge by using critical thinking and analytical processes in a wide variety of situations. The completion of a degree also enables one to develop a general knowledge and understanding of many key concepts, methodologies, theoretical approaches and assumptions in one or more disciplines; the ability to gather, review, evaluate and interpret information relevant to specific topics; the ability to use a range of established techniques to identify problems, critically analyze information, evaluate alternatives and propose solutions; the ability to communicate the results of their work accurately and reliably; and the commitment to take personal accountability for decision-making.


Appendix A — HR Competencies by Functional Area

CODE COMPETENCY PROFICIENCY ASSESSMENT

10000 Strategy

10100Impact the organization and human resources practices by bringing to bear a strategic perspective that is informed by economic, societal, technological, political, and demographic trends to enhance the value of human resources.

Awareness Exam

10200 Develop an understanding of the application of governance principles and methods by keeping current with leading practices to contribute to and implement approved strategy. Awareness Exam

10300Provide effective leadership for human resources, with due recognition of the roles and responsibilities of the governing body and the organization’s leadership and their relationships with other stakeholders, to implement the business plan and manage risk.

Awareness and comprehension

Exam Experience

10400Contribute to the organization’s vision, mission, values, and goals, demonstrating business acumen and participating in the strategic planning process, to support organizational objectives.

Awareness Exam Experience

10500 Align human resources practices by translating organizational strategy into human resources objectives and priorities to achieve the organization’s plan.


Exam Experience

10600 Consult in the development of a change management strategy considering the goals, resources required, and forces of resistance to achieve the organization’s plan.


Exam Experience

20000 Professional Practice

20100 Conduct human resources responsibilities and build productive relationships consistent with standards of practice with due diligence and integrity to balance the interests of all parties.

Awareness, comprehension, and proficiency

Exam Experience

20200 Adhere to ethical standards for human resources professionals by modeling appropriate behaviour to balance the interests of all stakeholders.


Exam Experience

20300 Adhere to legal requirements as they pertain to human resources policies and practices to promote organizational values and manage risk.


Exam Experience

20400 Recommend ethical solutions to the organization’s leadership by analyzing the variety of issues and options to ensure responsible corporate governance and manage risk.


Exam Experience

20500Foster the advancement of the human resources profession by participating in professional activities and advocating for the profession to enhance the value of human resources in the workplace.


Exam Experience

20600Promote an evidence-based approach to the development of human resources policies and practices using current professional resources to provide a sound basis for human resources decision-making.

Awareness and comprehension Exam

20700 Research business information and global and technological trends using credible sources to incorporate appropriate technologies and ideas into the practice of human resources.


Exam Experience



30000 Engagement

30100Promote engagement, commitment, and motivation of employees by developing, implementing, and evaluating innovative strategies to enhance productivity, morale, and culture.


Exam Experience

30200 Develop initiatives through which leaders align culture, values, and work groups to increase the productivity and engagement of employees.


Exam Experience

30300Demonstrate the value of employee engagement using appropriate measures to encourage productivity, continuous improvement, and innovation and to enhance attraction and retention.


Exam Experience

30400Partner with appropriate leadership to communicate with employees, the union, and organizational stakeholders on organizational challenges and developments to create understanding and enhance affiliation with the organization.


Exam Experience

40000 Workforce Planning and Talent Management

40100 Create a workforce plan by identifying current and future talent needs to support the organization’s goals and objectives. Awareness Exam

40200 Increase the attractiveness of the employer to desirable potential employees by identifying and shaping the organization’s employee value proposition to build a high quality workforce.

Awareness, comprehension

Exam Experience

40300Execute a workforce plan by sourcing, selecting, hiring, on-boarding, and developing people to address competency needs and retain qualified talent aligned with the organization’s strategic objectives.


Exam Experience

40400 Implement a performance management system by measuring against established goals and expectations to align individual and organizational performance with strategy.


Exam Experience

50000 Labour and Employee Relations

50100Promote a collaborative work environment between the employer, the union (where it exists), employees, and other representative groups through clear and open communication to achieve a respectful, productive, and engaged workforce.


Exam Experience

50200Interpret legislation, collective agreements (where applicable), and policies consistent with legal requirements and organizational values to treat employees in a fair and consistent manner and manage the risk of litigation and conflict.


Exam Experience

50300 Recommend labour and employee relations strategies based on risks, costs, and opportunities in order to achieve business objectives.


50400 Negotiate as a means to resolve labour issues consistent with the law, economic and societal trends, and established objectives and strategies to achieve agreement. Awareness Exam

60000 Total Rewards

60100Create a total rewards structure that encompasses compensation, pensions, benefits, and perequisites to maintain consistency, fairness, and organizational competitiveness, comply with legal requirements, and encourage desired behaviour.

Awareness Exam

60200Implement the total rewards structure using appropriate job evaluation systems and market comparisons to ensure consistency, fairness, and organizational competitiveness, compliance with legal requirements, performance, and desired behaviour.


Exam Experience

60300

Evaluate the total rewards structure using appropriate metrics, monitoring trends, and innovations to ensure consistency, fairness, organizational competitiveness, compliance with legal requirements, performance, and desired behaviour and to identify recommendations for the organization’s leadership.


Exam Experience

60400 Provide information about the total value of and changes to total rewards using appropriate media to achieve understanding and encourage performance and desired behaviour.


Exam Experience



70000 Learning and Development

70100 Identify organizational learning priorities aligned with the business strategy using key stakeholder involvement to ensure appropriate learning and optimal return-on-investment.


Exam Experience

70200 Develop opportunities for employees to learn and grow professionally by maximizing their potential aligned with business strategy to contribute effectively to organizational objectives.


Exam Experience

70300 Implement learning and development programs in accordance with adult learning principles to build competency and ensure relevance and effectiveness.


Exam Experience

70400Evaluate learning and development priorities and programs in accordance with sound measurement principles to document attainment and progress toward organizational objectives.


Exam Experience

70500 Develop an organizational culture where learning occurs at different levels by making learning a part of everyday work activity to enhance individual, team, and organizational effectiveness.


Exam Experience

70600 Develop initiatives through which leaders learn mentoring and coaching skills to support learning and development priorities of employees. Awareness Exam

80000 Health, Wellness, and Safe Workplace

80100Promote the health and safety of employees through an understanding of legislation, regulations, and standards to increase organizational awareness, ensure compliance, and manage risk.


Exam Experience

80200Develop health, safety, and wellness policies, procedures, roles and responsibilities for leaders and employees, to ensure compliance through training, monitoring, and providing appropriate safeguards and disability management.


80300Encourage employee wellness by endorsing healthy lifestyles, educating employees, and providing opportunities for enhancement of wellness to sustain overall employee and organizational health.


Exam Experience

80400 Establish a proactive approach to mental health and psychological well-being in the workplace by enhancing awareness at all levels of the organization to improve performance.


Exam Experience

90000 Human Resources Metrics, Reporting, and Financial Management

90100 Make informed business decisions using financial and operating information to align human resources with business strategy.


90200 Conduct comprehensive human resources audits by sampling policies, procedures, programs, and systems to identify strengths and areas for improvement and to ensure compliance.


Exam Experience

90300 Specify the requirements for a human resources information system that captures data and generates reports to inform leaders of trends to achieve organizational objectives.


Exam Experience

90400Manage human resources information in compliance with legal requirements using appropriate tools and procedures in order to support decision making and inform leaders about progress toward organizational objectives.


Exam Experience

90500Report on the effectiveness of human capital investments with respect to key performance indicators using appropriate measures and metrics to monitor trends and promote the organization’s progress toward its objectives.


Exam Experience


Appendix B — Enabling Competencies

Enabling Competency Description

Strategic and Systems ThinkingCPHRs understand that organizations operate as open, dynamic, and complex systems. CPHRs draw upon their ability to integrate ideas and solutions across all levels and functions in the organization in order to create value.

Professional and Ethical Practice

CPHRs act with honesty and integrity in addressing the needs of employees, organizations, and broader society through serving as moral and ethical stewards of the employment relationship. CPHRs understand the need to safeguard the public interest through balancing the often competing interests of the parties to the employment relationship. CPHRs uphold the law, and in situations of ambiguity seek out advice and rely on the highest principles of ethical behaviour to guide their actions.

Critical Problem-Solving and Analytical Decision-Making

CPHRs approach problem-solving and decision-making in an analytical manner. CPHRs use an evidence-based approach that includes triangulation and critical assessment of data from multiple internal and external sources. CPHRs have the capacity to provide integrative and innovative solutions to problems.

Change Management and Cultural Transformation

CPHRs have a comprehensive understanding of the dynamics and principles of change management and cultural transformation. CPHRs engage in thoughtful, prudent, and careful planning of organizational change, and assist in removing obstacles that impede organizational effectiveness. CPHRs understand the structural, social and psychological barriers to change, and ensure that all organizational stakeholders are treated fairly and with respect.

Communication, Conflict Resolution, and Relationship Management

CPHRs have effective written and oral communication skills. CPHRs have the ability to communicate and work with many different stakeholders with competing interests and values, and have developed effective persuasion and negotiation skills. CPHRs are collaborative and seek to develop conflict resolution skills in others. CPHRs seek out and are responsive to feedback about their own actions.

