Pass the HRPA Certified Human Resources Professional CHRP-KE Questions and answers with Dumpstech

Within the HRPA Human Resources Competency Framework (Functional Domain: Health, Wellness, and Safe Workplace), HR professionals must ensure that supervisors fulfill their legal obligations under Ontario’s Occupational Health and Safety Act (OHSA).

Under Section 27 of the OHSA, supervisors have a statutory duty to take every reasonable precaution in the circumstances for the protection of workers. This responsibility applies immediately when a potential hazard—such as an unidentified or hazardous substance—is detected in the workplace.

Extract:

“Supervisors shall take every precaution reasonable in the circumstances for the protection of a worker.”

(Ontario Occupational Health and Safety Act, Section 27(2)(c))

Additionally, the HRPA Competency Framework reinforces that HR professionals must ensure organizational compliance with health and safety legislation and promote a proactive safety culture:

“HR professionals ensure supervisors act promptly to identify, assess, and control hazards, upholding legislative responsibilities for worker protection.”

(HRPA Competency Framework – Health, Wellness, and Safe Workplace, CHRP Level, Key Competency: Promote Compliance with Health and Safety Legislation)

Analysis of Options:

A. Take reasonable precautions to ensure the protection of the workers:Correct — this reflects the supervisor’s legal duty under the OHSA.

B. Provide workers with written instructions:Important, but secondary to immediate hazard mitigation.

C. Instruct workers to continue working until the hazard is confirmed:Incorrect — contradicts the “precautionary principle” required by law.

D. Ensure workers comply with OHSA:A general supervisory duty, but does not address the immediate hazard response.

Therefore, the correct answer is A. Take reasonable precautions to ensure the protection of the workers, as this fulfills the supervisor’s immediate legal obligation under Ontario’s OHSA and aligns with HRPA’s health and safety competency standards.

Verified Reference Summary:

HRPA Human Resources Competency Framework – Functional Domain: Health, Wellness, and Safe Workplace

CHRP Knowledge Exam Blueprint (HRPA, Ontario)

Ontario Occupational Health and Safety Act, R.S.O. 1990, c. O.1, Section 27(2)(c)

HRPA Exam Preparation Guide – Health and Safety Compliance and Supervisor Responsibilities

HRPA’s labour relations guidance explains that a no-strike/no-lockout clause provides for labour peace during the agreement’s term, directing disputes to the grievance/arbitration process and thereby ensuring stability in the employment relationship. Recognition, security, and management rights define parties’ status and authority but do not guarantee strike/lockout prohibition during the term.

According to the HRPA Human Resources Competency Framework (Functional Domain: Strategy), HR professionals must understand different types of strategic development models to align HR practices with organizational direction and environmental realities.

Emergent strategy refers to a strategy that evolves incrementally in response to unplanned opportunities or changes in the internal or external environment, rather than one that was initially planned.

This contrasts with intended strategy, which is pre-determined and deliberate.

Extract:

“Emergent strategy develops gradually in response to environmental shifts and organizational learning, reflecting adaptive decision-making and flexibility.”

(HRPA Competency Framework – Strategy, CHRP Level, Key Competency: Support Strategic Planning and Adaptation)

Option Analysis:

A (Emergent strategy): Correct — evolves in response to environmental changes.

B (Realized strategy): The final strategy actually implemented (can include both intended and emergent elements).

C (Intended strategy): The original planned approach.

D (Discarded strategy): Refers to plans not executed.

Therefore, A. Emergent strategy is correct.

Verified Reference Summary:

HRPA Human Resources Competency Framework – Functional Domain: Strategy

CHRP Knowledge Exam Blueprint – Strategic Management Models

HRPA Exam Preparation Guide – Strategy Formulation and Adaptation

In the HRPA Human Resources Competency Framework (Functional Domain: Reporting and Financial Management), HR professionals are expected to assess, justify, and manage investments in HR technology systems (HRIS).

While cost-benefit analysis and risk management are quantifiable, demonstrating improvement in overall organizational effectiveness is the most difficult justification, because it involves indirect and long-term impacts (e.g., employee satisfaction, process efficiency, and decision-making quality).

Extract:

“The greatest challenge in HR technology investment decisions lies in quantifying the strategic and organizational effectiveness gains resulting from system implementation.”

(HRPA Competency Framework – Reporting and Financial Management, CHRP Level, Key Competency: Evaluate and Implement HR Information Systems)

Therefore, D. Showing improvement in the organization's effectiveness is correct, as it is complex to measure and justify financially compared to direct cost or risk-related factors.

