THE CERTIFIED HUMAN RESOURCES EXECUTIVE (CHRE)

APRIL 7, 2015

HOUSEKEEPING

• Slides, archived webinar, podcast and Q&A will be posted on HRPA’s website in the Regulation and HR Designations section within a week

• Time has been set aside for questions at the end of the webcast, however you can submit your questions at any time

• This webinar is not eligible for continuing professional development credit

AGENDA

• Welcome

• The New Competency Framework

• CHRE-Exclusive Benefits

• The Three Routes for the CHRE

• The Application Process

• The CHRE Grid

• Results

• The Invitation Process

• Useful Tips

• Q & A

THE NEW COMPETENCY FRAMEWORK

• The Senior Human Resources Professional (SHRP) designation is now the Certified Human Resources Executive (CHRE).

• There are three levels under the new competency framework:

a) Certified Human Resources Professional (CHRP) – Entry level (former CHRP Candidate)

b) Certified Human Resources Leader (CHRL) - Professional Level (former CHRP)

c) Certified Human Resources Executive (CHRE) - Executive Level (former SHRP)

HRPA’s Updated Certification Framework

• Describes a profession that is complex and which requires a high degree of competence

• Identifies three levels of practice in HR: an administrator level, a professional level, and a senior practitioner level

THREE THREE DESIGNATIONS

• Contributing role in a larger HR function or sole HR practitioner in a small HR function

• Role is mostly administrative in nature

• May be either specialist or generalist positions but have a high level of experience and responsibility

• Professional level HR practitioners

• May be either specialist or generalist positions

• Responsibilities may include, but not limited to, managing projects, programs, and initiatives and delegating tasks to entry-level staff

• In professional matters, individuals at this level can act independently

• The CHRE is a professional HR designation reserved for senior HR leaders who have demonstrated high-impact leadership within their organizations and the HR profession The CHRE is meant to recognize individuals who, through personal attributes and achievements, have reached the upper echelons of the profession

• The application process has not changed

• The CHRE dimensions are being revised to align with the new competency framework

• The new dimensions will come into effect as of July 2015

CHRES…

• often work in the corporate world but can also be found in

consulting

• have a deep and insightful understanding of human resources,

business and organizations

• are widely sought out for their advice and opinion, and are

insightful and astute

• are true business partners, able to align the HR Function to

the business strategy

• nurture talent through coaching and mentoring

• are recognized as leaders throughout their organization

and beyond and are able to mobilize others in the pursuit

of organizational objectives; their influence extends

beyond the HR Function

• are forward looking, well-informed about human

resources and the full range of business issues (‘ahead of

the curve’)

CHRE-EXCLUSIVE BENEFITS

Joining this elite group of senior HR leaders provides:

• The opportunity to shape and influence the HR profession in Ontario

• Exclusive, CHRE-only networking events and discussions with a deep, narrow focus into the challenges facing high-level HR executives

• Private CHRE-only privileges at HRPA events including the Annual Conference

• Opportunities to share your knowledge and opinion in media interviews and in writing for HR Professional magazine

THE THREE ROUTES FOR THE CHRE

There are three possible routes to obtain the CHRE:

• Written Application

• Oral Presentation

• Invitation

OVERVIEW OF THE APPLICATION PROCESS

The CHRE application process is a two-step process:

1. Phase I: Online self-assessment & initial review

2. Phase II: Written application or oral presentation

PHASE I: ONLINE SELF-ASSESSMENT & INITIAL REVIEW

The Online Self-Assessment (http://vdev.hrpao.org/shrp/assessment.html)

• Indicates whether a potential applicant may qualify for

the CHRE

• Eligibility: Minimum of 10 years of HR experience &

substantial & significant experience at a senior level

• Includes various factors: job title, company size,

education, other designations, scope of HR role

• Score of ≥ 80 required to proceed to the initial review

Phase I: Online Self-Assessment & Initial Review

The Online Self-Assessment (http://vdev.hrpao.org/shrp/assessment.html)

• Passing the Online Self-Assessment does not confirm

that you are eligible for the CHRE or that you will be

granted the CHRE

THE INITIAL REVIEW

• The initial review is intended to confirm if an applicant meets the minimum criteria for the CHRE and is eligible to proceed to Phase II

• Applicants who successfully pass the Online Self-Assessment are contacted by the Office of the Registrar and asked to submit a chronological resume and an organizational chart for their most senior HR position

• The organizational chart should detail the positions the applicant reported to, as well as the positions reporting to the applicant, and should also indicate the size of the organization

• If you do not have official organizational charts you may create your own

• The resume and the organizational charts are reviewed by a CHRE Review Panel

• If the Panel determines that the applicant meets the basic criteria for the CHRE, the applicant will be invited to proceed with the application process by completing a Phase II written application or participating in an oral presentation

