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

08
Sep 2022
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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.



Navigating Mental Health in the Workplace Amid Political Uncertainty

By Jessica Jaithoo • October 24, 2025
Author: Calgary Chapter Committee The political climate has become an undeniable force in our lives, influencing not only public discourse but also personal well-being. Whether it is uncertainty surrounding federal policies, international conflicts, or provincial conversations about autonomy, employees are increasingly bringing political anxiety into the workplace. For HR professionals, this growing tension presents unique challenges. The task is not to take sides, but to foster environments where mental health is supported and respectful dialogue can take place. According to the Mental Health Commission of Canada, political anxiety is not a passing trend. It is a persistent stressor with real consequences for how individuals feel and function at work. The Commission highlights how political stress mimics other forms of chronic anxiety, causing sleep disturbances, irritability, and a sense of hopelessness ( MHCC, 2024 ). Constant exposure to polarizing news and divisive topics can leave employees feeling overwhelmed. This emotional fatigue, if left unaddressed, affects focus, performance, and team dynamics. A recent CBC feature underscores the cumulative effect of ongoing political and economic instability. It describes how stress can build over time, eroding emotional resilience and making it harder for people to manage conflict, remain productive, or feel safe expressing themselves ( CBC, 2023 ). These dynamics are not just playing out in public forums; they are showing up in team meetings, informal conversations, and leadership decisions.  HR professionals often find themselves at the intersection of these pressures. They are expected to support others while managing their own reactions to difficult news and evolving policies. They are tasked with implementing wellness strategies, fostering respectful communication, and ensuring compliance with changing legislation. It is a complex and emotionally demanding role. However, there are practical ways HR professionals can help reduce the burden of political anxiety in the workplace. The goal is not to suppress conversation, but to provide thoughtful, respectful guidance and tools that help people navigate uncertainty together. 1. Normalize the Conversation Begin by acknowledging that political stress exists and can impact work. A short message in a wellness newsletter or internal briefing can go a long way. When people feel that their experience is valid, they are more likely to seek help and less likely to internalize stress. Headspace, a leader in workplace wellness, emphasizes that validating emotions is a foundational step in reducing their intensity ( Headspace, 2024 ). 2. Communicate Proactively and Clearly When organizations face potential impacts from political or economic changes, silence can worsen fear. Clear, honest communication builds trust. The Mental Health Commission of Canada cites a national survey in which over half of respondents said that uncertainty was more stressful than bad news itself ( MHCC, 2024 ). Leaders should not speculate, but they should share what is known and outline the steps being taken to support employees. 3. Expand Mental Health Support Ensure that all employees know how to access support, whether through an employee assistance program, mental health benefits, or external community resources. Consider adding or promoting mindfulness programs, mental health first-aid training, or virtual therapy services. Managers in particular need support, as they are often the first people employees turn to during moments of stress. 4. Provide Strategies to Employees for Managing Political Anxiety in the Workplace Limit news exposure to reduce anxiety and protect mental health through digital detoxes. Highlight shared values such as respect, integrity and collaboration to help anchor people – reinforce a strong organizational culture rooted in community. Encourage volunteering and community engagement to restore control and purpose, which are critical to mental well-being. Support ongoing self-care and stress management practices. 5. Reinforce Respectful Conduct and Psychological Safety Review your organization’s code of conduct, respectful workplace policies, and social media guidelines. Ensure that employees understand expectations around respectful communication. Reinforce that differing opinions are welcome, but harassment or retaliation are never acceptable. A psychologically safe workplace benefits everyone by fostering trust, encouraging open communication, and enhancing overall productivity and well-being. 6. Equip Managers with Tools Offer training for people leaders on how to recognize signs of stress and respond with empathy. Provide scripts or toolkits for addressing politically charged questions in a way that keeps conversations respectful and focused on shared purpose. HR professionals do not need to have all the answers to the political questions of the day. Their role is to create structures that protect employee well-being and promote a respectful, inclusive workplace. By encouraging open dialogue, providing clear communication, and expanding access to wellness resources, HR leaders can reduce the impact of political uncertainty and help their teams thrive. As the landscape continues to evolve, it is critical to stay grounded in compassion and clarity. Utilizing the above tools and strategies, HR professionals can be a steady and reassuring presence for their organizations in uncertain times.

