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2016-2020 HRPA Strategic Plan

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EXECUTIVE SUMMARY

In the last few years, we have built an excellent foundation for the future of the Association based on highly engaged volunteers and staff; best in class member retention; new designations built on a comprehensive competency model; upgraded governance processes and a brand-new Act updated from 1990 that reflects today’s world.

HRPA is now established as the regulator of the profession in Ontario and we are seen as a credible contributor to government policy in areas of interest to our members.

Building on all these developments, our strategy is now evolving to focus on the profession as a whole, dealing with a rapidly changing world driven by globalization, demographics, technology and the evolving expectations of the r​ole HR professionals should fill.

The single biggest challenge our profession faces is the perception that “anyone can do HR”. Recent trends suggest that some companies are increasingly seeking executives from outside the profession, with limited HR experience, to fill the role of their Chief Human Resource Officer. We need to ensure that HR is increasingly seen as a true top level profession; that organizations better understand he essential role that only validated HR professionals can bring; and the unique value that they add.

​OUR STRATEGIES FOR THE NEXT FEW YEARS REVOLVE AROUND FOUR CORE AREAS

  1. ​Reinforcing HRPA as protector of the public and regulator of the HR profession by enhancing our role as a trusted partner of policymakers in areas that are of interest to our members; ensuring that we lead in thinking and practice in the regulatory arena; and promoting membership in HRPA to everyone in the HR profession in Ontario thereby ensuring all HR practitioners are subject to our Rules of Professional Conduct;
  2. Upgrading our governance processes, how we deliver member value and our programs to support volunteers to advance our role as leader in association effectiveness and efficiency;
  3. Promoting the principle that HR is a primary profession with a core global body of knowledge where membership in HRPA authenticates an individual as an accredited Human Resources professional;
  4. Building on our designations and competency framework to validate the capability that our members bring to organizations and the quantifiable value that they add.


STRATEGIC OUTCOME

We will influence policy makers and stakeholders and substantiate HR as a primary Profession, ensuring an enhanced role of HR professionals as the architects of the people driven business strategies that add value to organizations and, consequently, lead to satisfied members.

CORE STRATEGIC GOALS

Expand HRPA’s role as public protector and regulator of the profession: 

  • Align HRPA squarely as a trusted partner of government, ministries and commissions on all issues concerning the workplace such as employment standards, human rights, pay equity, wellness and mental health and offer guidance on policies that will enhance the world of work;
  • Continue to enhance our professional status by identifying where we can contribute to public policy in areas that are key to our members’ interests; delivering credible opinions early in the process to increase our influence on the outcomes; and supporting amendment of any regulations that have a harmful effect on members and promoting those that are beneficial;
  • By demonstrating to government the value of HRPA membership, raise the profile of the profession to justify “sign off” compliance by designated HR professionals on workplace standards;
  • Build relationships with non-government agencies and associations to leverage our influence on public policy;
  • Maintain our adjudicative processes as clear, open and industry leading with user friendly access;
  • Monitor developments in regulatory thinking and practice to ensure that HRPA is proactive and a leader in implementing important changes. 

Establish HRPA as a leader in association effectiveness and efficiency:

  • Reassess our governance practices, benchmark them against the “best in class” policy and strategy boards; upgrade our processes for board and chapter director selection, assessment of skill needs and gap identification, evaluation of performance and development requirements; create clarity in board/staff role definition;
  • Create a value proposition around our Gold Standard regulatory assessment tool, promote to other regulators and implement the upgrades to our processes as identified in our audit;
  • Benchmark HRPA’s capability and performance against other leading associations;
  • Expand our participation at conferences for the regulatory community and association executives and share programs on member association management best practices that promote HRPA as a leader in the field;
  • Upgrade how we deliver member programs, services, education and networking opportunities to ensure a consistently high quality experience irrespective of our members’ geographic location;
  • Engage all members in understanding and supporting the association’s direction, intent and strategy;
  • Install a new Web presence and IT system to simplify all transactions that members have with the association (CPD tracking, renewals, search for information, event attendance, etc.);
  • Enhance the member experience by making their every interaction and “touch point” with the association, chapters, staff and volunteers a progressive and positive experience that encourages retention.

