ORDRE

EQUIVALENCE

EXAM
PREPARATION
GUIDE
Spring 2019
Table of contents

1. Purpose of the exam.......................... p. 3

2. General information.......................... p. 3
2.1 Exam format............................................................. p. 3

2.2 Passing grade and marking system.............................. p. 3

2.3 Language................................................................. p. 4

2.4 Duration of the exam................................................. p. 4

2.5 Exam content........................................................... p. 4

2.6 Types of questions.................................................. p. 4,5

3. Suggestions to help you pass the exam...p.5

3.1 General considérations.......................................... p. 5, 6

3.2 Mistakes to avoid in a multiple-choice exam.................. p. 6

3.3 Strategies for answering questions.............................. p. 6

4. Exam preparation tools.......................p.6

4.1 Preparation platform.................................................. p. 6

4.2 Suggested references............................................ p. 7-10

4.3 Study aids - Knowledge tables.............................. p. 11 -17

4.4 Study plan...............................................................p. 18

 1. Purpose of the exam 2. General information
The equivalence exam is an evaluation tool that is part of the 2.1 | Exam format
Ordre’s admission process. It is intended to determine whether
your theoretical knowledge is equivalent to that of candidates The exam is comprised of 150 multiple-choice questions on
holding a bachelor’s degree with a specialization in human the seven areas of practice listed opposite. These questions are
resources or industrial relations. organized at random rather than by area of practice.

The Ordre’s equivalence exam thus measures your theoretical The questions are presented in an examination booklet and
knowledge of human resources management. It is not intended the answers must be entered on an answer sheet similar to that
to assess the quality of professional acts as they are implemented presented previously.
in practice. In other words, the exam evaluates your what you
know (knowledge) rather than your know-how (skills). To indicate your answer, you must fill in the corresponding box
with a lead pencil.

Note: The answer sheet is a standard answer sheet. Even though

it contains 180 boxes, only 150 questions are to be answered in
the Ordre equivalence exam.

2.2 | Passing grade and marking system

To determine the examination passing grade, the Ordre uses

the Angoff method, which is well-recognized for assessing skills
and knowledge. This method relies on the collaboration of a
committee of experts and professors involved in basic training
programs and takes into account the level of difficulty of the
questions.

The passing grade reflects the threshold established to

determine whether candidates have the knowledge required to
practice the profession; that is, knowledge equivalent to that of
holders of a bachelor’s degree with a specialization in human
The exam is therefore designed to ensure you possess the resources or industrial relations.
minimum level of theoretical knowledge required in each of the
following areas of practice of the profession of CHRP and CIRC:
N.B.
The negative marking system is not used for this exam,
• Strategic management of human resources which means that you will not lose marks for a wrong answer,
and the organization unlike for a question you leave unanswered. It’s therefore to your
• Staffing advantage to answer each question, even if you aren’t absolutely
• Labour relations certain your answer is the right one.

• Organizational learning, development and training

• Total compensation
• Organizational development
• Occupational health and safety and wellness

The appended tables present useful information that will

help you acquire the concepts the exam will assess, which
are required in the seven areas of practice as set out in the
Guide des compétences des CRHA et des CRIA (professional
capabilities guide).

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2.3 | Language 2.6 | Types of questions

You may take the exam in English or in French and must indicate To assess candidates’ theoretical knowledge, the exam is
your choice of language when you register. made up of three types of questions: knowledge questions,
comprehension questions and application questions.
Validation mechanisms have been put in place to ensure that
the English and French versions of the exam are completely The knowledge questions, which are memory-oriented,
consistent and free from translation bias. require you to remember words, facts, dates, agreements,
classifications, principles, theories, etc. A correct answer to this
2.4 | Duration of the exam type of question shows that you remember the information.

The exam lasts three hours, which allows an average of 1.2 The comprehension questions require you to transpose,
minutes per question or 1 minute per question and 30 minutes interpret and extrapolate based on a certain body of
for revision at the end of the exam. knowledge. A correct answer to this type of question shows
that you understand the theoretical material, i.e. that you have
2.5 | Exam content grasped its meaning.
The exam assesses candidates’ theoretical knowledge in each
The application questions require you to use theoretical
of the seven areas of practice of CHRPs and CIRCs as set out in
knowledge to solve a problem. A correct answer to this type
the professional capabilities guide (Guide des compétences des
of question shows that you are able to use this knowledge
CRHA et des CRIA). The following table indicates the percentage
appropriately to solve a given problem
of theoretical knowledge questions on each area of practice.
EXAMPLES OF KNOWLEDGE QUESTIONS
Weighting Area: Staffing
Area of practice
(%)
When is the right time to offer a candidate a job?
Strategic management of human resources
15 - 20 %
and the organization a) After the candidate has satisfied the various evaluation
Staffing 15 - 20 % requirements, including the medical exam.
b) After the candidate has satisfied the various evaluation
Labour relations 15 - 20 % requirements, but before the medical exam.
Organizational learning development c) Immediately after the candidate has successfully completed
10 - 15 % the selection interview.
and training
Total compensation 10 - 15 % d) Only after the candidate has passed the security check.

Organizational development 10 - 15 % Area: Organizational learning, development and training

Occupational health and safety and wellness 10 - 15 % What is the purpose of the Act to Promote Workforce Skills
Development and Recognition?
Total 100 %
a) To promote skills transfers between experienced staff and
The questions are prepared by experienced professors job seekers.
representing all Quebec universities who are assisted and b) To facilitate succession planning through the
advised by measurement and evaluation experts (test development of management skills.
evaluation). These experts evaluate the exam’s validity, reliability
and the general performance after each exam session. c) To improve the integration of tacit and explicit skills
through recognizing training outcomes.
d) To improve workforce qualifications and skills through
investment in training.