• The Phase II written application as well as the CHRE Guide will be provided to all applicants at this point

• If the Panel determines that the applicant does not meet the basic criteria for the CHRE, the applicant will be provided with the Panel’s reasons and encouraged to reapply in the future when their experience more closely matches the requirements

PHASE II: WRITTEN APPLICATION OR ORAL PRESENTATION

• Applicants who have successfully completed Phase I can choose to proceed by:

a)Submitting a written application, or

b)Participating in an oral presentation

• For both options the applicant will be asked to provide two examples for each of the six CHRE dimensions outlined in the CHRE Phase II Application, the only difference is that those who opt for an oral presentation will present their examples orally via teleconference

• The application, along with CHRE Guide, is provided to everyone who qualifies through Phase I

THE WRITTEN APPLICATION

• All applicants must provide two examples for each of the

following six dimensions:

• Leadership

• Trusted advisor

• Strategic orientation

• Breadth of knowledge—not just in HR, but management

generally

• Ability to build HR strategy that aligns to business

• Ability to have significant impact and influence across

their organizations

• Applicants must submit an organizational chart for each

position mentioned in their examples unless an

organizational chart for that position was previously

submitted for the initial review

• The resume provided by the applicant for the initial review

will be added to the application if it is still current,

otherwise the applicant must submit an updated resume

with the Phase II written application

Review of a Written Application

• The completed application is sent to a CHRE Review Panel for consideration

• The panel consists of three assessors from the CHRE Review Committee

• Each panel member assesses the application using a grid outlining the six dimensions and describing the types of functions that fall above, below or meet the level expected of a senior HR professional

• The panel also uses a scoring sheet to keep track of their assessment as they work through the application

• The assessment approach strives for consensus in the ratings but will take the average rating across panel members if consensus is not possible

• The decision and reasons are communicated to the applicant 8-10 weeks after the application is received

THE ORAL PRESENTATION

• Applicants who wish to apply via oral presentation are sent a Phase II application form to help them prepare for the oral presentation

• During the oral presentation, the applicant must provide two examples for each of the same six dimensions required for the written application

• The applicant must submit an organizational chart for each position mentioned in their examples unless an organizational chart for that position was previously submitted for the initial review

• The resume provided by the applicant for the initial review will be added to the application if it is still current, otherwise the applicant needs to submit an updated resume

• A date for the oral presentation will be set only after HRPA has received those documents

The oral presentation is conducted:

• The assessment panel will consist of three assessors from the CHRE Review Committee

• The assessment approach strives for consensus in the ratings, but will take the average rating across panel members if consensus is not possible

• The questions asked of the applicant are the same as those asked in the Phase II application form but asked orally

• The oral presentation is recorded for the purposes of maintaining a record (no transcript will be produced)

Conducting an Oral Presentation

• The maximum time permitted for an oral presentation is 90 minutes

• The panel will make its decision after the oral presentation with the aid of notes taken during the oral presentation

• The same process is used to rate applicants as with the written application process, including the same grid assessment form

• The decision and reasons are communicated to the applicant within 2-3 weeks after the oral presentation

THE CHRE GRID

DimensionWell below the level expected

of a senior HR professional

1

Somewhat below the level

expected of a senior HR

professional

2

At the level expected of a senior

HR professional

3

Somewhat above the level

expected of a senior HR

professional

4

Well above the level

expected of a senior HR

professional

5Trusted advisor is the ability to establish oneself as a business partner. Being a trusted advisor is not only a matter of the advice itself but how it is given.

Although a competent

professional, this individual is

not particularly sought out for

their advice.

A solid professional but the

perspective can sometimes be

too narrow. This individual is

certainly listened to, and their

opinion has some weight but

this influence is not consistent.

Is recognized for providing solid

advice and establishing oneself as

a business partner. Advises the

senior leadership team on

enterprise-wide issues. There is

evidence that the advice is

listened to and has a real impact

on the organization.

This individual is widely

appreciated for their insight into

all matters HR. Others will seek

out this individual for their input

on a wide variety of issues.

Is widely sought out by

others, both within and

outside the organization,

for their advice and

opinion. Is considered to

be insightful and astute.

Leadership refers to the ability to influence and engage others in the pursuit of specific objectives. This influence can be accomplished in many ways including mentoring and coaching others or thought leadership.

Although a solid contributor,

this individual will rarely take

the initiative to set direction

or ‘lead the charge.’

This individual can be counted

on to direct others but is not

always seen as a leader. This

individual may not always be

consistent in demonstrating

leadership. This individual’s

leadership does not extend

beyond their team, however.

This individual creates or defines

direction for their unit or function

which is aligned with the

corporate goals. This individual

has a proactive approach and a

compelling vision for the future.

