Are you a candidate for the Senior Path to the CPHR designation?

08
Sep 2022
490
A path going through a forest lined with trees and grass.
Photo Credit: 
Johannes Plenio

Author : Debbi Ross

Are you a candidate for the Senior Path to the CPHR designation?

If you have a degree or masters in any subject, have worked for more than ten years in a professional HR role and can provide evidence that you have at least five years of experience at a senior HR level role, you may be a good candidate for the Senior Path Evaluation (SPEVA). 

The Senior Path allows individuals who did not complete an HR program at a post-secondary institution, yet have extensive HR career experience to apply for, and potentially receive the CPHR designation.  We recognize that some HR professionals achieve the knowledge and skills required to practice competently and ethically through extensive work experience. The Senior Path gives credit for many years of HR experience and expertise and does not require the applicant to write an exam.

The Senior Path allows for either Generalists or Specialists to qualify for the CPHR designation, as long as you have strategic level work experience, have had a large impact on your organization, are at a high level of decision-making authority and can demonstrate competence as required under the CPHR Canada Competency Framework.

Review Requirements for the Senior Path Experience Validation Assessment here

Tips for Successful Senior Path EVA Applications

If you feel you qualify for the Senior Path, submit a Senior Path Questionnaire through your member profile. Once approved for the Senior Path, you will then need to complete your Senior Path EVA Application.

In the SPEVA application, you will be asked to demonstrate how you meet the competencies as outlined. The most important thing to remember when writing examples for these competencies, is that the reviewer is assessing how your answer provides proof of your ability to apply experience, knowledge and skill, at a high standard, in each of the competency areas.

The reviewer needs to confirm that you not only understand HR principles, theory, and best practice, but that you have real-world workplace experience in applying that knowledge. 

The reviewer is also looking  to determine your level of independence, autonomy and decision-making authority as you cite your examples and describe your experiences.

Writing Good Examples for Competencies

When offering examples for each competency, we strongly recommend using a template referred to as STAR.

STAR examples describe the Situation , the Timeframe , the Actions YOU took, (or decisions you made) and  the Results

Before you start writing, make sure that the example you are using is the best demonstration of the functional dimension or enabling competency being discussed. writing.  Ask a colleague for input if needed. 

Answer the following questions to help you build your STAR example.

Situation:

  1. What was your role?
  2. what was at stake?
  3. what factors were at play?
  4. what types of decisions were required?
  5. How much responsibility, autonomy and decision-making authority did you have?
  6. Who else was involved?

Timeframe:

  1. When did this happen? 
  2. How long did it take?  
  3. What time pressures were you under? 
  4. Was time a factor that influenced your actions?

Actions:

  1. What actions did you take to address the situation?
  2. What risks did you think about? 
  3. How did you assess risk?  
  4. What information did you have, need, or seek? 
  5. What analysis did you undertake?
  6. What advice did you seek? 
  7. What decision did you make, and why? 
  8. Where did your authority start and end?

Results:

  1. What happened? 
  2. What was the outcome for HR, managers, employees, or your company?
  3. Did you look back and analyze your actions? 
  4. What did you learn?

In all examples, it is critical to explicitly describe your independence, autonomy and decision-making authority.   

Reviewers need to know what types of decisions you would routinely make, and where your authority starts and ends. Be sure to include the impact of your decision-making. Please note if you were required to consult with your manager, if you were an advisor to a decision maker or if you made the decision yourself.   Avoid using the word “we” and use “I” sentences to describe your actions and contributions. This is very helpful for the reviewer to make their determination of whether you meet this important requirement. 

Closing Notes

An EVA application under the Senior Path is a big undertaking and you should expect it to take considerable time to draft, review, revise, update and submit your application.  It is not necessary to provide examples in all functional dimensions. Instead, spend time submitting examples in your strongest areas while ensuring you meet the minimum number required.   

Applications are reviewed by three independent reviewers.  They all take their task of reviewing and assessing your application very seriously and spend many hours comparing your answers to the standards required. Take time to carefully consider your examples and follow the STAR method for each example making it easier to review and approve your application. We also recommend that you proofread your application for grammar, spelling and other mistakes prior to submission.  We want everyone to be as successful as possible. Best of luck!

 


 

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

 


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



By Jessica Jaithoo December 4, 2025
As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready.  Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 2026, after which we will again share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
By Jessica Jaithoo December 2, 2025
At CPHR Alberta, we believe that the future of work is being shaped by the decisions we make today. That’s why we’re proud to share our 2026-2028 Strategic Plan—a bold, member-informed roadmap that will guide our organization over the next three years. This plan is the result of a deeply collaborative process, led by our Board of Directors and developed in partnership with our operations team. It reflects the voices of our members, gathered through surveys and conversations, and is grounded in market research and aligned with the national priorities of CPHR Canada. Together, we’ve crafted a strategy that is responsive, forward-looking, and rooted in data. At its core, the plan is about strengthening the Human Resources profession and supporting the people who drive it. It reaffirms our commitment to building a resilient, inclusive HR community—one that is equipped to lead in a rapidly evolving workplace landscape. Our redefined vision and mission statements speak to this ambition, and our newly articulated values provide a foundation for how we work, connect, and grow. The strategic priorities outlined in the plan reflect the areas where we believe CPHR Alberta can make the greatest impact. They focus on elevating the visibility and influence of the HR profession, fostering innovation and leadership across our community, and deepening engagement with our members and partners. These priorities are designed to meet the diverse needs of our jurisdiction, from urban centers to rural communities, and to ensure that every CPHR has the tools and support to thrive. As we look ahead, we’re energized by the possibilities this plan unlocks. It’s a call to action—for our team, our Board, and our members—to work together in shaping the future of HR. Whether it’s through new learning opportunities, stronger regional connections, or amplifying the voice of HR in public discourse, we’re committed to leading with purpose and impact. We invite you to explore the full 2026-2028 Strategic Plan and see how our shared vision will come to life. Together, we’re building a future-ready HR community—one that’s connected, influential, and prepared to meet the challenges of tomorrow.
By Bailey Beauchamp December 1, 2025
Seeking CPHRs, Retired CPHRs and Public Board Members
MORE NEWS