Operating Procedures — Professional Conduct CommitteeThe Professional Conduct Committee is the body appointed by the association to receive complaints from the general public, other association members or the association itself alleging that one of the association members has violated the CPHR Canada National Code of Ethics (“The Code’). The committee exists to hear and rule on membership disciplinary matters. The Committee has the authority to make final decisions. If those decisions are appealed, the Board will act as the Appeal Committee.

Responsibilities: • Hear allegations and complaints; • Make decisions regarding conduct of members where a

complaint has been registered; • Report to the Board whenever an allegation or complaint

has been made; and • Prepare for the Board an annual summary of the number

of complaints or allegations and the outcomes.

Composition:Chair

CPHR from the membership. The Chair is appointed by the Board based on recommendations from the Nominating Committee.

Committee

CPHR members from the membership based on recommendations from the Nominating Committee. No Board Members will chair or participate in any way on this committee as it is the Board’s role to hear appeals.

Role of the CPHR Registrar — staff or volunteer position:The Registrar will have administrative responsibility for receiving submissions, distributing material to the members of the committees and the parties to the complaint, scheduling meetings, hearings, and so on.

Committee Confidentiality: • Members will sign a confidentially document agreeing

that materials reviewed during the course of membership on the committee will remain confidential and subject to the privacy policy of the association. Further, that during the hearing and prior to the release of the committee’s decision, the members agree not to discuss the case outside of the committee meetings.

Complaint Process:1. A complaint is received from a Complainant. The person

who is the subject of the complaint is the Respondent. The “Parties” to the complaint are the Complainant and the Respondent. The Association may also be a Party where the Association chooses to intervene, as provided herein.

2. A complaint must set out in writing a detailed statement of the acts or omissions complained of, the times, dates and person(s) involved, any witness(es) to the incident(s) and the nature of the complaint, so as to allow the Respondent to reasonably understand and respond to the allegations being made. The complaint should include any supporting documentation. There must be some allegation linked to a breach of the Code.

3. To be considered for adjudication, the complaint must be received within the latter of 6 months of the alleged violation or 6 months from the date on which the Complainant knew or reasonably ought to have known of the alleged violation.

4. Either on its own accord or at the request of a member, any member Association may formulate and file a complaint where the available information suggests that a member’s conduct appears to contravene the Code. This may avoid members confronting each other directly.

5. The decision whether to file a complaint on its own behalf rests solely with the Association. While members may request that their Association file a complaint, no member may compel an Association to do so. The failure or refusal of an Association to file a complaint does not affect an individual member’s right to do so. Where an Association files a complaint, the Association is the Complainant and has the rights of a Complainant as provided herein.

6. Where a complaint raises an issue of general importance to the Association, the Association may choose to intervene in the complaint. The Association shall provide the CPHR Registrar with written notice of its decision to intervene.

201

APPENDIX 11

Should it choose to intervene in any complaint, the Association shall:

(a) become a Party to the complaint, and (b) have the right to receive notice of the hearing and

production of any documents or other matters on the same basis as the other Parties; and

(c) have the right to question witnesses and make submissions regarding the appropriate disposition of the complaint.

7. The Association’s status as intervenor does not provide the Association with the right to call witnesses.

8. The Complainant must send or “file” the complaint with the CPHR Registrar. The Registrar may review the complaint for sufficiency. The Registrar must maintain a neutral role. While the Registrar may point out any deficiencies in a complaint, it is not the function of the Registrar to provide any assistance in either the formulation of the complaint, or the reply to it. The Registrar should, however, inform the Complainant that in order for the complaint to proceed, the Respondent will receive a copy of the complaint. The Registrar should also inform the Complainant that the Complainant’s identity will be revealed to the Respondent.

9. Within thirty (30) calendar days of a complaint being received by the Registrar, the Registrar must send the following to the Respondent:

(1) a copy of the complaint; (2) a copy of the Discipline Process to be followed; and a letter

advising the Respondent that he/she has thirty (30) days to file a written reply with the CPHR Registrar, including any documents on which the Respondent will be relying.

10. The complaint is to be delivered to the Respondent in person, by registered mail or by courier to the current address on file with the Association, and a signature ensuring receipt of the complaint should be requested.

11. At the time of delivery to the Respondent, the Registrar must send a copy of the complaint to the members of the Committee.

12. Within seven (7) calendar days of receiving a reply from the Respondent, the Registrar shall send a copy of the reply to the Committee, to the Complainant and to the Association, if the Association has indicated an intention to intervene.

13. Within two weeks of the expiry of the time for filing a reply, the Committee shall convene a meeting, without the Parties, at which time it shall decide on one of the following courses of action:

(a) Dismiss the complaint as not well founded, where, assuming the facts alleged in the complaint are true, there is no violation of the Code.

(b) Where no reply was received from the Respondent, assume all facts in the complaint are true, and proceed with a decision based on the facts stated in the complaint.

(c) Determine that, on the face of the material received, there is a basis on which to hold a hearing; i.e., there is a prima facie case on the balance of probabilities. This conclusion is warranted where the complaint contains allegations which if believed would justify a conclusion that the Respondent breached the Code.

(d) Determine that on the face of the material received, there may be some cause for complaint, but more information is required before a hearing can be convened. In this circumstance, the Committee shall request further particulars from any Party on such terms and subject to such time limitations as the Committee may direct. Following receipt of the additional particulars requested, the other Party(ies) shall have an opportunity to reply, on such terms and subject to such time limitations as the Committee determines. Following receipt of the particulars and the reply(ies), the Committee shall proceed with either steps (a), (b) or (c).

14. The Committee shall communicate its decision to the Parties in writing, setting out its reasons for the decision, within two weeks of the meeting.

15. If the Committee decides to proceed in accordance with subparagraph 13(c), the Committee Clerk shall schedule a hearing. The hearing should be scheduled on not less than thirty (30) calendar days’ notice to the Parties, and within sixty (60) calendar days of the date of notification to the Parties of the decision to hold a hearing.

16. The hearing is formal based upon the steps outlined within this procedure. At the hearing, the Parties may, if they wish, be accompanied by legal counsel, or some other representative who should understand the nature and purpose of such a hearing. The Parties are responsible for the costs of their representative. The Complainant presents evidence on the substance of the complaint.

202

APPENDICES


APPENDIX 11

Witnesses may be called, examined by the Complainant then cross-examined by the Respondent, following which the Complainant shall have the right to redirect on any points raised in cross-examination. The Respondent then presents evidence in defense of the allegations. Witnesses may be called by the Respondent for examination, cross-examination and reply. The Complainant may then call further evidence to deal with any new issues raised by the Respondent. Should the Association intervene, the Committee shall determine the procedure to be followed, including the order of questioning witnesses. Although a by-laws based Association does not have the legislative backing to compel witnesses to attend, Complainants and Respondents are still encouraged to call witnesses where deemed appropriate. The Parties should be aware that if they do not call witnesses, a decision will be made based on the evidence presented. Rules regarding the submission of witness lists, and how far in advance submissions, documents and evidence must be received should fall within the time frames outlined in #16 above.

17. The Parties then present final arguments or submissions in an attempt to convince the Committee as to what decision the Committee should reach on the matter. The procedure is the same as the presentation of evidence: Complainant, Respondent, Complainant. Should the Association intervene, the Committee shall determine the order of submissions and final arguments. During this part of the proceeding the members of the Committee may ask questions of clarification as to the points being made by the Parties.

18. Unless the outcome is very clear, the Committee will usually reserve its decision to consider the evidence and submissions.

19. The Committee shall set out in its written decision the following:

(1) The Committee must determine whether the member in fact engaged in the conduct complained of. For all offenses of a quasi-criminal or fraudulent nature, the standard of clear and convincing evidence will apply; for all other offenses, the balance of probabilities standard will apply.

(2) The Committee must determine whether the conduct constitutes a breach of the Code.

(3) The Committee must determine whether the conduct warrants a disciplinary response.

(4) If disciplinary measures are warranted, the Committee must determine the appropriate level of discipline.

20. A written decision, with reasons, must be issued within thirty calendar days of the conclusion of the formal hearing.

The range of disciplinary responses require a vote of 2/3 of the Committee in favour of a particular course of action. Decisions could range from:

• Dismissal of the complaint if no evidence of breach of conduct has been found.

• A caution and/or coaching not to repeat the conduct: Where the Committee finds that there has been a breach of the Code, but the breach is merely technical or trivial.

• Letter of Advice: Where a minor impropriety has occurred and it is a first occurrence.

• Reprimand: Where a contravention of the Code has occurred, but it is not of sufficient seriousness to warrant more than a reprimand.

• Suspension: Where a serious contravention of the Code has been found and expulsion is not warranted. The Committee may impose a temporary suspension of membership (including CPHR status) and a probationary period, with the time and conditions determined by the Committee.

• Expulsion/Revocation of CPHR Designation: For the most serious violations of the Code, the Committee may expel a member, revoke his/her CPHR designation and set conditions of re-instatement. This measure may also be imposed for repeated actions of a less serious nature when other disciplinary measures have been exhausted.

22. Where the discipline results in the revocation of the designation, the name of the disciplined member will be published. The CPHR Canada office should be notified immediately so the revoked member’s name may be removed from the National Registry.

23. The CPHR Registrar shall retain a copy of the complaint and the decision, along with all exhibits and other documents, for at least twelve months from the date the decision is issued.