This individual creates

environment that motivates and

inspires others. This individual’s

leadership extends beyond their

team. This individual is able to

lead cross-functional teams.

This individual ‘stands out’ in

terms of leadership. They are

usually at the forefront of issues,

setting direction. They are known

for their ability to marshal the

energy of others. This individual’s

leadership extends well beyond

their team.

Is widely recognized as a

‘leader.’ Is consistently

able to mobilize others in

the pursuit of an objective.

Is unfailing in

demonstrating leadership.

This individual is a leader

that enables others to lead.

This is the kind of

individual that others want

to work for. This

individual’s leadership

extends throughout their

organization and beyond.

Strategic Orientation is the ability to link long-range visions and concepts to daily work, ranging from a simple understanding to a sophisticated awareness of the impact of the world at large on strategies and on choices

This individual understands Strategies and aligns current actions with strategic goals: Able to analyze and comprehend organizational goals and strategies developed by others. Prioritizes work in alignment with business goals, acts in accordance with externally set strategies, objectives, or goals.

Thinks in Strategic (Future-Oriented) Terms: Develops long-term objectives, strategies, and goals. Orients to longer terms than day-to-day activities; determines long-term issues, problems, or opportunities. Develops and establishes broad scale, longer-term objectives, goals, or projects (e.g., affecting a business, department, several departments or a large organization). Develops a business strategy.

This individual has made a contribution to the overall strategy of their organization. Assesses and links short-term, day-to-day tasks in the context of long-term business strategies This individual reviews own actions against the organization's strategic plan; considers the big picture when considering possible opportunities or projects or thinks about long-term implications of current activities. Anticipates all possible responses to different initiatives.

Understands External Impact on Internal Strategy: Is aware of the projected directions of trends (e.g., social, technological, etc.) and how changes might impact the organization; considers how present policies, processes, and methods (not current actions, but ongoing issues) might be affected by future developments and trends.

Plans Actions to Fit Strategy (Own and

Outside) and Meet External Events:

Ensures contingency plans exist for

problems and situations that might occur;

redesigns the department and/or

organization to better meet long-term

objectives; establishes a course of action

to accomplish a long-term goal or vision,

and/or shares own view of the desirable

future state of the business, department

or organization.

Breadth of knowledge refers to knowledge but not in a textbook sense. An understanding of how things work in HR and in business—this breadth of experience comes from having worked through business challenges. Commitment to continuous development in the application of knowledge to create solutions and recommendations.

This individual is

competent in their role but

their knowledge is

relatively narrow and

limited. This individual has

a relatively narrow

perspective often rooted in

a single discipline.

This individual has a solid

understanding of the basics

but there may be significant

gaps here and there; also the

experience may not be at a

senior level.

This individual has a solid

grounding as a generalist. Has

a solid grasp of the theory

application and practice HR.

Although this individual may

not have direct experience in

all areas of HR, this individual

has a solid basis of experience

in most of the areas of HR.

This individual has a

comprehensive understanding

of HR in most of its facets. This

individual has demonstrated a

strong commitment to

continuous development over

time.

This individual is someone who is

amazingly well-informed. Always seems

to be ‘ahead of the curve.’ Has

tremendous insight into the HR

dimensions of the organization.

Ability to build HR strategy that aligns to business. Able to set a direction. Has a clear sense of what needs to be done, what the best course of action is. Able to develop a multi-pronged and articulated response to various HR challenges.

This individual tends to be

focused on process rather

than strategy. They get the

job done but the approach

may be seen as ‘HR-centric.’

Although this individual has a

good grasp of the business

strategy, this grasp does not

always translate into a clearly

aligned HR strategy.

This individual has a solid grasp

of the business strategy and is

able to develop an HR strategy

that enables the business This

individual is able to link short-

term action plans to longer-term

corporate business strategies.

This individual is able to

establish HR as one of the pillars

of organizational strategy. The

HR strategy is well articulated

and linked to the business

strategy.

The ideal of having the HR Function fully

aligned to the business strategy is

realized—not only alignment of the HR

Function to the strategy of all but the

alignment of all executives, managers,

and employees to the organization’s

strategy.

Impact and influence. Ability to deal with organization-wide challenges. Able to size up organization-wide problems. Understands what kinds and level of investments (effort, talent, and budget) need to be made to achieve certain objectives. Knows how to coordinate action across teams and departments. This individual is a catalyst for alignment and change. Establishes partnerships. Is adaptable.

This individual does what is

expected of them but they

are not having organization-

wide impact. The impact of

this individual is limited to a

specific team, project, or

initiative.

Although this individual’s

input is always appreciated, it

cannot be said that their input

is always sought out. This

individual’s influence may be

less than it could be due to

some gaps in knowledge or

experience.

