Free HRPA CHRP-KE Practice Exam with Questions & Answers

HRPA positions the HR (or human capital) scorecard as a strategy-aligned measurement system that links HR deliverables and workforce capabilities to organizational strategy and performance outcomes. While turnover counts (A) and training evaluations (D) can be components, the distinguishing purpose of the HR scorecard is strategic alignment—translating strategy into HR metrics and demonstrating HR’s impact on business results. Profitability by business unit (B) is a finance/controllership analysis rather than the HR scorecard’s core function.

Relevant HRPA references (no external links):

HRPA Study Guide – HR Metrics, Analytics, and the HR Scorecard: aligning HR measures with strategy and outcomes.

HRPA Competency Framework – Reporting & Financial Management: using metrics to demonstrate HR’s contribution to organizational performance.

HRPA identifies work scheduling stressors—including hours, shift patterns, and work–family conflict—as a core category of psychosocial hazards. Difficulties balancing work time demands with family responsibilities are classic scheduling-related stressors, distinct from role ambiguity/conflict (A), task autonomy and workload design (C), or concerns about job continuity and career prospects (D).

References (HRPA): Professional Competency Framework—Health, Wellness, and Safe Workplace (psychosocial hazard identification); HRPA Study Guide—categories of workplace stressors and interventions (work–family conflict within scheduling stressors).

The Total Rewards competencies in the HRPA Professional Competency Framework emphasize effective communication to ensure employees understand and value their rewards. Best practice is to use a multi-channel approach—e.g., digital platforms, manager toolkits, town halls, intranet/HRIS, email, print, and on-demand resources—so messages are reinforced and accessible to diverse employee groups. Relying on a single channel (print only, social only, or HRIS only) limits reach and comprehension. Using multiple media maximizes exposure, frequency, and clarity and supports informed employee decisions about benefits.

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

According to the HRPA Human Resources Competency Framework (Functional Domain: Strategy) and the CHRP Knowledge Exam Blueprint, strategic HR professionals must demonstrate the ability to analyze and interpret external and internal trends to inform organizational strategy and decision-making.

While all options contribute to environmental scanning, the most critical strategic activity is projecting the possible impact of identified trends on the organization’s operations, workforce, and goals.

Key framework guidance:

Environmental Scanning

Involves systematically monitoring external factors such as economic conditions, labour markets, demographics, and legislation.

Strategic Application

Extract:

“HR professionals assess and project the potential impact of external and internal trends on organizational strategy, ensuring proactive alignment of human capital priorities.”

(HRPA Competency Framework – Strategy, CHRP Level, Key Competency: Analyze and Apply Environmental Trends)

Supporting Actions

Creating methods to collect data (Option B), evaluating credibility (Option C), and identifying signals of change (Option D) are foundational analytical steps, but projecting organizational impact (Option A) demonstrates strategic-level competency, which aligns with the CHRP-level expectations.

Therefore, A. Projecting the possible impact of trends on the organization is the most important action as it moves from analysis to strategic application — the hallmark of HR strategic capability per HRPA.

Verified Reference Summary (HRPA Frameworks and Study Materials):

HRPA Human Resources Competency Framework – Functional Domain: Strategy

CHRP Knowledge Exam Blueprint (HRPA, Ontario)

HRPA Exam Preparation Guide – Strategic HR Planning and Environmental Analysis

HRPA Professional Competency Descriptions – CHRP Level, Strategy Domain

Within the Total Rewards domain, the HRPA competency model and study guidance emphasize that a total rewards statement is a communication tool that reinforces the organization’s reward philosophy (e.g., fairness, internal equity, and external competitiveness) and helps employees understand the value proposition of pay and benefits. HR’s role includes aligning messaging to the compensation philosophy, market positioning, and internal equity principles, and ensuring employees can see how rewards are fair, equitable, and competitive relative to the market and internal peers.

While a breakdown of components (percentages) or references to budget approaches can be supplemental, the key message that must be consistently communicated is the fairness, equity, and competitiveness of rewards, which directly supports engagement, retention, and legal/ethical expectations in compensation governance.

References (HRPA Framework/Study Guide):

HRPA Professional Competency Framework – Total Rewards (communication of compensation philosophy; internal equity and external competitiveness).

HRPA Study Guide – Total Rewards (purpose and content of total rewards statements; alignment to pay philosophy and market position).

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

Within the Learning and Development competency area, the HRPA framework emphasizes collaborative learning structures that enable employees to share expertise, reflect on practice, and co-create solutions tied to real work. Communities of practice are formalized peer groups that meet regularly around a shared domain, facilitating knowledge exchange, problem-solving, and continuous improvement across functions or roles. While knowledge management (A) refers to systems and processes for capturing and organizing knowledge, and informal/workplace learning (B/C) describe broader learning that occurs through daily work, communities of practice (D) specifically denote ongoing, structured peer forums designed to surface insights and generate new approaches to challenges.

Relevant HRPA references: Learning and Development—design and support of collaborative learning methods; knowledge sharing mechanisms; facilitation of peer learning groups aligned to organizational goals.

The HRPA Professional Competency Framework places strategic alignment at the core of HR practice. Within the Learning and Development and Strategy domains, HR is expected to ensure that learning initiatives are aligned with organizational strategy and contribute to business outcomes (e.g., competencies on aligning HR programs with organizational goals; integrating learning plans with strategic plans). This means the first and primary filter for proposing training is whether it supports the organization’s strategic direction and capability needs.

While cost-effectiveness (B), engagement (C), and speed of skill acquisition (D) are important secondary design criteria, they follow — not precede — alignment to strategy. A program that is inexpensive, enjoyable, or fast, but not strategically aligned, does not meet HRPA’s expectations for value creation through L&D.

References (HRPA):

Professional Competency Framework: Strategy and Learning & Development domains (competencies on aligning programs with organizational strategy; building capability to deliver strategy).

HRPA Study Guide: Learning & Development planning and evaluation; strategic alignment of L&D to business goals.

In the Total Rewards domain, competency-based pay requires a clear definition of competencies and behavioural descriptors at progressive proficiency levels (e.g., basic to advanced). These descriptors make competencies observable and measurable, enabling valid assessment and linkage to pay. While analyzing skills (C) is part of building the competency model, the pay structure hinges on behavioural indicators that support consistent evaluation. Skill certifications (A) are more typical of skill-based pay systems and are not universally required for competency pay. Seniority (D) is inconsistent with competency-based design, which ties pay to demonstrated capability rather than tenure.

Relevant Framework Reference (HRPA): Total Rewards—job and competency frameworks; establishing observable behavioural indicators; linking competency assessments to pay structures (HRPA Professional Competency Framework; HRPA Study Guide—competency vs. skill-based pay).