HRPA AND THE ONGOING
PROFESSIONALIZATION OF
HUMAN RESOURCES
While HRPA had many of the trappings
of a professional regulator since the passage
of the Human Resources Professionals
Association of Ontario Act, 1990 (such as
a professional designation, a code of ethics,
continuing professional development
requirements, etc.), the HR profession
had never really progressed beyond the
level of “semi-profession” (i.e., technicians
and technologists) in both the mind of
the public and against the regulatory standards
of Tier 1 professions.
That has all changed over the past six
years. During that time, HRPA has “upped
its game” to match the standards necessary
to be acknowledged as a Tier 1 profession,
including the aforementioned rules of professional
conduct and public register.
The process accelerated with the passage
of the Registered Human Resources
Professionals Act, 2013 – a public act which
gave HRPA official sanction as the regulator
of the HR profession in Ontario and
places HRPA-member HR professionals
on the same regulatory tier as lawyers and
engineers. Since that time, HRPA has introduced
a modernized HR competency
framework that has, at its core, an updated
body of knowledge and three new designations
that test both that knowledge and
the ability to apply it at three levels of human
resources practice: entry, professional
and executive.
This body of knowledge (ensuring it is
the same globally), plus the validation of
capability through certification, fair complaints
and discipline processes and the
obligation to protect the public, are the defining
characteristics of professionalism.
Accounting and engineering are the same
no matter where they are practiced around
the world and are founded on a global
knowledge base – and the same should apply
for human resources.
All these regulatory pieces are in place to
elevate the HR profession and HR professionals
as a true profession in Ontario.
With our competency framework and
similar ongoing activities in other major
HR associations, we are moving towards a
global HR knowledge base. What we now
need to do is change the mindset and convince
the public, other business functions
and many HR professionals that HR is a
true profession.
This is likely the hardest hill to climb
– especially in a business world where
many cling to the dubious idea that “anyone
can do HR” and HR executive spots
can be handed to executives from outside
the profession. And it’s going to take
the combined efforts of HRPA and other
forward-thinking HR associations, as well
as HR professionals themselves, to sway
attitudes in our favour.
However, we have something strong to
work with. Today’s business challenges
cover feature
require HR strategy and execution and really
demand the skills and knowledge of
HR professionals to deal with them effectively.
The professional work of a CHRP,
CHRL or a CHRE is ultimately the best
marketing tool we have to bring attitudes
about our profession in line with our new
capability. n
Bill Greenhalgh is chief executive officer of the
Human Resources Professionals Association
(HRPA).
T
C
Y
O
Take the first step by
engaging your
greatness as an
HR leader.
Edhar/Shutterstock.com
ACCOUNTING AND ENGINEERING ARE THE
SAME NO MATTER WHERE THEY ARE PRACTICED
AROUND THE WORLD AND ARE FOUNDED ON A
GLOBAL KNOWLEDGE BASE – AND THE SAME
SHOULD APPLY FOR HUMAN RESOURCES.
HRPATODAY.CA ❚ FEBRUARY 2016 ❚ 29