24. Where the decision of the Committee resulted in any caution, advice, reprimand, suspension or expulsion/revocation, a copy of the Committee’s decision shall be maintained in the Respondent’s file, including notes to file in instances where there have been previous verbal warnings.

25. The time frames listed above are to be used as guidelines. The Committee has the discretion to waive or extend any time limit(s) provided in the Discipline Process on such terms as the Committee may determine. In exercising its discretion, the Committee shall consider whether there is prejudice to any Party and whether, in the Committee’s opinion, it would be just to do so.

203

CPHR Manitoba

Validation of Professional Experience (VPE) HANDBOOKUpdated May 2017

About the Validation of Professional Experience (VPE)The overarching objective of the certification process for Chartered Professionals in Human Resources (CPHRs) is to ensure that HR professionals who are certified by CPHR Manitoba possess the knowledge, skills and experience in sufficient degree to competently perform important occupational activities. Completion of the certification process confers the right to use the title ‘Chartered Professional in Human Resources (CPHR)’ and the right to use the initials CPHR after one’s name.

To become a Chartered Professional in Human Resources (CPHR), applicants must be members of CPHR Manitoba and complete the necessary requirements of the chosen path.

CPHR Designation

CPHR Manitoba membership in good standing

PATH 1DEGREE

PATH 2NON-DEGREE

PATH 3ACCREDITED DIPLOMA

PATH 4ACCREDITED

DEGREE/MASTERSPATH 5

SENIOR LEVEL

DegreeAny major

AccreditedDiploma in HR

Accredited Masters or Degree

in HR


Experience


Experience


Experience


Experience


Experience

10 yearsSenior Professional HR

Related Experience

NKENational

KnowledgeExam

DegreeAny major

NKENational

KnowledgeExam

DegreeAny major or HR

diploma

204

APPENDICES


APPENDIX 12

There is no requirement to complete the steps for a given path in order. The only exception is that one must be a member of CPHR Manitoba in order to write the National Knowledge Exam (NKE), apply for an NKE waiver or to submit an application for the Validation of Professional Experience. For many, the Validation of Professional Experience will be the last requirement to be met. For experienced applicants who choose to pursue certification somewhat later in their career, the Validation of Professional Experience could be the first requirement to be met (after membership). In this case, one would be required to pass the National Knowledge Exam (NKE) within ten years of passing the VPE.

This booklet outlines the guidelines for the validation of professional experience component of the designation requirements.

The CPHR experience requirement is established in compliance with the national guidelines of CPHR Canada. The experience requirement was established as an eligibility requirement to ensure that candidates have, at minimum, demonstrated the experience and capability of performing at the professional level in Human Resources for the requisite length of time.

An important distinction between an academic credential and a professional designation is that an academic credential attests to your knowledge of theory, whereas a professional designation attests to your experience and competence. Not only do you know your subject matter, you have demonstrated experience and competence within the discipline. The assessment form is intended to capture professional level experience only. Do not check off areas where you have academic knowledge but no experience. ONLY check off areas in which you have professional experience.

The CPHR Body of Knowledge outlines specific criteria that define what is meant by ‘HR experience’ and ‘professional level’ as well as the Professional Competencies to become a Chartered Professional in Human Resources (CPHR). The professional level competencies are listed in the assessment form. Determinations as to whether a given applicant’s experience meets the established criteria are made by panels constituted from CPHR Manitoba’s Experience Assessment Committee to determine if it meets the required standard. It has been demonstrated that these judgments are made with a high degree of consistency.

CPHR Manitoba’s Experience Requirement1. Degree Paths — Paths 1, 3a, 4

To be certified by CPHR Manitoba, and earn the right to use the Chartered Professional in Human Resources (CPHR) designation, individuals must have had at least three years of demonstrated experience in HR at a professional level within the previous ten years. There are four aspects to CPHR Manitoba’s experience requirement, experience must be:

• In Human Resources, • At an appropriate level, • For a cumulative duration of 3 years, and • Acquired within the previous 10 years The time limit

for documenting three years of experience in HR at a professional level is ten years from the time one becomes a CPHR Candidate (from the time one passes the knowledge exam or the NKE waiver). If necessary, this ten-year validity period can be reset by re-writing and passing the knowledge exam. As stated, to qualify, experience must be acquired within ten years of the date that the Validation of Professional Experience is submitted for review.

2. Non-degree Paths — Paths 2, 3b

To be certified by CPHR Manitoba, and earn the right to use the Chartered Professional in Human Resources (CPHR) designation, individuals must have had at least eight years of demonstrated experience in HR at a professional level within the previous fifteen years.

There are four aspects to CPHR Manitoba’s experience requirement, experience must be:

• In Human Resources, • At an appropriate level, • For a cumulative duration of 8 years, and • Acquired within the previous 15 years

The time limit for documenting eight years of experience in HR at a professional level is ten years from the time one becomes a CPHR Candidate (from the time one passes the knowledge exam or the NKE waiver). If necessary, this ten-year validity period can be reset by re-writing and passing the National Knowledge Exam. To qualify, experience must be acquired within fifteen years of the date that the Validation of Professional Experience is submitted for review.

What is Professional Experience

205

Human Resource experience at the ‘professional level’ refers to the applicant’s direct responsibility and accountability for the strategy, design, implementation, and coordination of various areas in the scope of practice of HR. This level of experience should also indicate that there is considerable independent decision making and the incumbent receives limited supervision. In determining whether HR experience is at the professional level, the following factors are taken into consideration:

• Independence of actions — relates to the amount of planning, self-direction, decision-making and autonomy involved in the work experience;

• Depth of work requirements — relates to the extent to which work experience requires information analysis and interpretation of relevant information;

• Level of interaction and influence — relates to the degree to which the individual interacts with a broad spectrum of contacts, including decision-makers and is responsible for influencing decisions as they related to HR; and

• Responsibility for work outcome — relates to the level of accountability for work and decisions.

To be clear, professional does not mean supervisory or managerial. Professional HR experience does not require that one has overall responsibility for the HR function.

Junior levels in a human resources department performing administrative functions are not considered to be at the appropriate level; time spent in these positions will not be credited against the experience requirement.

What is HR ExperienceThe scope of HR practice is the creation and implementation of all policies, practices and processes to effectively organize and manage all human resources in the workplace in service of the ultimate goal of enhancing business outcomes. Human resources management involves maintaining or changing relations between employees, between employers or between employers and employees.

The practice of Human Resources Management includes, but is not limited to, one or more of the following:

1. The development and implementation of human resources policies and procedures;

2. Consultation in the area of human resources management; 3. Providing advice to clients, managers and employees in

matters pertaining to management of human resources; 4. The representation of clients and organizations in

proceedings related to human resources management; 5. Program development and evaluation in the area of

human resources management; 6. The supervision of other human resources professionals

whether registered or non-registered; 7. Coaching of employees, managers and other individuals

in matters relating to work and employment; or 8. The conduct of research in the area of human

resources management; 9. Teaching of HR courses at the college or university level.

To be credited toward the experience requirement, fifty-one percent (51%) or more of an applicant’s activities must be in human resources as defined above. Beyond this, time will be credited proportionally. For instance, an applicant for whom seventy-five percent (75%) of their time is dedicated to human resources activities as defined above will have their time multiplied by .75. It would take four years of experience in such a position to be equivalent to three years of full-time experience in human resources.

Teaching “full-time” means teaching at least three HR courses per semester. Part-time teaching will be pro-rated as follows:

• Teaching one HR course per semester – 1/3 of 100% • Teaching two HR courses per semester – 2/3 of 100%

The experience must have occurred within the last ten years to count towards the experience requirement (within fifteen years for the eight-year requirement). If you have a significant absence from work (i.e. maternity/paternity leave), you must note this absence on your application. Time spent away from the job does not count towards your professional experience.

If the credited time for the current position is less than required, the panel will consider the prior position, and so on, up to a maximum of ten years back (fifteen years for the eight-year requirement).

206

APPENDICES


APPENDIX 12

What is NOT HR Experience?Levels of work experience which are not considered to meet the requirement of being in HR at the professional level include the following:

• Junior levels within a human resources department performing administrative functions that are clerical in nature are not considered at the appropriate level. Time spent in these positions will not be credited towards the work experience component of the CPHR.

• Transactional work is not considered to meet the professional level. Transactional means work that is of an administrative or support function, meaning, there is no judgment, analysis or interpretation done to the data or information in the scope of your work.

• Work experience gained while serving as a labour union representative or a union employee (such as a Grievance Officer) is not considered to meet the criteria towards the experience requirement unless these activities fall within a position clearly identified as an HR position.

• Supervisory work experience refers to the supervision of the strategy, design, implementation and co-ordination of one or more human resources functions. Supervisory work does not mean the supervision of staff including assigning work, conducting performance appraisals, approving vacations etc. This type of activity is a line management function and does not qualify towards the experience requirement. Neither does line management experience of supervisors or managers working outside the human resources field such as in production, accounting, marketing, sales, or customer service.

• Professional experience is not considered if all policies and procedures are developed at a corporate level and not by the on-site HR management. The individual is in effect administering the managerial decisions made elsewhere. This may be applicable in such situations as a government, branch plant, mine or mill location with Corporate HR.

