CHRP Knowledge Exam cheat sheet

Vertical fit is alignment of HR practices with organizational strategy; horizontal fit is internal consistency among HR practices.

SWOT analyzes internal strengths and weaknesses against external opportunities and threats; PESTLE scans political, economic, social, technological, legal, and environmental forces.

Porter's generic strategies are cost leadership, differentiation, and focus; each implies different HR priorities (efficiency and control versus innovation and discretion).

Balanced scorecard perspectives are financial, customer, internal business process, and learning and growth.

Workforce gap = forecast labour demand minus forecast internal supply; a positive gap signals a shortage requiring build, buy, borrow, or bridge actions.

Lewin's model is unfreeze, change, refreeze; Kotter's eight steps begin with creating urgency and end with anchoring change in culture.

Ulrich's four HR roles are strategic partner, administrative expert, change agent, and employee champion.

Succession planning identifies critical positions, assesses incumbent risk and candidate readiness, and builds a bench through defined development plans.

SMART goals are specific, measurable, achievable, relevant, and time-bound.

Selection ratio = number hired divided by number of applicants; a low ratio indicates a highly selective process.

Yield ratio = candidates advancing to the next stage divided by candidates at the previous stage; used to compare recruiting source effectiveness.

Cost per hire = (internal recruiting costs + external recruiting costs) divided by number of hires.

Time to fill = days from requisition approval to offer acceptance; time to start measures to the employee's first day.

Four-fifths rule: adverse impact is presumed where a protected group's selection rate is less than 80% of the highest group's rate.

Structured behaviour-based interviews using STAR probes have higher predictive validity than unstructured interviews.

Reliability is consistency of a measure; validity is the extent to which the measure predicts job performance.

Realistic job previews lower inflated expectations and reduce early voluntary turnover.

A bona fide occupational requirement must be rationally connected to the job, adopted in good faith, and accommodate to the point of undue hardship.

Needs assessment has three levels: organizational analysis, task or operational analysis, and person analysis.

Kirkpatrick's four evaluation levels are reaction, learning, behaviour, and results.

ADDIE is analysis, design, development, implementation, and evaluation.

Training ROI (%) = (benefits minus training costs) divided by training costs, multiplied by 100.

The 70-20-10 model allocates roughly 70% to experience, 20% to social or coaching learning, and 10% to formal courses.

Bloom's revised taxonomy is remember, understand, apply, analyze, evaluate, create.

Formative evaluation occurs during design and delivery; summative evaluation judges outcomes after the program ends.

Transfer of training is supported by supervisor support, practice opportunity, and learner accountability, and is measured on the job.

Andragogy holds that adult learners are self-directed, draw on experience, need relevance, and prefer problem-centred learning.

Compa-ratio = employee salary divided by range midpoint, multiplied by 100; 100 means pay at midpoint and below 100 means below midpoint.

Range spread = (maximum minus minimum) divided by minimum, multiplied by 100; range midpoint = (minimum + maximum) divided by 2.

Job evaluation methods are ranking, classification or grading, point factor, and factor comparison; point factor is most common in large organizations.

Pay equity (equal pay for work of equal value) compares dissimilar jobs of comparable worth; pay equality compares similar jobs.

Market pricing sets policy by survey percentile: P50 targets the median, P75 leads the market, and P25 lags the market.

Internal equity addresses relative job worth inside the organization; external competitiveness addresses market position.

Salary compression occurs when new hires are paid near or above experienced incumbents; salary inversion occurs when subordinates out-earn supervisors.

Variable pay options include gain sharing, profit sharing, commissions, and equity plans, shifting cost risk from fixed to variable.

Broadbanding collapses many narrow pay grades into a few wide bands to support lateral skill development.

Progressive discipline sequence: verbal warning, written warning, suspension, termination, with escalation based on repeated or serious misconduct.

Bardal factors for common-law reasonable notice include age, length of service, character of employment, availability of similar employment, and inducement.

Just cause requires proof of misconduct, a proportionate penalty, and procedural fairness before discipline is imposed.

Constructive dismissal occurs when a substantial employer breach, such as unilateral demotion or pay cut, forces the employee to resign.

Collective bargaining subjects are mandatory (wages, hours, conditions), permissive, and illegal.

The duty of fair representation requires a union to act without arbitrary, discriminatory, or bad-faith conduct for all bargaining-unit members.

Rights arbitration interprets and applies an existing collective agreement; interest arbitration settles the terms of a new agreement.

The Rand formula requires dues check-off for all employees in the bargaining unit, whether or not they are union members.

Unfair labour practices include interfering with organizing, intimidating employees, and bargaining in bad faith.

Grievance steps typically run from informal discussion to written grievance, step meetings, and finally arbitration.

Hierarchy of controls from most to least effective: elimination, substitution, engineering controls, administrative controls, personal protective equipment.

Lost-time injury rate per 100 full-time-equivalent workers = (lost-time injuries multiplied by 200,000) divided by hours worked.

Under the Internal Responsibility System, employers, supervisors, and workers share hazard identification duties, with the employer holding the primary duty.

The due diligence defence requires evidence of reasonable steps to prevent the incident, such as training, supervision, enforcement, and documented procedures.

Right to refuse unsafe work: the worker reports to the supervisor, an investigation follows, and a government inspector may be called if unresolved.

In Ontario, a Joint Health and Safety Committee is required at 20 or more regularly employed workers, with additional certified member requirements at 50 or more.

WHMIS requires standardized labels, safety data sheets, and worker education and training.

Criminal Code section 217.1 (from Bill C-45) imposes a legal duty on organizations to take reasonable steps to protect worker safety.

The duty to accommodate applies to the point of undue hardship, considering cost, health and safety, and operational impact.

A near miss is an unplanned event with no injury or damage that is tracked as a leading indicator of risk.

Turnover rate = separations divided by average headcount, multiplied by 100, reported for the period and split into voluntary and involuntary.

Absenteeism rate = days absent divided by scheduled workdays, multiplied by 100.

Human capital ROI = (revenue minus non-compensation operating expenses) divided by total compensation and benefits costs.

HR-to-employee ratio = HR full-time equivalents divided by total employees, often expressed per 100 employees.

Analytics maturity sequence: descriptive (what happened), diagnostic (why), predictive (what will happen), prescriptive (what to do).

Correlation does not establish causation; control groups and pre-post designs strengthen causal inference.

Break-even volume = fixed costs divided by contribution margin per unit, where contribution margin = price minus variable cost per unit.

Positive net present value supports an investment decision; payback period ignores the time value of money.

Operating budgets cover recurring expenses within a fiscal year; capital budgets cover long-lived assets.

Professional codes of ethics address competence, confidentiality, integrity, objectivity, and professional responsibility.

Confidentiality may be breached where there is risk of serious harm, a legal or regulatory requirement, or informed consent.

Conflicts of interest may be actual, potential, or perceived; all three require disclosure and a management plan.

Directors owe fiduciary duties of care, loyalty, and good faith and must act in the organization's best interest rather than their own.

PIPEDA's ten fair information principles include accountability, identifying purpose, consent, limiting collection, limiting use and retention, accuracy, safeguards, openness, individual access, and challenging compliance.

Utilitarian ethics judges actions by outcomes; deontological ethics judges by duties and rules; virtue ethics judges by character.

Whistleblower protections prohibit retaliation against employees who report wrongdoing in good faith.

HR professionals maintain competence through continuing professional development as a condition of certification.