Strategic Plan 2019-2021 - HRPA
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Human Resources Professionals Association Strategic Plan 2019–2021
Human Resources Professionals Association
Strategic Plan 2019–2021
INSIDE
Inspiring Professionalism 4
About HRPA 5
Our Mission 8
Our Vision 9
Our Values 10
Executive Summary 11
Strategic Themes & Goals 14
H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1Inspiring About HRPA
Professionalism WHO WE ARE & WHAT WE DO
THE HUMAN RESOURCES PROFESSIONALS Since the passing of the Act in 2013, the HRPA has been
ASSOCIATION (HRPA) is a regulatory association in working diligently with our network of 27 chapters across
HRPA IS UNDERGOING A SIGNIFICANT TRANSFORMATION. Ontario with more than 23,000 registrants. Through the the province and with our students and members to
Honouring our past as a high performing member association that was fulfillment of its Objects, the Association governs and advance the standing of the human resources profession.
visionary enough, committed enough to marking a path forward to regulates the practice of registrants by establishing, HR Professionals, at a minimum, enable organizational
true professionalization, whilst being bold enough to envision a future developing, maintaining and enforcing the standards success by ensuring that all relevant labour, employment
even brighter and filled with more possibility than previously imagined. of qualification, practice, ethics, knowledge, skill and human rights legislation is upheld. Moreover, HR
and proficiency of its members, students and firms. professionals leverage the potential of people at work to
No significant transformation occurs without some growing pains. Promoting and protecting the public interest by maximize organizational performance. Through a broad
We are transitioning from being a single-mandate member association regulating the practice, competence and professional array of professional development programs offered
to a professional regulatory association. This is no small change and conduct of members is our paramount interest. in-person, online and throughout our Chapters, our
will demand steadfast commitment to our mission and vision. registrants are keeping pace with the increasing complexity
HRPA plays an important role in promoting and protecting of workplaces today. Furthermore, our members have
We say "inspiring professionalism" with two specific communities in the welfare and interests of the Association and the formed a strong, committed community of professionals
mind. For the public, who should look to regulated HR professionals human resources profession. To this end, elevating HR who network, share best practices and mentor students
for the highest standards of professional practice. For the practitioners professionalism and continuing to advance the status and and early career professionals. Their tireless dedication
of our profession, who should look to their regulatory association recognition of our profession is a unifying focus of the to people in the profession is a key ingredient in our
as a leader, innovator and dedicated thought leader in advancing Association, our Chapters and Members. sustainability and evolution as a profession.
professional HR practice. Igniting a collective aspiration for our
profession from within is just the starting point. We also want The pioneering work of our predecessor organizations Our members voluntarily submit to regulation. They do so
employers, workers, consultants, entrepreneurs, small business laid the foundation for the Human Resources Professionals because they, with us, share a collective belief that HR is a
owners and other professionals to place a high value on the expertise Association of Ontario Act, 1990. This Act empowered the true profession. In order to be recognized as a profession
of HR professionals. We aim to inspire others with our professionalism. Association with the responsibility to grant and regulate we must all conduct ourselves with the highest standards of
the Certified Human Resources Professional (CHRP) professional practice and ethics as enshrined in our Rules
This is an ambitious journey. One that takes decades, not three designation. of Professional Conduct. We truly believe that only those
to five-year strategy cycles. By committing to this expedition, our practitioners willing to subject themselves and their practice
members and the public can look forward to a constantly rising bar In 2013, HRPA reached another milestone in elevating to these standards can call themselves a "human resources
of HR expertise. the professional status of the human resources profession professional." We also believe that human resources
with the passing of the Registered Human Resources professionals play an integral role in Ontario society –
We remain inspired by our members, the HR practitioners in the field Professionals Act, 2013. The Act recognized HRPA as we make workplaces work. We are business professionals
every day that are attuned to the changing landscape of their business a Tier 1 regulator and as the granting body for the three that practice HR for the benefit of our organizations and
and know-how to design, develop and manage people practices that professional designations available in Ontario: society at large. Workers, business owners, leaders and
make an enduring difference in business and in workers' lives. Certified Human Resources Professional (CHRP), partners in government have a right to expect excellence
Certified Human Resources Leader (CHRL), and in HR practice from our professional members.
IT IS A PRIVILEGE TO LEAD AS A PEOPLE PROFESSIONAL. Certified Human Resources Executive (CHRE).
4 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 5MEMBERS
WE STRIVE TO ENABLE our members to provide the best
possible HR practice through our standards, regulation and
learning programs. Supporting members with knowledge, Professional Member Categories
skill development and professional mastery in their practice
of human resources is a source of pride and continuous
development for the Association and our Chapters.
