Free Practice Questions for HRPA CHRP-KE Exam

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 Strategy and Organizational Effectiveness competencies stress that successful change requires visible, aligned leadership behaviours. A critical (and often hidden) failure point is the “say–do gap”—leaders publicly endorse change but do not model the new behaviours, undercutting credibility and reinforcing the status quo. While issues in processes (A), understanding (B), or consultant authority (C) are important, misaligned leader behaviour most powerfully derails adoption because culture follows leadership example.

Relevant Framework Reference (HRPA): Strategy and Organizational Effectiveness—change leadership, alignment of leadership behaviour with desired culture, and reinforcement mechanisms (HRPA Professional Competency Framework; HRPA Study Guide—change management and leadership alignment).

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.

Within the HRPA Human Resources Competency Framework (Functional Domain: Reporting and Financial Management), HR professionals must understand how integrated systems support business operations across departments.

An Enterprise Resource Planning (ERP) system is a comprehensive, organization-wide platform that integrates core business processes—including finance, logistics, production, accounting, and human resources—into a single centralized system.

Extract:

“ERP systems integrate HR with finance, production, logistics, and accounting, providing enterprise-wide data management and decision support.”

(HRPA Competency Framework – Reporting and Financial Management, CHRP Level, Knowledge Area: HR Information Systems and Data Integration)

Option Analysis:

A: HRIS focuses only on HR data.

B: Correct — ERP integrates multiple business functions.

C: Cloud computing refers to data storage and delivery, not system scope.

D: Enterprise portals provide access to data but not integration across functions.

Therefore, B. Enterprise resource planning system is correct.

Verified Reference Summary:

HRPA Human Resources Competency Framework – Reporting and Financial Management

CHRP Knowledge Exam Blueprint – HR Technology and ERP Systems

HRPA Exam Preparation Guide – Integrated Business and HR Systems

HRPA’s analytics guidance distinguishes foundational considerations (data architecture, systems integration, data quality, governance, storage, privacy/security) from downstream activities (analysis, reporting, and roles). Asking “What are the infrastructure implications?” targets the foundational layer—platforms, integrations (HRIS, ATS, payroll), data pipelines, and controls that underpin any analytics initiative. Questions about reporting (A), problem framing (B), and analytical responsibility (C) are essential, but they sit above the technical foundation that enables reliable, scalable analytics.

Relevant HRPA references (no external links): HRPA Study Guide – HR Metrics, Analytics, and Technology: data governance and infrastructure; HRPA Competency Framework – Reporting & Financial Management: establish data systems and controls for analytics.

According to the HRPA Human Resources Competency Framework (Functional Domain: Learning and Development), HR audits in the area of training and development are designed to evaluate the overall effectiveness, efficiency, and strategic impact of learning programs.

The key focus during the audit process is determining whether training investments produce measurable organizational value—specifically through return on investment (ROI) and performance outcomes.

Extract:

“HR professionals assess training effectiveness by evaluating learning outcomes, behavioral application, and organizational impact, including the return on investment of development initiatives.”

(HRPA Competency Framework – Learning and Development, CHRP Level, Key Competency: Evaluate Learning and Development Programs)

Option Analysis:

A (ROI assessment): Correct — directly reflects audit-level evaluation focused on organizational impact.

B: Measures learning outcomes, not organizational results.

C: Engagement is a delivery metric, not an audit focus.

D: Satisfaction feedback measures participant perception, not strategic value.

Therefore, A. Assessing the return on investment of training initiatives is the correct answer.

Verified Reference Summary:

HRPA Human Resources Competency Framework – Learning and Development

CHRP Knowledge Exam Blueprint – Training Evaluation and ROI

HRPA Exam Preparation Guide – HR Audits in Learning and Development

The HRPA Study Guide (Organizational Effectiveness content) distinguishes common team structures:

Project teams deliver a defined output over a scheduled timeline.

Cross-functional teams combine diverse functions for ongoing coordination or projects.

Process improvement teams (e.g., quality circles/Kaizen) focus on continuous, incremental improvements.

Task forces are temporary, ad hoc teams formed to address urgent, high-priority problems requiring rapid diagnosis and resolution, disbanding once the issue is resolved.

Given the need to immediately solve a major problem, the appropriate structure is a task force.

References to HRPA frameworks and guidance documents or Study Guide (no external links):

HRPA Competency Framework – Learning and Development: needs assessment; evaluation of learning and transfer; aligning learning with organizational goals.

HRPA Study Guide – Training Needs Assessment (organizational, task, person analysis); Training Evaluation (behaviour/transfer and results); OHS Training Cycle (begin with needs analysis); Organizational Effectiveness (team types, including task forces).

HRPA’s health and safety/return-to-work guidance describes gradual work exposure (graded/gradual return to work) as a structured accommodation in which an injured or ill employee is provided temporary light or modified duties and progressively increased hours or demands until the worker can meet the full pre-injury job requirements.

Light-duty work (C) is typically static modified work without the planned, step-up progression to full duties.

Work trials (A) test suitability/ability, not necessarily a graduated build to full demands.

Support and sheltered work (D) refers to specially supported roles that may remain permanently modified.

References (HRPA Framework/Study Guide):

HRPA Professional Competency Framework – Health, Wellness, and Safe Workplace (accommodation and return-to-work planning).

HRPA Study Guide – Disability Management/Return-to-Work (modified duties and graduated return-to-work plans).

The essay method is a narrative appraisal technique in which the rater writes a free-form statement describing an employee’s characteristics, behaviours, strengths, weaknesses, and development needs. HRPA’s performance management content distinguishes narrative methods (e.g., essays) from structured techniques such as behavioural checklists (predefined items checked off), behaviour observation scales (systematic observation and rating of defined behaviours), and forced-choice formats (rater selects from keyed statement sets). The hallmark of the essay method is that the evaluator composes a written narrative, rather than completing predetermined scales or checklists.

Relevant HRPA references (no external links): HRPA Study Guide – Performance Management/Appraisal Methods (narrative/essay, checklist, BARS/BOS, and forced-choice distinctions); HRPA Competency Framework – Total Rewards: Performance management processes and tools.

HRPA guidance on succession and replacement planning warns that including photos on replacement charts can expose the organization to discrimination claims because visual information may reveal protected characteristics (e.g., age, race, sex), potentially influencing decisions or creating the appearance of bias.

Readiness assessments (B), rank orders (C), and performance ratings (D) are acceptable when based on job-related, validated criteria and consistently documented; they support defensible decision-making.

Relevant HRPA references (no external links):

HRPA Study Guide – Succession Planning and Replacement Charts: documentation practices and human rights compliance.

HRPA Competency Framework – Workforce Planning & Talent Management: apply fair, objective, and legally compliant assessment information.