Are you a candidate for the Senior Path to the CPHR designation?

08
Sep 2022
490
A path going through a forest lined with trees and grass.
Photo Credit: 
Johannes Plenio

Author : Debbi Ross

Are you a candidate for the Senior Path to the CPHR designation?

If you have a degree or masters in any subject, have worked for more than ten years in a professional HR role and can provide evidence that you have at least five years of experience at a senior HR level role, you may be a good candidate for the Senior Path Evaluation (SPEVA). 

The Senior Path allows individuals who did not complete an HR program at a post-secondary institution, yet have extensive HR career experience to apply for, and potentially receive the CPHR designation.  We recognize that some HR professionals achieve the knowledge and skills required to practice competently and ethically through extensive work experience. The Senior Path gives credit for many years of HR experience and expertise and does not require the applicant to write an exam.

The Senior Path allows for either Generalists or Specialists to qualify for the CPHR designation, as long as you have strategic level work experience, have had a large impact on your organization, are at a high level of decision-making authority and can demonstrate competence as required under the CPHR Canada Competency Framework.

Review Requirements for the Senior Path Experience Validation Assessment here

Tips for Successful Senior Path EVA Applications

If you feel you qualify for the Senior Path, submit a Senior Path Questionnaire through your member profile. Once approved for the Senior Path, you will then need to complete your Senior Path EVA Application.

In the SPEVA application, you will be asked to demonstrate how you meet the competencies as outlined. The most important thing to remember when writing examples for these competencies, is that the reviewer is assessing how your answer provides proof of your ability to apply experience, knowledge and skill, at a high standard, in each of the competency areas.

The reviewer needs to confirm that you not only understand HR principles, theory, and best practice, but that you have real-world workplace experience in applying that knowledge. 

The reviewer is also looking  to determine your level of independence, autonomy and decision-making authority as you cite your examples and describe your experiences.

Writing Good Examples for Competencies

When offering examples for each competency, we strongly recommend using a template referred to as STAR.

STAR examples describe the Situation , the Timeframe , the Actions YOU took, (or decisions you made) and  the Results

Before you start writing, make sure that the example you are using is the best demonstration of the functional dimension or enabling competency being discussed. writing.  Ask a colleague for input if needed. 

Answer the following questions to help you build your STAR example.

Situation:

  1. What was your role?
  2. what was at stake?
  3. what factors were at play?
  4. what types of decisions were required?
  5. How much responsibility, autonomy and decision-making authority did you have?
  6. Who else was involved?

Timeframe:

  1. When did this happen? 
  2. How long did it take?  
  3. What time pressures were you under? 
  4. Was time a factor that influenced your actions?

Actions:

  1. What actions did you take to address the situation?
  2. What risks did you think about? 
  3. How did you assess risk?  
  4. What information did you have, need, or seek? 
  5. What analysis did you undertake?
  6. What advice did you seek? 
  7. What decision did you make, and why? 
  8. Where did your authority start and end?

Results:

  1. What happened? 
  2. What was the outcome for HR, managers, employees, or your company?
  3. Did you look back and analyze your actions? 
  4. What did you learn?

In all examples, it is critical to explicitly describe your independence, autonomy and decision-making authority.   

Reviewers need to know what types of decisions you would routinely make, and where your authority starts and ends. Be sure to include the impact of your decision-making. Please note if you were required to consult with your manager, if you were an advisor to a decision maker or if you made the decision yourself.   Avoid using the word “we” and use “I” sentences to describe your actions and contributions. This is very helpful for the reviewer to make their determination of whether you meet this important requirement. 

Closing Notes

An EVA application under the Senior Path is a big undertaking and you should expect it to take considerable time to draft, review, revise, update and submit your application.  It is not necessary to provide examples in all functional dimensions. Instead, spend time submitting examples in your strongest areas while ensuring you meet the minimum number required.   

Applications are reviewed by three independent reviewers.  They all take their task of reviewing and assessing your application very seriously and spend many hours comparing your answers to the standards required. Take time to carefully consider your examples and follow the STAR method for each example making it easier to review and approve your application. We also recommend that you proofread your application for grammar, spelling and other mistakes prior to submission.  We want everyone to be as successful as possible. Best of luck!

 


 

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

 


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



By Marina Perkovic July 15, 2025
Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential. 
By Marina Perkovic July 10, 2025
The countdown to the CPHR Alberta 2025 Conference has officially begun!
By Marina Perkovic July 9, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
MORE NEWS