Organizations leverage two types of capital to drive
business results: financial and human. A business trusts
the management of financial capital to a regulated
accounting professional, where the highest standards
of performance, ethics and compliance are required.
ALGOMA
The same should be true for the governance of human
CHAPTERS
BARRIE
capital. The best protection for the public in Ontario
BROCKVILLE
is through a system of internal responsibility in which
CHATHAM-KENT
workplaces value their people and workplace success to CORNWALL & DISTRICT
such an extent that they would only accept individuals DURHAM
with a recognized HR designation where they can be GRAND VALLEY
confident in professional practice. THROUGH ITS THRIVING NETWORK of Chapters across GREY BRUCE
Ontario, members experience outstanding professional GUELPH & DISTRICT
Members of HRPA submit to voluntary regulation. networking, mentorship and professional development. HALTON
While it is true that anyone can call themselves a Members select the local community of HR professionals HAMILTON
“human resources professional” we believe that there Associate Member Categories they wish to network, learn and grow with, and champion KINGSTON & DISTRICT
is a threshold to be called a “professional” in any professionalism together in HR in their local communities. LONDON & DISTRICT
profession. Without the requisite education, experience PRACTITIONER NIAGARA
and professional standards oversight that comes with Chapters are the crucial link between HRPA's vision and NORTH BAY
regulation, there is no safeguard nor minimum standard of ALLIED PROFESSIONAL our members. Together, HRPA and Chapters are striving NORTHEASTERN ONTARIO
practice for those entrusted to lead human capital across to see HR flourishing as a valued profession in Ontario. NORTHWESTERN ONTARIO
our province. The public in Ontario should expect that any STUDENT By providing a forum for members to exchange knowledge OTTAWA
registered HR professional is acting in accordance with and ideas and by mentoring students and early career PEEL
governing legislation relating to employment, safety and practitioners, our Chapters play an important role in PETERBOROUGH
human rights. cultivating a pipeline of highly prepared and inspired talent QUINTE & DISTRICT
in the field of human resources. SARNIA & DISTRICT
SUDBURY
Chapter leaders and members are pivotal ambassadors of TORONTO WEST
our profession. TORONTO
WINDSOR & DISTRICT
YORK REGION
6 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 7Our Mission Our Vision
OUR PURPOSE OUR FUTURE
A regulatory association that sets HR flourishing as a valued profession.
the standards of HR professionalism.
THE OBJECTS OF HRPA were issued by the Ontario Legislature by means THE HUMAN RESOURCES PROFESSION was significantly legitimized
of the Registered Human Resources Professionals Act, 2013 (the Act). through the Acts of 1990 and 2013. While this legislation sets out
Furthermore, the Ontario Legislature has delegated to HRPA those judicial the duties and obligations of the Association to fulfill its core public
and regulatory powers deemed necessary or beneficial to enable HRPA to protection mandate, the Association also has an obligation to promote
fulfill its mission and mandate. and protect the welfare of the human resources profession.
HRPA’s core mandate is to promote and protect the public interest by Through public advisory consultations, employer outreach, advocacy for
governing and regulating the practice of members, firms and students. the profession and our unparalleled commitment to member professional
There are many facets to the fulfillment of this mandate. Although the development, we can envision a future in Ontario where the professional
word ‘regulation’ is used as a shorthand, HRPA’s mandate also includes practice of human resources is truly flourishing as a valued profession.
governing the practice of members, firms and students and includes
providing them with leadership and guidance.
Professional regulation could be defined as “anything and everything that
is done with the genuine intent of promoting and protecting the public
interest by reducing, suppressing, mitigating or eliminating harms or
potential harms stemming from the practice of a profession.” HRPA is
dedicated to supporting our registrants with ethical and appropriate Rules
of Professional Conduct in order to guide practitioners in their HR practice.
8 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 9Our Values Executive Summary
Members of the profession, our stakeholders, our clients
and the public can expect us to treat them with dignity, STRATEGY FRAMEWORK
respect and inclusiveness. We listen, we consider issues
thoughtfully and respond with care. We value diversity of
thought and engage others with sincere interest. In every IN EARLY 2018, the HRPA board of directors undertook a review
of the Association’s performance and future aspirations. With
RESPECT interaction we commit to treating each other and those
the recruitment of a new CEO, the board directed the senior
THE ANTICIPATED VALUE OF
we serve and partner with the utmost respect. REFRESHING THE STRATEGY IS:
management team to modernize the strategy for the organization.