This individual is one that is

considered to have ‘their seat at

the table.’ Their opinion is

respected on a variety of

business matters. Most

importantly, this individual has

had, and continues to have, a

real impact on their

organization. This individual

brings an HR perspective to

business matters which are

valuable and valued.

This individual is definitely

having a notable impact on their

organization. This individual is

definitely shaping the agenda of

their organization.

No important decision is taken without

the participation of this individual. This

individual is always a key player in the

strategic decision making process.

RESULTS

• Successful applicants receive an email confirming that they have met the criteria for the CHRE

• Generally, successful applications are levied a one-time $350 (plus HST) administrative fee which must be paid before the CHRE will be granted

• The fee will be waived if the application is submitted within 60 days of the applicant passing the initial review

• If the applicant is not a current member of HRPA, they must become a member

• Once payment is received, a granting letter is sent to the applicant by the Registrar

• A CHRE Certificate is issued to the new CHRE

RESULTS

• Applicants whose application was unsuccessful are provided with the decision of the CHRE Review Panel, an overview of their score in each of the 6 dimensions, and the reasons for the decision

• Unsuccessful applicants may:

1. Revise and resubmit their application based on the feedback they receive

2. Appeal the decision

RESULTS

Resubmissions:

• Applications can be resubmitted at any time

• The application can be revised and new information can be submitted as part of a resubmission

RESULTS

Appeals:

• In order to appeal the decision, a formal Request for Appeal form must be filed within 30 days of receiving the decision

• The Request for Appeal must state the grounds for the appeal

• Grounds for an appeal include a failure of due process or a deficiency in the decision

• Simply disagreeing with a Panel’s decision does not constitute grounds for an appeal

• No new information may be submitted as part of an appeal

THE INVITATION ROUTE

The invitation process is only for exceptional candidates who are very clearly above the CHRE standard

• Office of the Registrar staff may identify individuals who meet all of the following criteria. Candidates can also self-identify for the invitation route if they meet all of the criteria below:

a) Individuals must have one of the following titles in an organization with at least 500 employees:

I. Chief Human Resources OfficerII. Executive Vice-President, Human ResourcesIII. Senior Vice-President, Human ResourcesIV. Global Vice-President, Human Resources, orV. Any other title deemed to be equivalent

b) Individuals must have a minimum of 10 years of experience in HR

c) The individual will be the most senior HR professional in their organization

d) The individual reports to the CEO or the most senior organizational leader

e) The individual is resident in the province of jurisdiction

f) The individual must be willing to attest that they have senior level HR experience across the functional areas listed as standard CHRE requirements

• Submissions for the invitation route have to include a chronological resume, an organizational chart for the candidate’s current position, as well as any other supporting documentation required to confirm that the candidate meets the Board criteria

• Submissions for the invitation route are reviewed by a CHRE Review Panel

• Candidates who obtain the approval of a CHRE Review Panel are contacted about their potential eligibility to receive CHRE, provided information about the CHRE invitation process and asked to attest that they have senior level experience in the functional areas outlined below (standard CHRE criteria):• Leadership • Trusted advisor • Strategic orientation • Breadth of knowledge—not just in HR, but management

generally • Ability to build HR strategy that aligns to business • Ability to have significant impact and influence across

their organizations

• Once a candidate returns the completed and signed attestation form establishing that they meet all of the above criteria, a formal invitation is sent under the signatures of the Chair of the Board of Directors of HRPA and the CEO of HRPA

• Upon acceptance by the candidate, and after confirming that the candidate is/has become a member of HRPA, the CHRE is granted

• If an individual is deemed not eligible for the invitation process he or she will be encouraged to apply via the written application or the oral presentation process

USEFUL TIPS

• Familiarize yourself with the 6 functional dimensions and the CHRE Grid – the Grid forms the basis for the panel’s assessment and outlines the criteria an applicant needs to meet to obtain the CHRE

• Vary your examples, don’t use the same example twice

• Make sure your examples are HR-focused

• Structure your examples using the STAR method– explain the situation, outline the tasks you were facing, detail your actions and clearly establish what the results were

• Ensure your organizational charts are legible, provide information about the size of the organization and showcase who you report to as well as your direct reports

• Highlight your contributions to projects used in your examples

• Provide details and measurable outcomes

• Don’t rely too much on supporting documentation – it’s the information contained in the application itself that matters most

• If you submit supporting documentation, make sure you highlight its relevance to your application and the individual examples you have provided

• Prepare – make sure your written application is complete and provides enough details before submitting it, or that you will be able to provide clear and concise examples during your oral presentation

Q & A

CONTACT INFORMATION

Mail: Email: Phone:

HRPA

150 Bloor St. W.

Suite 200

Toronto, ON

M5S 2X9

mberger@hrpa.ca 416-923-2324

ext. 357

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