207

Junior vs. Professional HR ExperienceThe following chart can assist you to determine if your specialized HR role is either too junior in nature or at the professional level.

Specialized Field Junior Level Tasks Professional Level Tasks

Recruitment Posting Jobs • Writing Job Descriptions • Creating Interview Questions • Assisting in Interviews • Attending career fairs • Tracking applicants • Checking references and background checks • Candidate Phone screening • Screen resumes for managers

Creating Workforce Plans • Implement policies and processes around Talent Management • Making final decisions on hiring • Implementing innovative strategies for recruitment or interviewing • Talent mapping • Conduct or lead interviews with candidates • Analysis of talent needs and gaps

HR Analysts Collect and organize information in report format • Develop presentations based on info collected

Manage technical, analytical and audit functions of HR department • Responsible for HR quality control protocols • Conduct and ensure integrity of overall system infrastructure • Develop HR policy, analytics, job analysis, recruitment plans etc. based on info collected

Learning & Development Tracking learning needs and training progress of employees • Presenting pre-existing workshops or learning lunches to employees • Coordinating training for colleagues or employees

Identify organizational learning priorities aligned with business strategy • Implement learning and development programs • Evaluate existing learning and development priorities and programs and work to evolve them to meet current needs of business • Develop an organizational culture that enhances the learning of all employees • Create workshops, learning assessment tools, and other training programs. • Research field of methodologies and programs to keep up to date on current organizational trends and use this info to improve program

Health & Safety Performs onsite safety checks • Provides safety training • Maintain records • Coordinate, implement, and monitor safety program

Develop health, safety & wellness policies/programs • Track and analyze accident trends and rates • Provide recommendations/guidance to operations to make maintain safe environment • Review compensation data and work with company representatives to resolve workers’ compensation issues • Research and rewrite recommendations for existing Health and Safety programs, policies and procedures

208

APPENDICES


APPENDIX 12

Non-HR Specific RolesGeneral management work may be considered if the human resources work comprises at least fifty-one percent (51%) and there is no HR department or manager in the workplace where the general management work takes place. The general manager must be the person who has direct responsibility and accountability for the strategy, design, implementation and co-ordination of one or more HR functional areas for the organization.

The following chart can assist you to determine if your non-HR specific role meets the requirements of receiving credit towards your years of HR professional experience.

Non-HR Specific Fields Non-HR Level Tasks HR Professional Level Tasks

General Managers

General Managers may be considered if the human resources work comprises at least 51% and there is no HR department in the workplace.

Transactional/administrative work Line management:

• Supervising staff

• Assigning work

• Setting pay

• Approving sick days/vacations Acting on the HR advice of other professionals

Direct responsibility, supervision, and accountability for strategy, design implementation and coordination of one or more HR functional areas for the organization.

Small Business

Small business owners/ operators may gain suitable work experience towards the experience requirement provided their business is established to provide HR advice

Time spent on business development or operations Transactional/ administrative work

Line management:

Supervising staff

Assigning work

Setting pay

Approving sick days/vacations

Acting on the HR advice of other professionals

Direct responsibility, supervision and accountability for strategy, design implementation and coordination of one or more HR functional areas for the organization.

Labour Union Representatives Elected labour representatives Union employees

Non-elected Labour Union Representatives where position is clearly identified as an HR position

209

Lawyers

Employment lawyers and lawyers with applied HR work experience may be able to meet the experience requirement depending on the type of work they do. Activities identified as practicing human resources must be a significant part of the applicant’s work experience and will be prorated accordingly.

Advising clients or conducting litigation writing out a contract at the direction of a client

Conducting labour negotiations Mediation

Conducting downsizing activities

Negotiating the terms of a contract

Chief Executive Officers and Chief Administrative Officers

May meet the experience requirement if the organization they are leading does not have an HR department or HR position and if they are spending at least 51% of their time performing professional HR work.

Line management:

Supervising staff

Assigning work

Setting pay

Approving sick days/vacations

Acting on the HR advice of other professionals

Responsible for strategy, supervision, design implementation and coordination of one or more HR functional areas for the organization. Note: CAOs may wish to submit the municipal bylaw outlining their duties and responsibilities to properly assess their experience.

Instructors and Professors

Teaching in the field of human resources is a practice of human resources.

Academic research conducted by professors in the field of human resources may be eligible for experience validation if it is a significant part of their work and/or replaces a course.

Non HR courses

Non HR academic research

HR courses taught at an accredited college/university

• Teaching one HR course per semester – 1/3 of 100%

• Teaching two HR courses per semester – 2/3 of 100%

• Teaching three HR courses per semester – 3/3 of 100%

Note: Faculty will need to send in a course outline and/or syllabus with their application.

Academic Research: primary research in the field of human resources only

HR Co-op Student Terms

All co-op work done as part of a post-secondary HR program is not eligible work experience.

N/A N/A

HR Volunteer Positions

All volunteer work for which a Candidate Member is not receiving monetary compensation/financial reward is not eligible work experience

N/A N/A

210

APPENDICES


APPENDIX 12

Experience is Not in HR

Experience is in HR

Experience is at the Professional Level

Experience is at the Professional Level but not in HR

Experience is in HR and at the Professional Level

Experience is not at the Professional Level

Experience is neither in HR nor at the Professional Level

Experience is in HR but not at the Professional Level

CPHR Competency FrameworkThe CPHR Competency Framework outlines 44 discipline specific professional competencies that Candidates for certification must know in order to become a Chartered Professional in Human Resources (CPHR). Competencies are written as statements that define the work of Chartered Professionals in Human Resources (CPHRs), so that the Provincial Human Resources Associations can assess whether Candidates have met the standard expected by employers and the public. The competencies are kept up to date through a national professional practice analysis.

The CPHR Competency Framework specifies the proficiency level at which each competency is to be demonstrated and how it will be assessed. The competencies and proficiency levels represent the minimum requirement to meet CPHR certification.

Functional competencies are those specific to the field and practice of human resources. The 44 competencies are arranged into 9 Functional Knowledge Areas:

Example – STRATEGY Knowledge Area

Strategy Engagement

Total Rewards

Health, Wellness & Safe Workplace

Workforce Planning & Talent

Management

Professional Practice

Learning & Development

Human Resources Metrics, Reporting

& Financial Management

Labour & Employment Relations

For a breakdown of each competency into “knowledge of” and “skill in” areas please review the Competency Framework Classification System.

In addition to the knowledge and skills competencies within the Functional Knowledge Areas, a range of enabling competencies are also needed.

• Strategic and Systems Thinking • Professional and Ethical Practice • Critical Problem-Solving and Analytical Decision Making • Change Management and Cultural Transformation • Communication, Conflict Resolution

and Relationship Management

Download the Competency Framework here

Download the Competency Framework Classification System here

10000 Strategy

10100

Impact the organization and human resources practices by bringing to bear a strategic perspective that is informed by economic, societal, technological, political, and demographic trends to enhance the value of human resources.

10200

Develop an understanding of the application of governance principles and methods by keeping current with leading practices to contribute to and implement approved strategy.

10300

Provide effective leadership for human resources, with due recognition of the roles and responsibilities of the governing body and the organization’s leadership and their relationships with other stakeholders, to implement the business plan and manage risk.

10400

Contribute to the organization’s vision, mission, values, and goals, demonstrating business acumen and participating in the strategic planning process, to support organizational objectives.

10500Align human resources practices by translating organizational strategy into human resources objectives and priorities to achieve the organization’s plan.

10600Consult in the development of a change management strategy considering the goals, resources required, and forces of resistance to achieve the organization’s plan.

211

Breadth of ExperienceThe Validation of Professional Experience requires applicants to demonstrate professional level human resource experience in either of the following ways:

• Breadth in 2 of 9 Functional Knowledge Areas – proficiency in 50% or more of the competencies under two Functional Knowledge Areas

OR • Complete proficiency in 1 Knowledge Area

(Specialization) – proficiency in all competencies under one Functional Knowledge Area

AND • Proficiency in a minimum 9 of 44 competenciesAND • Breadth of experience in a minimum 3 of 5 enabling

competencies

The Application FormAn application for Validation of Professional Experience is decided on the merits of the written application and supporting documentation. Accordingly, an applicant must submit all requested information, explanations and materials supporting the contention that experience requirements have been met.

The application form was designed specifically to give panel members the information that is most relevant to the determinations they are tasked to make (that the experience is in HR, that it is at the appropriate professional level and that the time requirement has been met). Complete the form in your own words and in the space provided. The layout and format are intended to capture all the information needed. The form is expandable so you should be able to capture all the information that is requested in each section.

Applicants for the Validation of Professional Experience must attest that all information provided is accurate and complete. Applicants should also be aware that they may be contacted for further information if required by the Experience Assessment Committee and that they may be asked to provide a reference to verify information about their experience. The Committee may also seek information available in the public realm to make their decision.

Part A – Member InformationThe personal information in your application should match what you have entered in your online member profile.

If the CPHR Manitoba staff or Experience Assessment Committee needs to contact you for additional information they will be doing so during the day. Please provide your daytime email and phone number.

Additional items that must be included with your application:

• Organizational chart (for each position you are submitting in your application)

• Job description (for each position you are submitting in your application)

o Make sure the job description is an accurate representation of your current job responsibilities, accountabilities and qualifications; if it’s not, have it updated or create your own.