After comprehensive stakeholder input on the Association’s
performance and capability, a number of opportunities were ⚫ Reaffirm our vision, mission and
identified as high priorities for the next three years. future direction
We can be trusted and relied upon to do what we say HRPA’s board sees a bright future for the human resources ⚫ Curate a set of organizational
we will do. We act with honesty, professionalism and a values to guide our people and
profession. The Association’s mandate to protect the public
volunteers
commitment to do the right thing. interest through effective governance and regulation is a
INTEGRITY responsibility not taken lightly. Fulfilling our obligations under the ⚫ Re-invigorate the organization
Act requires a fulsome review of what we have achieved to date
and to look forward, anticipating what future requirements of the ⚫ Drive alignment across the
Association will be. association
Management has been directed to ensure the strategic initiatives ⚫ Provide a clear set of priorities to
We report information to our stakeholders in a timely
enable effective decision making
and open way. We solicit input and gather perspectives undertaken in the years ahead enable our mission and our
to inform effective decision making. We share our plans vision in service to four strategic outcomes: financial health
⚫ Evolve the association’s
openly knowing we are accountable for what we do. and accountability; delighted customers/citizens; efficient and operational and regulatory
TRANSPARENCY effective processes; and, a motivated and prepared workforce in maturity
the Association and across our network of volunteers. We must
balance our financial, customer, employee and internal process, ⚫ Improve operational performance
programs and projects to ensure that, when taken together, they and better manage associated risk
advance our mission.
⚫ Communicate with and engage
We accept the privilege and responsibility that comes stakeholders with clarity
Through intensive consultation with staff, leaders and volunteers and purpose
with being stewards of the profession. We take our role
across the Association, we have confirmed our mission, vision
seriously and commit to accepting accountability for
and values and established a unified voice for our profession and
our actions.
ACCOUNTABILITY our mandate as Ontario’s HR regulator.
10 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 11STRATEGIC PLAN DEVELOPMENT STRATEGIC OUTCOMES
ACTIVITY MAP
Vision
20 JUNE • MEMBER SURVEY ANALYSIS WHAT DO WE WANT TO BE?
18 JUNE & JULY • CHAPTER INSIGHTS
Mission
Financial Health
& Accountability
WHY DO WE EXIST?
JULY • PROFESSIONAL REGULATORY BODY MATURIT Y AUDIT
JULY & AUGUST • HRPA STAFF ENGAGEMENT WORKING SESSIONS
Values
WHAT IS IMPORTANT TO US?
AUGUST • CEO-CHAIR-VICE CHAIR STRATEGY DESIGN LAB
Delighted Customers
& Citizens
AUGUST & SEPTEMBER • BOARD INSIGHT SURVEY
Strategic Themes, Goals
& Objectives
SEPTEMBER • SENIOR LEADERSHIP TEAM CULTURE & STRATEGY WORKING SESSION WHAT IS OUR GAME PLAN?
SEPTEMBER • HRPA STAFF VALIDATION & ALIGNMENT SESSION
Strategic Map Efficient & Effective
SEPTEMBER • BOARD STRATEGY WORKING SESSION HOW DO WE TRANSLATE AND Processes
COMMUNICATE STRATEGY?
SEPTEMBER & OCTOBER • EXECUTIVE LEADERSHIP TEAM WORKING SESSION
OCTOBER • EXECUTIVE LEADERSHIP TEAM WORKING SESSION
Targets & Initiatives
WHAT DO WE NEED TO DO?
NOVEMBER • ROAD MAP FINALIZATION 2019-2021 Motivated &
Prepared Workforce
Personal Objectives
DECEMBER • BOARD FINAL REVIEW & APPROVAL OF STRATEGIC PLAN WHAT DO I NEED TO DO?
20 JANUARY • BALANCED SCORECARD DEVELOPMENT STRATEGY MAP
19 FEBRUARY • PLAN ROLL-OUT BEGINS
Balanced Scorecard
HOW WILL WE MEASURE OUR PROGRESS?