Making Waves & Inspiring Connections in Our Mentorship Community of Practice

By Jessica Jaithoo • October 23, 2025
Every mentorship match has the potential to create a ripple – one that extends far beyond the program itself. In our January–June 2025 intake, the CPHR Alberta Mentorship Program received over 225 applications across four unique streams, resulting in 100 mentor-protégé pairings, 17 peer matches, and 7 student group cohorts. This momentum reflects the strength of our HR community and its commitment to shared growth and learning. This year, we invited participants to reflect on three powerful questions: How has this mentorship experience shaped your perspective, and how do you plan to share the wisdom you’ve gained with others in our community? How will participation in the mentorship program create a wave in your career and support the impact you leave on your workplace and broader community? What has been your 'golden nugget' from this experience that will leave a lasting ripple in your career? Their responses were as thoughtful as they were inspiring. Testimonial #1 One of the main benefits of mentoring relationships, aside from the enjoyment of getting to know a colleague, is the ability to consider current situations I am dealing with in light of the other person's experiences. Often, these relationships help me with fresh insights I can use to benefit my team and organization. Over the past few years, I have enjoyed the mentorship program, and have taken the opportunity to encourage others to consider the benefits of the program when chatting at CPHR functions, etc. - Bob Wiebe Testimonial #2 Through participation in the CPHR Alberta Mentorship Program, my sense of belonging in the profession has grown and I have gained a personal sense of connection to the community of practice that spurs me to continue to professionally grow to enable others to find their voice and professional belonging in our community to leave a lasting impact. - Amanda Van Haaften Testimonial #3 My golden nugget from this experience has been the realization of how powerful intentional communication and active listening can be in building trust and relationships, solving problems, and influencing outcomes. This insight has shifted how I approach conversations—whether with colleagues, clients, or leaders. It’s a simple concept, but its impact is lasting. - Archana Malhotra Throughout the intake, our Mentorship Committee stayed meaningfully connected with participants through support groups, live webinars, monthly mentoring e-newsletters, and on-demand micro-sessions – with more to come. Each touchpoint offered space to pause, reflect, and grow – together. Mentorship is never one-directional – it’s a cycle of giving, learning, and leading. We’re thrilled to welcome our new applicants for the upcoming intake and continue building a community rooted in connection and growth. Whether you're a mentor or protégé, you’ll gain valuable insights, meaningful relationships, and the chance to leave a lasting impact.

Strong Internal Controls Make Good Business Sense

By Jessica Jaithoo • October 16, 2025
Internal controls are not just a box on a checklist; they are a trust-building tool. When HR leads with transparency, integrity, and strong processes, it sends the message that the organization values trust and accountability. Internal controls can also protect against errors, fraud, and damage to its reputation. Internal controls support fair hiring, secure data management, and consistent documentation, helping HR stay aligned with laws, privacy standards, and compliance expectations. What are internal controls? Internal controls are an organization’s procedures, policies, and processes. They ensure: Compliance with laws, regulations, and policy Accuracy in reporting Overall efficiency and transparency in operations Internal controls include setting out approval authority, role-based system access, audit trails, and segregation of duties. Once your controls are in place, continuous monitoring them further reduce risk by identifying issues early and providing timely feedback on areas where additional training may be needed. Examples of HR internal controls and why an accountant might consider them important Hiring Background checks ensure individuals hired to handle sensitive data don’t have histories of financial misconduct Signed employment agreements support key inputs into the payroll process and can serve as audit documentation Approval workflow for hiring decisions help prevent unauthorized payroll expense s Payroll Segregation of duties between the person hiring and the person setting up payroll can prevent conflicts of interest and fraud Reconciliations of payroll reports with HR records help ensure records match the source data, which supports accurate financial reporting Compensation An assignment of authority for employee events (e.g., salary change, promotions) ensures changes are authorized and reduces the risk of unauthorized payments Supervisor approval on timecards ensures information sent to payroll is accurate Employee records Secure employee records ensure payroll, benefits, and compensation figures used in financial reporting are reliable and safe Tracking changes made to records provides a trail for internal and external auditors Policy and compliance Key company policies requiring an employee’s signature can mitigate financial risks and ensure employees are expected to be aware of an organization’s policies A whistleblower policy provides a mechanism to uncover fraud or misappropriation of an organization’s assets Access and data controls Role-based access to systems limits access to financial systems and reduces the risk of data manipulation Monitoring controls Exception reporting (e.g., duplicate payments) supports quick identification of errors and accuracy of financial reporting Internal HR audits help ensure HR-related financial activities have proper controls and the controls are working as designed By having an HR department that designs and implements internal controls, you are creating a stable system of checks and balances, minimizing risk in more ways than you might expect! About the author: Kristy Mielke CPA, CA fosters the professional growth of Alberta’s 32,000 Chartered Professional Accountants (CPAs) as the Director of Professional Development and Learning at CPA Alberta. She has previously worked in public practice and internal audit, and in addition to being a CPA, she is a Certified Internal Auditor and Certified Fraud Examiner.
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