Verified Reference Summary:

HRPA Human Resources Competency Framework – Reporting and Financial Management

CHRP Knowledge Exam Blueprint – HR Technology and Systems

HRPA Exam Preparation Guide – HRIS Cost-Benefit and Value Assessment

HRPA’s Learning and Development materials align with the Kirkpatrick model: Reaction, Learning, Behaviour, Results. 360° feedback gathers observations from supervisors, peers, direct reports, and sometimes customers about how participants apply new skills and behaviours on the job, which is Kirkpatrick Level 3 – Behaviour (transfer of learning). Level 2 (Learning) uses tests or demonstrations; Level 1 (Reaction) captures satisfaction; Level 4 (Results) measures organizational outcomes.

Relevant HRPA references: Learning and Development—training evaluation levels and methods; use of multi-rater feedback to assess behavioural transfer.

HRPA positions risk assessment/risk management as a core organizational effectiveness practice: systematically identifying, analyzing, and treating risks across people, operations, and finance to reduce exposure and liability. While due diligence is a compliance expectation within risk management, a risk assessment program is the overarching approach that identifies and manages these factors.

Within the HRPA Human Resources Competency Framework (Functional Domain: Total Rewards), HR professionals must be proficient in interpreting and applying compensation metrics such as the compa-ratio to assess pay competitiveness and internal equity.

Compa-Ratio Formula:

A compa-ratio of 100% means an employee’s pay equals the midpoint of their pay range.

A ratio above 100% indicates pay is above the midpoint, while below 100% means pay is below the midpoint.

Extract:

“Compa-ratio measures the relationship between an employee’s pay and the pay range midpoint to assess pay positioning within the structure.”

(HRPA Competency Framework – Total Rewards, CHRP Level, Key Competency: Analyze and Administer Compensation Systems)

Interpretation of 107%:

Employees are paid 7% above the midpoint of the pay range — reflecting a position slightly above market or internal midpoint values.

This often indicates higher experience, strong performance, or pay nearing the range maximum.

Explanation of Options:

A: Incorrect; 93% would mean salaries are below midpoint.

B: Incorrect; 107% means 7% higher, not 107% higher.

C: Incorrect; misstates the difference.

D: Correct; 107% means salaries are 7% higher than the midpoint.

Therefore, D. Salaries are 7% higher than the midpoint of the pay grade is the correct interpretation.

Verified Reference Summary:

HRPA Human Resources Competency Framework – Functional Domain: Total Rewards

CHRP Knowledge Exam Blueprint – Compensation Metrics and Analysis

HRPA Exam Preparation Guide – Base Pay and Market Competitiveness

Organizational Development (OD) is defined in HRPA materials as a long-term, planned, systemic effort, grounded in behavioural science, aimed at improving organizational effectiveness and the well-being of its members. While OD may use structural adjustments (A) or process changes (B) as interventions, its primary aim is broader: culture, processes, and human systems are developed through planned change to enhance both organizational results and people outcomes. Option D captures responsiveness but not the developmental, system-wide, and people-centred focus central to OD.

Relevant HRPA references (no external links): HRPA Study Guide – Organizational Effectiveness: OD definitions and objectives; HRPA Competency Framework – Leading planned change and culture development.

HRPA’s Learning and Development coverage describes training evaluation as a continuous process that uses multiple methods (formative and summative) and multiple measures (reaction, learning, behaviour, and results/impact). Evaluation spans needs analysis (baseline), in-program feedback, post-training assessments, transfer-to-work measures, and organizational impact/ROI, i.e., a continuum of techniques, methods, and measures rather than a single point-in-time check.

Options A, C, and D each narrow evaluation to one moment or one type of evidence; the HRPA view is broader and continuous.

References (HRPA Framework/Study Guide):

HRPA Professional Competency Framework – Learning and Development (design, delivery, and evaluation; formative and summative evaluation).

HRPA Study Guide – Training Evaluation (multi-level, continuous evaluation models and measures).

The HRPA framework for Labour and Employee Relations assigns HR accountability for developing, implementing, and communicating policies and procedures that set standards for conduct, attendance, and corrective action. Clear, consistently applied policies provide the guidelines that prevent issues and structure the organization’s response (e.g., progressive discipline, attendance management). Cultural audits (diagnostic), employee advocacy (representation/support), and HR planning (staffing forecasts) do not, by themselves, establish enforceable guidelines for addressing conduct or punctuality.