CPHR Canada's Updated Competency Framework: What Changed and How it Affects Members
27
Jul 2023
526
Author:
Erica Blain, Director, Professional Standards, Registrar, CPHR Alberta
In late 2021, CPHR Canada announced the introduction of an updated Competency Framework for the HR profession. Many members have reached out with questions on what was updated, why and how it affects them on the path to the designation or in mainiting their designation. The CPHR Alberta Professional Standards team, has put together this blog to answer some of the most frequently asked questions!
How was it updated and why?
In many ways, the competency framework has remained much the same but with some key changes to ensure that the CPHR designation remains relevant and topical in today’s changing world. Human Resources is a field that has grown, expanded and diversified over many years since it’s inception as a profession. CPHR Canada worked closely with HR professionals across Canada to amend the framework so that it is in-line with the working world today and in the near future.
The updated Competency Framework recognizes that there is no longer an ideal role, position or way of functioning for the HR Professional, instead, providing a strategic approach that matches the pace of change. Human Resources has such a broad scope and it is becoming more valued in organizations every day. By updating the Competency Framework, we are keeping up with the growth and progression of the profession as a whole and trying to incorporate all professionals within the field.
What has changed?
While the changes to the Competency Framework were not sweeping, you will see some smaller amendments. One update is the introduction of the competency entitled Innovation. Especially through the pandemic, HR professionals were forced to be agile and innovative to continue to do their roles but in a changing environment and continuous legislation or safety protocol updates. The demand on HR to innovate and be adaptable has become more vital than ever and is an important area of focus.
Additionally, you’ll see what used to be just “engagement” is now Inclusion, Diversity and Human Connection. Again, in the past few years we have seen an increased call for employers to ensure an inclusive environment is provided to all employees. Also, diversity is an active goal for many organizations and is better recognized, appreciated, and celebrated. CPHR Canada wanted to ensure that these important concepts were incorporated into the Competency Framework because they are so valued by employees and employers alike.
Another change was to remove the competency area Professional Practice. This competency focused on legislation and ethics, having business acumen and leadership skills. These skills are now incorporated within the newly introduced General Competencies instead.
In the previous Competency Framework, there were enabling competencies which incorporated a diverse set of skills into five loosely related areas. With the new framework, the scope has been broadened but also refined into twelve non-HR competencies, which are termed General Competencies.
The overall result of these changes led to the establishment of HR Competencies that are more specific to the work of today’s HR professional. The separation of competencies into HR-Specific Competencies and General Competencies helps the field move beyond the silos of “functional” HR areas, which results in the structure of the new framework being more strategic and integrative. These enhancements showcase the greater breadth of the practice of HR and reflect how the evolution of the professional is playing out in workplaces across Canada.
How do the changes affect members?
For members looking to write the National Knowledge Exam, the exam is based upon this updated Competency Framework. The General Competencies are covered lightly on the exam, making up just 10% of the questions. The other nine competencies are each covered with 10% of the exam.
The framework is also the foundation for those going through the Experience Validation Assessment. Candidates for the CPHR designation will need to show that they have proficiency in a variety of competencies in order to be successful on the experience assessment and gain the CPHR designation.
For members who already have their CPHR designation, this only affects them as they complete their Continuing Professional Development (CPD) requirements. In order for activities to count towards the CPD requirement, the activities need to be linked to at least one area of the Competency Framework. Because the framework is extensive and clear, it is quite simple for Chartered Members to ensure their CPD requirements fall into these categories.
The framework really covers everything HR so using the framework as a foundation for further learning or education is a great way to better yourself professionally. If you are looking for ways to expand your knowledge or if you want insight into which areas you require further information or training, looking at the competencies is a great starting point as it outlines what HR professionals should know in order to be the best they can be for their employees and organization as a whole.
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.
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions. These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth.