12 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 13Strategic
Themes & Goals
THEME GOAL S T R AT E G Y THEME GOAL S T R AT E G Y
• Increase public voice in regulatory policy • Modernize HRPA people practices and
lead by example
• Promote professionalism in HR practice
Design and deploy • Enhance communication effectiveness
Champion • Redefine our brand and positioning to modern, effective and accountability
and elevate stakeholders and progressive
professionalism for • Introduce talent management systems
• Monitor and maintain excellence in approaches to
and processes that enable growth
REGULATORY the HR profession certification standards EXEMPLARY human capital and development
EXCELLENCE • Cultivate partnerships that benefit
PEOPLE management
PRACTICES • Define our cultural aspirations and
the profession
enhance employee experience
THEME GOAL S T R AT E G Y THEME GOAL S T R AT E G Y
• Strive to provide exemplary process
• Maintain financial health while investing effectiveness in all complaints,
in regulatory advancement investigations and discipline undertakings
Maintain financial Deliver quality • Enable chapters to provide excellent
• Achieve operational efficiencies that
and operational services and networking, mentoring and professional
enable investment in organizational
wellbeing that infrastructure resources to development to members
enables our our network of
OPERATIONAL • Protect the safety and security of our SERVICE • Collaborative partnerships anchored in
member value members, students
systems and data public protection and member practice
EFFECTIVENESS proposition LEADERSHIP and volunteers excellence
• Behave like socially and environmentally
responsible organization • Provide professional customer-focused
service to members in all interaction
14 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 15REGULATORY I N I T I AT I V E S
EXCELLENCE •
•
Refresh our Brand
Finalize the CHRL Certification Requirements
20 •
•
Design and Develop a Public Advisory Council
19
Stand-up a Policy Development Function
• Refresh Continuing Professional Development (CPD) Requirements
GOAL OBJECTIVES • Conduct Risk of Public Harm Research
• Enhance Visibility of Statutory Committee Reporting
Promote and protect public interest by
governing and regulating the profession
●
Establish, maintain, develop and enforce
standards of qualification
• Re-energize stakeholders with the Vision for the Profession
●
• Develop Standards of Practice Road Map
CHAMPION Establish, maintain, develop and enforce
20
• Design and Deploy Public Advertising Campaign to Enhance Public
AND ELEVATE standards of practice
Awareness of the HR Profession
PROFESSIONALISM
20
●
• Provide Education to Chapter Volunteers on Regulation
FOR THE HR Establish, maintain, develop and enforce
• Build a Database for Regulation of Firms
PROFESSION standards of professional ethics
• Redesign CHRE Application Process
●
• Redesign Technology Configuration of Registration
Establish, maintain, develop and enforce
standards of knowledge, skill and proficiency
●
Regulate practice, conduct and professional
conduct of members of the Association and Firms
• Public Opinion Assessment about the Human Resources Profession
• Enhance Registrant Awareness of Regulation
20 •
•
Provide Insights with Partnered Research
21
Develop Sustainable Approach to Practice Guidance
• Refresh Rules of Professional Conduct
• Refresh the Competency Framework
• Design Practice Inspections
16 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 17OPERATIONAL I N I T I AT I V E S
EFFECTIVENESS • Analyze and Implement Upgrades and Fixes to
20 •
Association Management System
Develop an Enhanced Information Security Program
19 •
•
Develop a Multi-Year Technology Road Map
Modernize/Redesign HRPA website
GOAL OBJECTIVES
Leverage technology to enhance effectiveness
● • Evaluate exam processes and resources
MAINTAIN Design and adopt a project and change • New Enterprise Performance scorecard measurement and
FINANCIAL AND
20
management methodology for the Association reporting system
OPERATIONAL ● • Analyze business requirements for CRM utilization analysis
WELLBEING THAT
ENABLES OUR
MEMBER VALUE
Maintain prudent financial and operational
controls 20 •
(Data warehouse)
Update documentation management, data management and
retention standards
●
PROPOSITION
Enhance risk management capability and • Investigate revenue diversification opportunities
stand-up an ERM function
20 •
21
Measure and report on service cycle times to Registrants
18 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 19EXEMPLARY PEOPLE I N I T I AT I V E S
PRACTICES
20 •
•
Compensation and performance management program redesign
19
Modernize HR practices
• Values refresh – introduce behavioural measurement
GOAL OBJECTIVES
DESIGN AND
Modernize HR practices
DEPLOY MODERN,
EFFECTIVE AND
PROGRESSIVE
●
Increase human capital governance 20 •
•
Re-design engagement system
20
Total Rewards (benefits) review
APPROACHES TO ● • Develop HR Metrics and reporting
HUMAN CAPITAL Develop our talent
MANAGEMENT
20 • HIPO Leader program
21 • Human Capital Management System (HCMS) Discovery Analysis
20 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 21SERVICE I N I T I AT I V E S
LEADERSHIP
20 • Audit and relaunch Professional Programs
19 • Operational process mapping
GOAL OBJECTIVES
Enhance stakeholder engagement • Leverage CRM to enable customer segmentation
DELIVERY OF ● • Define relevant marketing and effectiveness measures
QUALITY SERVICES
AND RESOURCES
Deliver reliable service to registrants
and members 20 • Define and strengthen internal audit requirements
20
• Simplify internal processes to support Chapter Professional
TO OUR NETWORK
● Development and speakers’ bureau processes
OF MEMBERS AND
Provide support to our network of Chapters • Conduct a comprehensive product and service review
VOLUNTEERS
and volunteers • Design a comprehensive volunteer engagement strategy
20 •
21
Redesign the Association and Chapter Awards Strategy
22 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 H R PA S T R AT E G I C P L A N 2 0 1 9 –2 0 2 1 23www.hrpa.ca
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