Ensure that HRPA membership reinforces status as a Professional:

  • Promote the value of HRPA membership to all involved in human resources and expand HRPA membership geographically into sectors with low representation and to all organizational levels;
  • Review possible mutual recognition and membership sharing with other sector-specific associations;
  • Identify and communicate a clear, compelling value proposition for each membership category;
  • Analyze, articulate and communicate “professionalization” in HR to anyone involved in hiring, regulating, educating, or practicing in the HR world;
  • To all key stakeholders, promote the value that regulated HR professionals offer and the benefits of having a member of HRPA, rather than a non-member, on their team; 
  • Strengthen the need for “professionalization” through advertising and marketing campaigns, articles in media, talks to relevant and influential groups and incorporation of related courses into our curriculum, PD offerings and other programs; 
  • Build career progression competency model for schools colleges, universities; work with them, employers, and government to develop job placement programs that support HR as a preferred career choice;
  • Expand our education programs (formats, medium, geography and subject) to cover skill areas the C Suite would like HR professionals to acquire such as strategic agility, finance and analytics, social media, business knowledge and the impact of globalization;
  • Promote and publicize stories of successful HRPA members which epitomize the level of professionalization that we are striving to achieve;
  • Communicate, facilitate and support designated members in finding openings on boards where they can enhance their governance knowledge and skills;
  • Increase the involvement of Senior HR professionals through special topic/cross industry interest groups and custom, limited attendance events where they can network and hear from leading thinkers and leaders.

 Evolve designations that are respected and validate capability:

  • Promote our competency framework nationally and internationally and our three designations as the structure that both best reflects organizational needs and enhances the value that HR professionals offer;
  • Initiate programs and support global agreements for mutual recognition of designations, standards and HR professionalization;
  • To organizations that don’t recognize a need for Human Resources, promote the profession and need for HR professionals;
  • Where the need for Human Resources is already recognized, promote the capability and quantify the value that HRPA designated members add at all levels in organizations and authenticate to business leaders; 
  • Write case studies to showcase effective, designated HRPA members who make a quantifiable difference in their organizations;
  • Protect the designation brands by ensuring a virtuous circle of credibility where they are awarded only to those where proven capability can be unequivocally validated; and those who are awarded them consistently exhibit superior performance in their roles;
  • Increased marketing directed at business executives on the value of our designations and the performance, attitude, values and behaviour that can be expected at each level;
  • Build the capability to deliver customized offers on training, benefits and programs to each individual member based on their unique, profiles and prior activities;
  • Introduce online self-assessment tools for members to benchmark their competency, assess their career progress, determine ongoing Continuous Professional Development (CPD) needs and allow organizations as a whole to assess their HR capability;
  • Create “anytime, anywhere” online tools for designation assessment, exams and proctoring.

EXTERNAL ENABLERS

  • Competency model based on globally accepted body of knowledge
  • Thought leadership, research and continuous professional development

INTERNAL ENABLERS

  • Financial Soundness
  • Engaged Volunteers
  • Committed Staff
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2016-2020 Summary Presentation


MISSION, VISION, VALUES

Vision

A leader in advancing the Human Resources profession globally as the key driver of business value and organizational success.

Mission

A regulatory association that sets the standards of learning, competence and conduct for members to enhance the standing of the human resources profession and protect the public.

Core Values

Leadership evidenced by

  • Clear articulation of a compelling vision for the future of an HR profession valued by business leaders;
  • Courage to make decisions and take appropriate actions in a timely manner; and
  • Accountability for effective stewardship of members’ investment of time, money and engagement.

Innovation evidenced by

  • Fostering collaboration and creative thinking;
  • Sharing of knowledge; and
  • Continuous improvement that sustains excellence.

Integrity evidenced by

  • Uncompromised dedication to professionalism;
  • Respect for others; and
  • Responsiveness to our members’ needs.

All with the intent of protecting the public.