• Chronological resume

All the above listed documents should be employer documents. If unavailable, you are required to create your own.

Part B – Employment HistoryIn this section you will provide detailed information about each of the employment positions you are planning to include as part of your application to make up the required length of experience. These questions should be answered for ALL positions that make up the period of time required for your professional experience (3 or 8 years).

In providing a summary of the work you perform(ed) for each position you should not copy directly from your position/job description. Simply submitting the job description that is used within your organization may not provide the information the reviewers require. Job descriptions entail what is expected of your role but does not provide an understanding of the work you have actually performed. It alone does not provide the detail required to ascertain a CPHR Candidate’s role, professional experience, or professional growth. Keep the description(s) of your role(s) succinct and emphasize not only your tasks and responsibilities but also the impact that your work has (or had) on your organization.

Provide specific examples of the work that you are responsible for and have completed including the impact that it has had on the organization.

212

APPENDICES


APPENDIX 12

Avoid using company or industry specific acronyms or jargon that may be unfamiliar to the review committee.

Avoid repeating information when describing your position. You have a limited amount of space to outline your professional level HR experience and how it qualifies you for the CPHR designation.

Questions you will be asked in this section:

1) What level of autonomy and decision-making do you have in your current role (did you have in this role)?

• What kind of decisions are you empowered to make? • Think about the HR processes or functions you work on.

Do you manage, create or develop HR processes? How much planning is involved in your role? Manage in this sense refers to ownership of an HR process or procedure.

• When describing your level of autonomy in an organization, indicate the types of decisions that you have been authorized to make without consulting a supervisor and the independence of your actions. Simply quantifying the level of autonomy by saying “a high level” does not provide the detail required for a reviewer to determine your level of experience.

2) Who do (did) you interact with on a daily basis? • Who in the organization do you interact with on a daily basis? • When describing who you interact with on a daily basis,

indicate what position and what level, the purpose of those interactions and the influence you have or the guidance you receive in those interactions. Indicate whether you are giving or receiving direction, providing advice to managers and executives, or responding to inquiries from staff members.

• Describe the influence your role has over other decision-makers within the department and the organization. How does this interaction fulfill HR or organizational objectives?

3) What kind of analysis and interpretation do (did) you do in your work?

• Describe what is being analyzed. • How is the information being received? • When describing the analysis and interpretation you do,

indicate the actions or decisions that follow from your analysis and their impact on the organization.

4) What are (were) your accountabilities? • What are the inputs of your role and, as a result, what

are the outputs? • Do you provide HR advice or training to team members

or others in the organization?

• Do you develop or create policies, procedures or HR practices?

• Do you ensure work outcomes are accurate, correct and support the organization of HR objects?

• Do you have the authority to make inputs more efficient and effective?

Part C – Professional ExperienceFor this section you will need to select the competencies you demonstrate. You must exhibit that you have breadth in 2 of 9 Functional Knowledge Areas (50% or more of the competencies in 2 areas) or complete proficiency in 1 Functional Knowledge Area (all competencies in that area). In addition, you must exhibit a minimum of 9 competencies in total.

For each competency that you select, you are required to provide a specific example of how you acquired and demonstrated this competency and identify which position from your Employment History you gained that experience from. Use the STAR method to describe what you did to qualify for that competency?

Star Method

Situation: Describe the situation that you were in or the task that you needed to accomplish. You must describe a specific event or situation, not a generalized description of what you have done in the past. Be sure to give enough detail for the committee to understand.

Task: What goal were you working toward?

Action: Describe the actions you took to address the situation with an appropriate amount of detail and keep the focus on YOU. What specific steps did you take and what was your particular contribution? Be careful that you don’t describe what the team or group did when talking about a project, but what you actually did. Use the word “I,” not “we” when describing actions.

Result: Describe the outcome of your actions. What happened? How did the event end? What did you accomplish? What did you learn?

Ensure that the professional competencies you have chosen are those with which you have had full and direct experience, rather than those merely indicated in your job description. If, for example, you have been in your current position for a relatively brief time, you may not have had time to be truly exposed to many of the professional competencies relative to that role as you may not have had an opportunity to perform/demonstrate them yet. Your employer will be asked to attest to this once you have completed the form.

213

When space is available in the form, it would be advantageous to indicate different positions within the same organization separately. This helps you provide more detail for each of the positions you have held and also clarifies the progress you have made in your HR career.

For each of the below competencies selected with an ‘X’, please provide your job title followed by specific examples of the work that you are responsible for and have completed including the impact that it has on the organization. Include which position(s) the experience was acquired.

Knowledge Area 1 Strategy

10100


Current Position Example:

Previous Position Example (include which position if you listed multiple previous positions above):

10200




10300




10400




10500

Align human resources practices by translating organizational strategy into human resources objectives and priorities to achieve the organization’s plan.



10600

Consult in the development of a change management strategy considering the goals, resources required, and forces of resistance to achieve the organization’s plan.



214

APPENDICES


APPENDIX 12

Enabling Competencies You must have breadth of experience in a minimum 3 of 5 enabling competencies. You are required to provide specific examples for each Enabling Competency to demonstrate how you have acquired and demonstrated it.

Part D - Member DeclarationIn this section you are attesting that all information included in the form and in any supporting documentation is accurate, complete and fairly represents your experience. You must attest that you understand that you may be asked to provide further information if the review committee requires it. It is a breach of CPHR Manitoba’s Code of Ethics and Rules of Professional Conduct to provide false or misleading information. A breach of this code will result in the suspension of your membership with CPHR Manitoba and a revocation of your status as a CPHR Candidate.

Part E – Employer VerificationIn this section, your current employer will sign off and verify the information provided in your application.

If you are currently unemployed, please ask your most recent employer to complete the attestation.

If you have more than one employer, please have each employer complete a separate attestation.

If you are self-employed, please have one or two of your clients who can verify your level of professional experience complete the attestation.

TipsThe examples should follow the STAR-framework (Situation-Task-Action-Result). Keep answers direct and to the point, but provide enough information to give the committee a good idea of your daily responsibilities/duties.

Provide specific examples of the work that you are responsible for and have completed including the impact that it has had on the organization. Keep the description(s) of your role(s) succinct and emphasize not only your tasks and responsibilities but also the impact that your work has (or had) on your organization.

Spell out any business or organizational acronyms.

Have another person review your application and ask them to describe your jobs back to you, if any important details are left out, be sure to add them to your application (remember, the committee doesn’t know you).

Other documents that would support your application can be included (letter from your employer).

The Application Process1) Submit Application by one of the annual deadlines listed

below. Email your completed application to [email protected]

Application Deadline Results notification date

January 15 March 15

May 15 July 15

September 15 November 15

2) Application reviewed by the Experience Assessment Committee. Applicants are notified of their results two months following application. The result will be one of the following two (2) outcomes:

a. Clear pass: Candidate fulfills the experience requirement; or b. Unsuccessful: Candidate does not fulfill the experience

requirement due to:

• Time requirement not met • Breadth requirement not met (2 of 9 Functional

Knowledge Areas) • Specialized depth in one Functional Knowledge Area

not met • Minimum 3 of 5 enabling competencies not met • Minimum 9 of 44 competencies not met

If it is determined that the applicant’s experience does not meet the requirement in some respect, the Committee will provide feedback to the applicant.

All Validation of Professional Experience application results are communicated to the applicant via mail.

Cost for ApplicationA review fee of $150 + GST is payable at the time you submit your Validation of Professional Experience Form. This fee is non-refundable and covers the work required to review your form and make a decision relative to the standards required. There is no limit to the number of times an individual may apply. The review fee is required every time an application is made. Once your application is approved, you will then be required to pay a certification fee of $400 + GST.

Cheques should be made payable to CPHR Manitoba. Payment can be made using Visa and Mastercard.

215

The Experience Assessment Committee (EAC)Determinations with respect to the experience requirement are made by panels constituted by the Chair of the Experience Assessment Committee from among the members of the Committee.

The Experience Assessment Committee consists of volunteers with the CPHR designation with representation from the public and private sector who practice at a professional level.

The Experience Assessment Committee is responsible for making determinations as to the appropriateness and adequacy of qualifications of individuals who have applied for accreditation by CPHR Manitoba in accordance with parameters developed and approved by the Board.

AppealsAppeals must be sent to the CPHR Registrar within 30 days of receiving the decision of the Committee. Appeals will be considered on the grounds of denial of natural justice or deficiencies in the decision. The fact that the Experience Assessment Committee’s decision was not the one hoped for is not grounds for appeal. Registrar approved appeals will be reviewed by the CPHR Manitoba Board of Directors.

Frequently Asked Questions1. Do I need to have experience in all nine of the Functional

Knowledge Areas in order to pass?

Individuals are expected to demonstrate a breadth of experience relating to a minimum of two of the nine Functional Knowledge Areas. Breadth means that you have met the minimum level of proficiency in at least 50% of the competencies in a given knowledge area. Alternatively, you may exhibit Mastery in one functional knowledge area with proficiency in all the competencies in that area. One must also be proficient in a minimum of 9 competencies regardless of path.

