CHRP-KE Exam Dumps - CHRP Knowledge Exam

The HRPA competency area for Health, Wellness, and Safe Workplace expects HR to implement recognized standards and practices that support psychological health. The National Standard for Psychological Health and Safety in the Workplace (CSA Z1003 / MHCC) is a voluntary framework that offers policies, procedures, and implementation tools to systematically identify, assess, and control psychosocial hazards and to promote a psychologically healthy and safe workplace.

It goes beyond simple awareness (A) by providing structured implementation guidance.

It does not mandate EFAPs (B) nor create legislative obligations (D); rather, it guides organizations to build comprehensive psychological H&S programs consistent with due diligence and continuous improvement.

Relevant Framework Reference (HRPA):

Professional Competency Framework: competencies on implementing health and safety programs, including psychological health and safety practices.

HRPA Study Guide: overview of the National Standard (voluntary nature; framework, tools, and guidance for organizational implementation).

The HRPA Professional Competency Framework expects HR to track and interpret workforce metrics (including turnover) for operational impact. High, unplanned turnover creates immediate capacity gaps—vacant roles, onboarding lags, and rework—that directly and immediately reduce output, service levels, and cycle times, i.e., decreased productivity.

While reduced morale (A), disrupted team dynamics (B), and loss of institutional knowledge (C) are real and often significant consequences, they typically materialize and compound over time. The first and most immediate operational impact HR should flag and mitigate in workforce planning is the drop in productivity stemming from coverage gaps and decreased efficiency.

References (HRPA):

Professional Competency Framework: Workforce Planning and Talent Management (analyzing turnover and capacity; mitigating operational risk from staffing gaps).

HRPA Study Guide: Turnover metrics, vacancy impacts, and productivity implications in workforce planning.

In the HRPA Human Resources Competency Framework (Functional Domain: Organizational Effectiveness), job performance is often analyzed using three categories:

Task performance – Job-specific duties and responsibilities.

Citizenship behaviour – Voluntary, positive employee actions.

Counterproductive work behaviour (CWB) – Intentional actions that harm the organization or its members.

CWBs are divided into four sub-categories:

Production deviance – Wasting resources, intentionally working slowly.

Property deviance – Theft, sabotage, misuse of company assets.

Political deviance – Gossip, favoritism, undermining coworkers.

Personal aggression – Harassment, abuse, or violence toward others.

Among these, production deviance and property deviance both directly disadvantage the organization by lowering productivity or damaging assets.

Extract:

“Counterproductive behaviours targeting the organization, such as property or production deviance, represent deliberate acts that undermine organizational performance.”

(HRPA Competency Framework – Organizational Effectiveness, CHRP Level, Knowledge Area: Job Performance and Employee Behaviour)

Therefore, B. Production deviance and property deviance is correct.

Verified Reference Summary:

HRPA Human Resources Competency Framework – Organizational Effectiveness

CHRP Knowledge Exam Blueprint – Job Performance and Counterproductive Behaviour

HRPA Exam Preparation Guide – Employee Performance and Behaviour

The HRPA Professional Competency Framework defines human capital as the aggregate knowledge, skills, abilities, and other attributes possessed by individuals that can be deployed to create organizational value. In the HR context, the competencies and capabilities of HR professionals themselves constitute human capital when applied to improve outcomes (e.g., talent, culture, performance). “Value creation” (A) describes the outcome, not the underlying stock of capabilities; “sustainability” (C) is a broader organizational objective; and “mentorship” (D) is a development method, not the asset itself.

Relevant Framework Reference (HRPA): Professional Practice—role of HR as a strategic asset; definitions of human capital and its contribution to organizational performance.

The HRPA Code of Ethics and Rules of Professional Conduct sets out core values guiding HR practice. In promoting inclusion and creating opportunities so that everyone can participate and succeed, the HR professional is acting under the value of Equity and Fairness, which calls for impartial treatment, removal of systemic barriers, and decisions that advance inclusive access to opportunities, development, and advancement.

Respect emphasizes dignity, civility, and privacy in interactions.

Trustworthiness emphasizes honesty, candour, and integrity.

Professionalism refers to competence, due care, and adherence to professional standards.While all apply, ensuring inclusion through equitable access most directly aligns with Equity and Fairness.

References (HRPA):

HRPA Code of Ethics and Rules of Professional Conduct — Values: Equity and Fairness (commitment to impartiality and inclusive opportunity).

HRPA Study Guide — Professional Practice and Ethics: applying equity principles to inclusive workplace practices.

Within the Total Rewards domain of the HRPA Professional Competency Framework, compensation benchmarking is grounded in selecting a relevant comparator market—organizations of similar industry, size, and geography with which the employer primarily competes for talent. For an average-performing organization with no unusual attraction/retention pressures, best practice is to benchmark against primary competing organizations to establish fair, market-competitive rates and maintain internal and external equity. Surveying top performers (B) is typically used when the strategy is to lead the market; low performers (A) or vague “potential competitors” (C) do not provide an appropriately matched market sample for standard market pricing.

The HRPA Rules of Professional Conduct and Professional Practice Competency Domain require HR professionals to maintain integrity, objectivity, and avoidance of conflicts of interest in all professional dealings.

Accepting or failing to disclose a gift or incentive from a vendor could compromise impartiality and violate ethical standards. The proper action is to decline the offer while continuing the procurement process transparently.

Extract:

“Members shall avoid situations involving a conflict of interest and shall not accept benefits that could reasonably be seen to influence their professional judgment.”

(HRPA Rules of Professional Conduct – Section 3.6: Conflict of Interest and Professional Integrity)

Therefore, A. Decline the offer but let the vendor remain in the procurement process is the ethical and compliant course of action.

Verified Reference Summary:

HRPA Rules of Professional Conduct – Section 3.6 (Conflict of Interest)

HRPA Human Resources Competency Framework – Professional Practice

CHRP Knowledge Exam Blueprint – Ethics and Professional Conduct

The HRPA Learning and Development taxonomy distinguishes formal learning (planned objectives, structured content, defined roles, and assessment) from informal learning (spontaneous, self-directed, social). Structured on-the-job programs (e.g., planned rotations, apprenticeships, or SOP-based training with coaching and evaluation) meet formal criteria. Ad hoc problem-solving, internet searching, and casual peer assistance (A, B, D) are informal.

References (HRPA): Professional Competency Framework—Learning and Development (design and delivery of formal learning, on-the-job training structures); HRPA Study Guide—formal vs. informal learning definitions and examples.