Canadian HR Reporter

CANADIAN HR REPORTER September 7, 2015 10 NEWS Institute of Professional Management 2210-1081 Ambleside Drive, Ottawa, ON, K2B 8C8 Tel: (613) 721-5957 Toll Free: 1-888-441-0000 ipm Details at : www.workplace.ca/hr-reporter.html The Professional Recruiter Full Accreditation Program on Multimedia CD-ROM valid until October 7, 2015 This new multi-media deluxe package includes three (3) CD-ROMS with over 200 minutes of audio visual clips, participant workbook and exam. $745 regular $945 ... save $200 This program covers a set of key recruitment and selection skills. The goal is to help you reduce recruitment costs, lower the risk of bad hiring decisions and avoid needless litigation. Successful completion of all 3 Modules makes you eligible for membership in the Association of Professional Recruiters of Canada, APRC, with the RPR (Registered Professional Recruiter) designation. Employee Recognition That Works! Request a Demo www.terryberry.com/demo 800.253.0882 Get a FREE Demo But if you go back eight to 10 years, the national council essen- tially had the idea of one national standard, one voice and one vote, said Bill Greenhalgh, CEO of the Human Resources Professionals Association (HRPA) in Toronto. And the challenge is it can nev- er be so with only seven provinces, he said. "Bear in mind, CCHRA repre- sents only about one-third of HR members who belong… to the provincial associations in Can- ada... so they can't claim to have a national standard when 50 per cent of all the membership is part of HRPA and we have a standard that's diff erent to theirs." ( e Ontario association intro- duced a three-level HR designa- tion in 2014.) Before HRPA left the coun- cil, Ariganello said he talked to Greenhalgh about some of his frustrations and he's disappointed HRPA didn't wait for CCHRA to make needed changes. "I would have hoped we could have collaborated and worked together at reshaping (the coun- cil) and I agree — me, myself and others have noticed some of the weaknesses in terms of the mod- el, the governance, the processes, the bylaws were pretty much out- dated, how the voting structure worked and so on and so forth." One vote each As part of the changes, each mem- ber association now has one vote on the council instead of using a weighted model. " at to us is signifi cant in that whether you're one of the larger provinces like B.C. or Alberta or a medium-sized province like ours in Manitoba or a smaller province … we all have a voice, so I think that's key to our philosophy," said orlakson. e one-member, one-vote ap- proach will allow the provinces to have their voices heard, so there's no one body dominating the con- versation, said Pohler. "But the challenge with that then is to know that larger prov- inces — similar to what happened with the two bigger provinces (Ontario and Quebec)… that are putting more money in start to say, 'We're putting all this money in, we need to see things that help us move the profession forward.' So that's why developing the cul- ture is so important, so if that's part of what the approach is, and committing to it publicly, within the member provinces, and also nationally, that will help defi nitely because it keeps people focused on the same philosophy." But one vote per province cre- ates an issue because there are dif- ferences in terms of resources and capability, said Greenhalgh. "So if you sit and say, 'OK let's debate what we would vote on,' because of the diff erent situations, you either end up with people saying, 'Well, we'll vote on a stan- dard that we can all meet,' which becomes a fl ight to the bottom, or 'We vote on a standard that we should all try to meet,' which some of them won't be able to meet in any reasonable time frame." Obviously, there are challenges, but there can be adaptations, said Ariganello. "What you want to do is have a national standard that makes sense and then you can adapt whatever you need to provincial- ly," he said. "At least (it's about) having a national voice to say, ' is is the general direction' and then if you want to have a… much more stringent standard in your local province, because of a certain rea- son, go ahead but you can't make it easier or you can't not abide by at least the national minimum." e council is also adopting a super majority voting system that requires at least three-quarters of membership to support most de- cisions, said Ariganello. "Clearly now we're looking at a governance model that really speaks on behalf of the federation and even board members who are appointed to the national body are coming there with the interest of the national as opposed to the provincial. "And I think before, it was very much focused on the provincial, in other words, 'What's good for me in my province? at's why I'm here at the table.'" Any board member must act in the interest of the corporation, not the individual, he said. "Sadly, that was too much the case, so we weren't even follow- ing, I think, good governance practices." Rules of conduct CCHRA is also looking to intro- duce a complete code of ethics and rules of conduct for mem- bers later this year, which would be adapted provincially, said Ariganello. "Currently, we have a code of ethics but I think it goes beyond that in terms of recognizing HR as a profession and especially look- ing for self-regulation — we need to demonstrate that we also have rules of conduct for members and that there's mechanisms in place to deal with member complaints and issues with respect to a mem- ber, and then upholding those standards." And CCHRA now has a chief staffi ng offi cer (CSO) council ad- vising the board, said orlakson. " at gives us the freedom to really be a strategic board and a strong governance board," she said. " at's what makes us much more agile and bolder — we can have the CSO council and our staff really taking on the imple- mentation of whatever we need to do for our designation, and then that allows the board, the HR professionals to really look at the HR landscape, look at the emerg- ing trends, look at what is hap- pening in the business and public environment, and give direction accordingly." Education changes CCHRA is also enhancing the process of obtaining the CHRP with changes that acknowledge the CCHRA-recognized educa- tion prospective candidates have and that provide a strong educa- tional foundation and theory for practising HR. "We want to make sure that… people who are getting the desig- nation are well-prepared and so we fi nd that an educational the- ory, having a strong educational background, is highly important, so we're going to make sure that our HR professionals see that in the certification process," said orlakson. e council is also looking at recognizing the education com- ponents of various bodies that teach the HR program similar to CHRP's competencies, so it's looking at accrediting a number of universities in Canada, just like Quebec has done, said Ariganello. Partnerships CCHRA has also signed memo- randums of understanding with the Australian Human Resources Institute and the Hong Kong Institute of Human Resource Management. "As a profession, we want to demonstrate that we're just not insular, were not just looking at our own domestic market," said Ariganello. " ere are very similar issues, albeit the laws are diff erent, but there's a number of areas that are common around the world. "We're also talking to the U.S. and other bodies to collaborate with them and maybe issue re- search papers, some stakeholder papers, where either universities or governments might be inter- ested in hearing certain subject matters that are aff ecting the hu- man resources workplace." It's important for CCHRA to establish it's much more the voice of the HR profession from a pan- Canadian or pan-provincial per- spective, said Pohler. "When any one province speaks that they're the voice of the pro- fession, that's problematic, so that might be a good strategic move on the part of CCHRA." But the council should not to get too far ahead of itself, without really understanding what it is of- fering and how to sort out trans- ferability between provinces and self-regulation, she said. " ere's a lot of internal work that needs to be done… ey have to make sure they have their own house in order fi rst, which they are defi nitely making the right steps towards." Focus on more strategic board, strong governance CCHRA < pg. 1 " ere's a lot of internal work that needs to be done. (CCHRA) have to make sure they have their own house in order fi rst, which they are making the right steps towards."

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