2. What is considered professional work experience?

Professional HR experience refers to experience gained through intermediate and senior level positions of influence involving independence of action and decision making (planning, self-direction, decision-making, autonomy involved in the work experience); depth of analysis and interpretations (data gathering, analysis, interpretation); and responsibility and accountability for outcomes (accuracy and extent to which the individual is held accountable for his/her work and decisions).

Professional does not simply mean supervisory or managerial. Human resources positions performing administrative or transactional functions are not considered to be professional level so time spent in these positions will not be credited towards the experience assessment.

3. How can I know what job opportunities will meet the work experience requirement?

The human resources field is very diverse and presents many opportunities to obtain both a breadth of experience and a specialization. Each individual experience submission presents a unique background and set of accomplishments. We recommend reviewing the CPHR Competency Framework Classification System to ensure your current position and any others you might consider, aligns with the competencies set out for an HR professional.

4. What if the majority of my professional experience comes from my previous employer?

If the majority of your experience is based on your work with a previous employer, when you complete the “Description of your role” section please refer to questions 1 to 4 (Current Employer at the beginning of Part B) as a guide to completing the section in more detail.

5. Must I have a management title to satisfy the work experience requirement?

No. Your experience is not dependent on your job title. Experience is reviewed based on the professional competencies, which may be demonstrated in a variety of different positions.

6. When do I need to meet the work experience requirement?

The experience requirement must be assessed to obtain your CPHR. The Validation of Professional Experience Assessment Form application must be submitted and approved within ten years of becoming a CPHR Candidate.

7. Can I submit additional documentation with my Validation of Professional Experience Assessment Form?

All information should be included in the appropriate section of the Validation of Professional Experience Assessment Form. Your resume, the relevant job descriptions, and the organizational charts for the applicable positions need to be sent as attachments.

216

APPENDICES


APPENDIX 12

218

APPENDICES


Validation of Professional Experience (VPE) Assessment Form — Three (3) Year Professional HR Experience

Part A: MEMBER INFORMATION

Name:Job Title:Company:Company Address:Company Address 2:City, Province: Postal Code:Email:Bus. Tel:

Have you applied for the VPE previously (Y/N)?

If yes, Please enter date of application:

NKE Pass date/NKE Waiver Approval Date:

Proof degree has been submitted (Y/N)

INSTRUCTIONS FOR COMPLETING THIS FORM:

1. Use Word to enter the details below. Refer to the Key Considerations for each section for further details on how to ensure you provide the required and appropriate information for a complete submission.

2. Print the form and sign, then submit to your official supervisor to review and sign3. Submit your completed form by email to [email protected]. Please email the completed original signed form as well as a PDF

format of the signed copy.4. Keep a photocopy of your submission for your records, prior to submitting the original.5. Paths #1 & 3a — Confirm that a bachelor degree has been completed by sending us official transcripts from the granting

university OR if degree was completed outside of Canada, have IQAS or WES send an assessment of the degree directly to our office. Official transcripts are required for proof of degrees. For transcripts to be considered official, they must come directly from the school to the CPHR Manitoba office via mail or courier. CPHR Manitoba 1810-275 Portage Avenue, Winnipeg, Manitoba R3B 2B3.

AND/OR6. Paths #3a & 4 — Confirm that an Accredited diploma, degree or master’s degree has been completed by completing

the NKE Waiver Form and requesting an official transcript be sent to CPHR Manitoba from the granting institution. For transcripts to be considered official, they must come directly from the school to the CPHR Manitoba office via mail or courier. CPHR Manitoba 1810-275 Portage Avenue, Winnipeg, Manitoba R3B 2B3.

0 Read Validation of Professional Experience Handbook0 Paid $150 plus GST0 A minimum proficiency in two (2) of the nine (9) functional

dimensions OR complete proficiency in one (1) out of nine (9) functional dimensions as outlined in the CPHR Competency Framework

0 A minimum of three (3) years of professional level experience in Human Resources obtained within the past ten (10) years

0 A minimum proficiency in 9 of the 44 competencies

0 Qualify in a minimum of three (3) out of five (5) Enabling Competencies

0 Organizational chart attached

0 Job description attached

0 Resume attached

APPENDIX 13

219

Part B: EMPLOYMENT HISTORY

Current Job Title

Company Name

Month (mm) Year (yyyy)

Current Position Start Date

Current Position End Date

Number of employees supported by your function in the company:

Number of HR employees in your company:

Number of employees that you supervise (directly):

What percentage of your work is HR?

Is this a full time or part time role?

For part time, please clarify time in hours per week:

Please provide a description of your current role:

Key Considerations:

• Please provide a summary of work you perform or have performed; you may use your position/job description as a guide but please do not copy duties directly from it

1. What level of autonomy and decision-making do you have in your current role?

Key Considerations:

• What decisions can you make on your own (without additional approval required or consulting anyone else)? • To what extent do you plan or direct your own work or the work of others? • Do you manage, create or develop HR practices or policies?

2. Who do you interact with on a daily basis?

Key Considerations:

• Describe the level of the individuals you interact with- both within and outside your organization and for what purpose. • Describe the influence your role has over other decision-makers. • How does this interaction fulfill HR or organizational objectives?

3. What kind of analysis and interpretation do you do in your current work?

Key Considerations:

• What is it that you are analyzing? • What are some of the key documents you are working with? • Do you make decisions, or influence any decisions, as a result of the analysis or interpretations that you do? • How is the information obtained; are you deriving it or is it provided to you?

4. What are your accountabilities?

Key Considerations:

• What key deliverables have you completed as part of your role?• What are your inputs and outputs?• Do you develop policies, practices or procedures or have the authority to make current documents or processes more

efficient/effective?• Who are you accountable to?

220

APPENDICES


APPENDIX 13

Part B: EMPLOYMENT HISTORY — Past Employment (Start with the most recent past position)

MOST RECENT PAST Position Title

Company Name










Please provide a description of your role:

Key Considerations:

-Please provide a summary of work you perform or have performed; you may use your position/job description as a guide but please do not copy duties directly from it

Please answer the following descriptive questions for your previous position noted above using the Key Considerations provided as a reference.


Key Considerations:


221


Key Considerations:



Key Considerations:



Key Considerations:



222

APPENDICES


APPENDIX 13

Additional Previous Positions (if applicable)

PAST Position Title

Company Name











Key Considerations:

- Please provide a summary of work you perform or have performed; you may use your position/job description as a guide but please do not copy duties directly from it



Key Considerations:


223


Key Considerations:



Key Considerations:



Key Considerations:



224

APPENDICES


APPENDIX 13

PAST Position Title

Company Name











Key Considerations:




Key Considerations:


225


Key Considerations:



Key Considerations:



Key Considerations:



226

APPENDICES


APPENDIX 13

PAST Position Title

Company Name











Key Considerations:




Key Considerations:


227


Key Considerations:



Key Considerations:



Key Considerations:



228

APPENDICES


APPENDIX 13

Part C: PROFESSIONAL EXPERIENCE

Professional Experience - refers to experience gained through intermediate and senior level positions of influence involving independence of action and decision-making, depth of analysis and interpretations, and responsibility and accountability for outcomes. Professional does not simply mean supervisory or managerial. Human resources positions performing administrative functions are not considered to be professional level; time spent in these positions will not be credited towards the experience assessment.

NOTE: Individuals are expected to demonstrate breadth of experience in the Enabling Competencies and at least two (2) of the nine (9) Knowledge Areas listed below, or in the case of specialization -- complete specialized experience in all professional competencies within one Knowledge Area. As this is a comprehensive survey of all aspects of human resources, it is not necessary to have experience in all aspects listed below. This assessment is sufficiently broad in order to capture all of the possible functions that an HR practitioner might fulfill. In addition, you must present three years of criteria-related experience that has been obtained in the past ten years.

Complete the checklist below by entering an “X” to indicate where you have performed these professional competencies in either your current position or your previous positions providing examples in the space provided for each professional competency you have indicated you have experience in. Your employer will be required to attest to this once you have completed the form.

Do not select areas in which you have knowledge/education but no work experience at the professional level.

If you are currently unemployed, please ask your most recent employer to complete the attestation. If you have more than one employer, please complete a separate form to report current experience for each employer separately and have each employer complete a separate attestation. If you are self-employed please have one or two of your clients who can verify your level of professional experience complete the attestation.

For each of the below competencies selected with an ‘X’, please provide your job title followed by specific examples of the work that you are responsible for and have completed including the impact that it has on the organization. Include which position(s) the experience was acquired.

Knowledge Area 1 Strategy

10100




10200




229

10300




10400




10500

Align human resources practices by translating organizational strategy into human resources objectives and priorities to achieve the organization’s plan.



10600

Consult in the development of a change management strategy considering the goals, resources required, and forces of resistance to achieve the organization’s plan.



Knowledge Area 2 Professional Practice

20100

Conduct human resources responsibilities and build productive relationships consistent with standards of practice with due diligence and integrity to balance the interests of all parties.



20200

Adhere to ethical standards for human resources professionals by modeling appropriate behaviour to balance the interests of all stakeholders.



230

APPENDICES


APPENDIX 13

20300

Adhere to legal requirements as they pertain to human resources policies and practices to promote organizational values and manage risk.



20400

Recommend ethical solutions to the organization’s leadership by analyzing the variety of issues and options to ensure responsible corporate governance and manage risk.



20500

Foster the advancement of the human resources profession by participating in professional activities and advocating for the profession to enhance the value of human resources in the workplace.



20600

Promote an evidence-based approach to the development of human resources policies and practices using current professional resources to provide a sound basis for human resources decision-making.



20700

Research business information and global and technological trends using credible sources to incorporate appropriate technologies and ideas into the practice of human resources.



Knowledge Area 3 Engagement

30100

Promote engagement, commitment, and motivation of employees by developing, implementing, and evaluating innovative strategies to enhance productivity, morale, and culture.



231

30200

Develop initiatives through which leaders align culture, values, and work groups to increase the productivity and engagement of employees.



30300

Demonstrate the value of employee engagement using appropriate measures to encourage productivity, continuous improvement, and innovation and to enhance attraction and retention.



30400

Partner with appropriate leadership to communicate with employees, the union, and organizational stakeholders on organizational challenges and developments to create understanding and enhance affiliation with the organization.



Knowledge Area 4 Workforce Planning and Talent Management

40100

Create a workforce plan by identifying current and future talent needs to support the organization’s goals and objectives.



40200

Increase the attractiveness of the employer to desirable potential employees by identifying and shaping the organization’s employee value proposition to build a high quality workforce.



40300

Execute a workforce plan by sourcing, selecting, hiring, on-boarding, and developing people to address competency needs and retain qualified talent aligned with the organization’s strategic objectives.



232

APPENDICES


APPENDIX 13

40400

Implement a performance management system by measuring against established goals and expectations to align individual and organizational performance with strategy.



Knowledge Area 5 Labour and Employee Relations

50100

Promote a collaborative work environment between the employer, the union (where it exists), employees, and other representative groups through clear and open communication to achieve a respectful, productive, and engaged workforce.



50200

Interpret legislation, collective agreements (where applicable), and policies consistent with legal requirements and organizational values to treat employees in a fair and consistent manner and manage the risk of litigation and conflict.



50300

Recommend labour and employee relations strategies based on risks, costs, and opportunities in order to achieve business objectives.



50400

Negotiate as a means to resolve labour issues consistent with the law, economic and societal trends, and established objectives and strategies to achieve agreement.



Knowledge Area 6 Total Rewards

60100

Create a total rewards structure that encompasses compensation, pensions, benefits, and perquisites to maintain consistency, fairness, and organizational competitiveness, comply with legal requirements, and encourage desired behaviour.



233

60200

Implement the total rewards structure using appropriate job evaluation systems and market comparisons to ensure consistency, fairness, and organizational competitiveness, compliance with legal requirements, performance, and desired behaviour.



60300

Evaluate the total rewards structure using appropriate metrics, monitoring trends, and innovations to ensure consistency, fairness, organizational competitiveness, compliance with legal requirements, performance, and desired behaviour and to identify recommendations for the organization’s leadership.



60400

Provide information about the total value of and changes to total rewards using appropriate media to achieve understanding and encourage performance and desired behaviour.



Knowledge Area 7 Learning and Development

70100

Identify organizational learning priorities aligned with the business strategy using key stakeholder involvement to ensure appropriate learning and optimal return-on- investment.



70200

Develop opportunities for employees to learn and grow professionally by maximizing their potential aligned with business strategy to contribute effectively to organizational objectives.



70300

Implement learning and development programs in accordance with adult learning principles to build competency and ensure relevance and effectiveness.



234

APPENDICES


APPENDIX 13

70400

Evaluate learning and development priorities and programs in accordance with sound measurement principles to document attainment and progress toward organizational objectives.



70500

Develop an organizational culture where learning occurs at different levels by making learning a part of everyday work activity to enhance individual, team, and organizational effectiveness.



70600

Develop initiatives through which leaders learn mentoring and coaching skills to support learning and development priorities of employees.



Knowledge Area 8 Health, Wellness, and Safe Workplace

80100

Promote the health and safety of employees through an understanding of legislation, regulations, and standards to increase organizational awareness, ensure compliance, and manage risk.



80200

Develop health, safety, and wellness policies, procedures, roles and responsibilities for leaders and employees, to ensure compliance through training, monitoring, and providing appropriate safeguards and disability management.



80300

Encourage employee wellness by endorsing healthy lifestyles, educating employees, and providing opportunities for enhancement of wellness to sustain overall employee and organizational health.



235

80400

Establish a proactive approach to mental health and psychological well-being in the workplace by enhancing awareness at all levels of the organization to improve performance.



Knowledge Area 9 Human Resources Metrics, Reporting, and Financial Management

90100

Make informed business decisions using financial and operating information to align human resources with business strategy.



90200

Conduct comprehensive human resources audits by sampling policies, procedures, programs, and systems to identify strengths and areas for improvement and to ensure compliance.



90300

Specify the requirements for a human resources information system that captures data and generates reports to inform leaders of trends to achieve organizational objectives.



90400

Manage human resources information in compliance with legal requirements using appropriate tools and procedures in order to support decision making and inform leaders about progress toward organizational objectives.



90500

Report on the effectiveness of human capital investments with respect to key performance indicators using appropriate measures and metrics to monitor trends and promote the organization’s progress toward its objectives.



236

APPENDICES


APPENDIX 13

Enabling Competencies

1

Strategic and Systems Thinking: CPHRs understand that organizations operate as open, dynamic, and complex systems. CPHRs draw upon their ability to integrate ideas and solutions across all levels and functions in the organization in order to create value.



2

Professional and Ethical Practice: CPHRs act with honesty and integrity in addressing the needs of employees, organizations, and broader society through serving as moral and ethical stewards of the employment relationship. CPHRs understand the need to safeguard the public interest through balancing the often competing interests of the parties to the employment relationship. CPHRs uphold the law, and in situations of ambiguity seek out advice and rely on the highest principles of ethical behavior to guide their actions.



3

Critical Problem-Solving and Analytical Decision-Making: CPHRs approach problem-solving and decision-making in an analytical manner. CPHRs use an evidence-based approach that includes triangulation and critical assessment of data from multiple internal and external sources. CPHRs have the capacity to provide integrative and innovative solutions to problems.



4

Change Management and Cultural Transformation: CPHRs have a comprehensive understanding of the dynamics and principles of change management and cultural transformation. CPHRs engage in thoughtful, prudent, and careful planning of organizational change, and assist in removing obstacles that impede organizational effectiveness. CPHRs understand the structural, social and psychological barriers to change, and ensure that all organizational stakeholders are treated fairly and with respect.



5

Communication, Conflict Resolution, and Relationship Management: CPHRs have effective written and oral communication skills. CPHRs have the ability to communicate and work with many different stakeholders with competing interests and values, and have developed effective persuasion and negotiation skills. CPHRs are collaborative and seek to develop conflict resolution skills in others. CPHRs seek out and are responsive to feedback about their own actions.



237

Part D: MEMBER DECLARATION

The CPHR Manitoba Code of Ethics and the Rules of Professional Conduct sets out the ethical standards human resource professionals are expected to meet. These standards require ethical conduct, competent service and good character and provide both broad general principles and some details about how those principles should be applied in practice.

Breaches of the Code may result in disciplinary action by the Association where appropriate. Members are subject to discipline for any professional misconduct, conduct unbecoming or incompetence no matter where the conduct occurred. Penalties where a member is found to have breached the Code may include a reminder, a reprimand, suspension of membership in the Association or cancelation of membership and removal of the CPHR designation.

An electronic copy of the CPHR Manitoba Code of Ethics and the Rules of Professional Conduct can be found online.

I hereby agree to abide by the CPHR Manitoba Code of Ethics & Rules of Professional Conduct.

Member Signature (original signature by hand only) Date:

Please add any additional comments you would like the Reviewers to consider when assessing your experience:

I hereby apply to have my experience validated for the purposes of meeting the CPHR experience requirement. I attest that all information on this form or in any supporting documentation requested is accurate and complete and fairly represents my experience. I acknowledge that I am aware my submission may be audited and I could be contacted for further supporting information. I understand that it is a breach of the CPHR Manitoba Code of Ethics & Rules of Professional Conduct to provide false or misleading information.

I confirm that I have requested a copy of my official transcript confirming my achievement of a minimum of a Bachelor's Degree (if applicable) and/or I have requested a copy of my official transcript confirming my achievement of at least 70% in an Accredited diploma, degree or Master’s program. Transcripts must be sent directly to CPHR Manitoba from the granting institution. I understand that should the confirmation not be received by the CPHR Manitoba by the deadline, I will forfeit any application fee submitted and that my application will not be assessed.

Member Signature: __________________________________ Date:

238

APPENDICES


APPENDIX 13

Part E: EMPLOYER VERIFICATIONNOTE: if you are currently unemployed, please obtain an employer verification from your most recent past employer.

Applicant’s Name

Current (official) Supervisor Name

Title

Company

Email

Phone

Individuals pursuing the Chartered Professionals in Human Resources designation are required to meet a professional experience requirement. This assessment assists in the verification of their experience. While past and current experience are being reported, employers are only expected to verify the current experience. Individuals pursuing the designation are expected have to a breadth of experience in human resources. This can be evidenced through broadening and increasing responsibilities in various HR functions.

Your assistance is requested in reviewing all pages of this assessment and attesting to the accuracy of information reported pertaining to this individual's employment with your company. The information provided by you in this assessment is used solely for experience assessment and no other purpose. All submissions are confidential and will be retained on the individual's member file.

Attestation: I hereby confirm, to the best of my knowledge at this point in time, that I have reviewed this assessment with our employee and verify the accuracy of information in relation to their current employment with our company. I acknowledge that I may be contacted to verify information provided in this assessment.

Employer Signature: Date:

Printed First and Last Name: Position: Phone No.:

239

CPHR — Continuing Professional Development (CPD)

Summary of Qualifying ActivitiesContinuing Professional Development (CPD) Requirement:

To maintain their designation, CPHRs must report a minimum of 100 hours of professional development activity over each rolling three-year period and a minimum of 20 hours each year in at least two of the qualifying categories over any cumulative three-year period.

Online CPD Log:

All activities are to be entered into the online CPD log, accessed via each members’ online membership profile by May 31 of each year. CPHR Manitoba automatically accepts all CPD activities submitted rather than fully reviewing each online log to pass or deny.

Using this Document

Once you have updated your online log, cross-reference your online entries with this document to ensure that all minimum criteria have been met and you have not exceeded the maximum allowable hours in any activity.

Audit:

CPHR Manitoba is required to perform an annual audit of 3% of CPHR members for their CPD hours to ensure the integrity and standard of professionalism of the CPHR designation. It is important to retain your supporting documentation for all entries claimed for CPD hours for five (5) years after they have occurred. You will be notified by mail if selected for a CPHR Continuing Professional Development Audit.

To view more information about the audit process click here

Categories (hours are required in at least two categories):

1. Professional Practice: Significant Work Projects/Initiatives 2. Leadership: Mentoring, Teaching & Facilitation 3. Participation: Volunteer/Community Involvement 4. Learning: Formal and Informal 5. Research & Publication: text, articles, journals

Calculation of Hours:

For the majority of activities, calculations are based on actual hours with per occurrence or per three-year period maximums. Please refer to project/activity maximums in each category when claiming your hours.

Checklist:

• I have a minimum 100 hours for the applicable cumulative three-year period

• I have a minimum 20 hours annually (June 1 – May 31) • I have claimed hours in a minimum of two categories over

the cumulative three-year period • I have not claimed hours that exceeded the maximum

allowable hours for any project/activity

241

APPENDIX 14

1. Professional Practice – Work/Projects Maximum allowable hours per activity and three-year period

a. Work/Consulting Initiatives – new project or program development, application, or implementation related to HR and general business (includes secondments and/or assignments outside your normal job duties as well as management positions with direct accountability over project).

For each project, must provide details and metrics on the following in event of an audit: What was the mission of the project? What were the objectives of the project? What was the outcome of the project? What was the impact on the organization?

Maximum 25 hours per project/initiative.

Maximum 50 hours within three-year period.

b. Significant updates/process improvements

i.e. project, program or consulting service provided.

Maximum 10 hours per occurrence.


2. Leadership – Mentoring, Teaching and Facilitation Maximum allowable hours per activity and three-year period

a. Teaching/Facilitating a University, College, or institute Course, Workshop or Seminar for the first time

For which students receive credit towards a degree, diploma or certificate and for which assignments, papers and/ or exams have to be marked. Credit is granted for the first time the course/seminar is taught. The course must be taught at an accredited post-secondary institution.

Maximum 12 hours per day of course duration ( i.e.: 1 day = 12 hours, 2 days = 24 hours etc). Maximum 35 hours per new course, seminar taught, calculated at 1.5 hours for each hour of course duration.

Maximum 12 hours per day of course duration

Maximum 35 hours per new course, seminar taught

b. Facilitating a new Course, Workshop or Seminar for a non-post secondary institution for the first time

Credit is only granted for the first time the course, workshop or seminar is facilitated for a non-post secondary institution, workplace or client.

Maximum 12 hours per day of course duration ( i.e.: 1 day = 12 hours, 2 days = 24 hours etc). Maximum 35 hours per new course, seminar taught, calculated at 1.5 hours for each hour of course duration.

Maximum 12 hours per day of course duration

Maximum 35 hours per new course, seminar taught

c. Keynote Speaker/Guest Lecture or Panel Member at a national, provincial or regional conference.

Credit is only granted for the first time the presentation is given.

Maximum 8 hours per event based on actual duration of presentation.

242

APPENDICES


APPENDIX 14

d. Mentoring, Being Mentored, or Participating in an Executive Coaching Program.

Acting as a one-on-one mentor, typically outside job duties (cannot include direct reports). Must be a formal program with a service contract with a qualified professional coach or a signed mentoring agreement. Mentor must not be a direct supervisor.

Maximum 10 hours per year.

e. Providing Guidance/Coaching an HR Practicum Student

Must be during a formal co-op, internship, or work placement where written appraisal is provided along with regular feedback.

Maximum 10 hours per student based on formal meeting time


3. Participation – Volunteer or Community Involvement Maximum allowable hours per activity and three-year period

a. Board Service as Chair/Co-Chair

Sitting on a Board of Directors for a registered non-profit or charitable organization. Must be able to demonstrate responsibilities for meeting organizational objectives, completing project work and/or leading sub-committees.

Maximum 20 hours per year per Board, based on actual volunteer time contributed.

Maximum 20 hours per year per Board

b. Board Service as Board Member

Sitting on a Board of Directors for a registered non-profit or charitable organization. Must be able to demonstrate responsibilities for completing project work and/or leading sub-committees.

Maximum 15 hours per year per Board, based on actual volunteer time contributed.

Maximum 15 hours per year per Board

c. Committee/Task Force – Chair/Co-Chair

For a registered non-profit or charitable organization. Must be able to demonstrate responsibilities for completing project work and/or leading sub-committees.

Maximum 15 hours per year per committee, based on actual volunteer time contributed.

Maximum 15 hours per year per committee

d. Active Committee Membership in a non-profit or charitable organization.

Must be able to demonstrate responsibilities for completing project work and/or leading sub-committees.

Maximum 10 hours per year per committee, based on actual volunteer time contributed.

Maximum 10 hours per year per committee

243

e. Community Volunteering

Volunteering at an organization such as a not-profit or charitable organization, which can be in leadership, sports, recreation, social services sector, or CPHR Manitoba events.


4. Learning Maximum allowable hours per activity and three-year period

A. University, College and Technical Institute – undergraduate or graduate credit coursework.

Passing grade required, and transcript will be required if audited.

Maximum 30 hours per half credit course/one semester (based on instructional hours).

Maximum 30 hours per half credit course/one semester.

B. Non-credit Courses- Attendance at courses that may lead to a certificate.

Maximum 15 hours per course (based on instructional hours).

Maximum of 15 hours per course.

C. Seminars/Workshops/ Conferences/Roundtables - online or in person, offered internally or externally.

This includes seminars, breakfast meetings or dinner speakers with educational components, or brown bag lunch sessions.

Maximum of 8 hours per day.

D. Self-directed Learning and Formal Professional Networking

Readings which include (but not limited to): HR and Business magazines (either hard copy or online), HR and Best Practice books, research, online discussion forums.

Networking: active participation in organized networking sessions to build professional network and knowledge-sharing opportunities.


E. Developing a new and first time University, College or Institute Course for which students receive credits towards a degree, diploma or certificate with formal learning (papers and/or exams).

The course must be offered at an accredited post-secondary institution. Credit will be granted for the first time the course is developed.

Maximum 50 hours per new course developed.

F. Developing a new and first time course, workshop or seminar.

Credit will be granted for the first time the course, workshop or seminar is developed is developed for a non-post secondary institution, workplace or client.

(Maximum 16 hours per day of course duration calculated at 1 hour X 2 CPD hours (i.e.: 1 day course = 16 hours, ½ day course = 8 hours, 3 day course = 48 hours)

16 hours per day of course duration for a new course developed.

Maximum 48 hours per course developed.

244

APPENDICES


APPENDIX 14

5. Research & Publication: Texts, Articles, Journals Maximum allowable hours per activity and three-year period

a. Conducting Research, Authoring a Journal or Case Study.

Related to HR or general business, culminating in either a significant client or company report or published work (e.g. white paper). This is also applicable to HR Consultants, both internal and external.

Maximum 10 hours per project.

b. Publishing a Text Book New Textbook - Maximum 50 hours per textbook.

New Edition of Existing Textbook - Maximum 15 hours per edition.

c. Co-Authoring or Editing a Major Work Maximum 25 hours per project.

d. Acceptance of Master’s Thesis or Graduating Paper at a Master’s Level

Must be in HR or a business related subject.

Maximum 25 hours per thesis.

e. Acceptance of Doctoral Dissertation in an area directly related to HR or a business related subject. Maximum 50 hours per dissertation.

f. HR or Business Related Book Review, Editorial or Article published. Maximum 5 hours per independent article published.

245

“The HR landscape is becoming more complex every day and in response the profession has become more strategic and specialized. We are confident that once CPHRs, who already have the education, experience and knowledge, have the professional responsibility provided through self-regulation they will be uniquely positioned to protect employers and employees across Manitoba.”

Sincerely

Dr. Sylvie Albert

Dean

Faculty of Business & Economics and Professional, Applied and Continuing Education (PACE)

University of Winnipeg


cphr manitoba - cdn.ymaws.com … · cphr manitoba is applying for self-regulation within the...

Documents