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2.6 | Types of questions (cont’d) Area: Strategic management of human resources
and the organization
EXAMPLES OF COMPREHENSION QUESTIONS
Area: Occupational health and safety and wellness A new generation of employees, Generation Y, has entered the
workforce. As a result, organizations often have to deal with
What special importance does the concept of “reasonable four generations of employees. Which statement represents
diligence” as understood by occupational health and safety the best way to promote the engagement of these four very
legislation have for employers? different generations?

a) It is a means of legal defence. a) Draft engagement measures specific to each generation.

b) It is an obstacle to employees seeking to exercise their right b) Set up a plan to unite all generations based
of refusal. on common values.
c) It has an impact on contributions. c) Create two groups, with traditional and baby-boomer
employees in one and Generations X and Y in another.
d) It enables the employer to deny an inspector access
Establish engagement measures for each group.
to the workplace.
d) Institute the same measures for all employees.
Area: Compensation

Stock options are the most common long-term incentive plan 3. Suggestions to help you pass the exam
offered to executives. Which of the following statements is false?
3.1 | General considerations
a) An executive who holds stock options becomes, by doing
Passing the exam depends on how well you’re prepared. Where
so, a shareholder of the organization.
should you start?
b) An executive who participates in a stock option plan may risk
a loss of earnings but not a real loss. 1. First begin by reading the study aids to make sure you fully
c) An executive may manipulate to his or her advantage the understand the material to be learned.
disclosure of information respecting a stock option plan. 2. Assess your level of theoretical knowledge in each area of
d) For an organization, a stock option plan may compensate practice according to your profile.
for a lack of liquidity to attract (and retain) a sought-after 3. Use the tools available to prepare for the exam. Allow
senior executive. yourself enough study time, but don’t start too early in case
you forget the concepts you’ve studied too long ago. You
EXAMPLES OF APPLICATION QUESTIONS should usually start to study about eight weeks before the
exam. The Study plan in the Appendix will help you structure
Area: Labour relations
your study time (4.2).
As a labour relations consultant, you are mandated to make
recommendations on how to inform the union that management Different profiles, different strategies!
wants to set up a joint committee to improve productivity, even
though you are aware that the board of directors isn’t fully • If you are a specialist in one area of practice, you very likely
convinced of the need to establish such a committee. What won’t have to spend as much time on it as on the others.
would you suggest?
• If you have extensive experience in all the profession’s areas
of practice, you might want to concentrate more on theory.
a) A clause respecting the productivity committee in the
collective agreement. • If you are a recent graduate of a business administration
program, a number of theoretical concepts are probably still
b) A letter of agreement respecting the productivity committee. fresh in your mind. However, if you have never taken a course in
c) A letter of intent respecting the productivity committee. some areas of practice, you should probably focus more
on them.
d) Simply informing the union of the employer’s wish to create a
productivity committee. • If you studied and acquired your professional experience
outside of Quebec, it would probably be useful to you to study
the Quebec legislation applicable to each area of practice.

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3.2 | Mistakes to avoid in a multiple-choice exam 4. Exam preparation tools
Below are a few mistakes to avoid in a multiple-choice exam.
4.1 | Preparation platform
• Don’t go over the exam looking for questions with key words The Ordre has just launched its new exam preparation platform
that will remind you of familiar elements so that you can online (in French only). The platform includes a variety of
answer these questions first. You’ll waste valuable time and learning tools to help you study and can be accessed via the
increase your chances of entering the answers in the wrong exam new candidates’ welcome page at portailrh.org/candidat
place on the answer sheet. under the tab ”Préparation à l’examen” (in French only).
• Don’t choose an answer simply because you remember
learning about the concepts it mentions. The statement as Remember that these tools are simply useful ways to help you
such may be true, but it may not necessarily be the right study. There is no guarantee that one particular method or tool
answer to the question being asked. will ensure you a passing grade.
• Don’t eliminate an answer simply because it seems too
obvious or easy. The platform offers the following tools:

• Don’t be intimidated by “scholarly” terms in the answer

1. Exam preparation guide
options.
2. Self-assessment questionnaire
• Don’t choose your answer based on the idea that there is
some form of answer pattern. For example, don’t eliminate 3. Definitions and glossary
option “c” just because you selected “c” for the three 4. Videos
preceding questions.
5. Reference works
• Don’t try to figure out whether the right answers follow some
6. Study aids
kind of pattern. No such pattern exists.
7. Study plan
8. Relevant links
3.3 | Strategies for answering questions
9. Helpful tips
Here are a few tips: 10. Exam info newsletters

• Read each question and answer option thoroughly from

Each of these tools has been designed to help you access the
beginning to end.
knowledge to be acquired. These different perspectives offer
• Try not to jump to conclusions about what the question means. you a variety of ways to prepare for the exam. Research has
• First answer the questions you’re sure you know the answer shown that multiple sources increase an exam’s pass rate, which
to and then go back to the harder questions. is why you should make sure you consult diverse sources such as
reference works, internet links, journals, etc.
• If you find the question hard, proceed by elimination. In
other words, eliminate the answers that are obviously wrong.
These tools are available on the online platform. Some, such as
• Underline the key words in the premise and in the answer a complete list of the suggested reference works that constitute
options. This can help you remember important details when the basis of your study, are also presented in this guide. It also
you choose the answer you think is right. includes (section 4.3) study aids focusing on the theoretical
• Pay attention to the words used to express an indisputable knowledge to be acquired. This general and specific knowledge
fact, such as “each,” “completely,” “all,” “always,” “never,” is broken down into areas of practice and related references.
“none,” “only,” etc. They indicate that the right answer must At the end of this section, you will find a study plan to help you
be a hard fact. organize the time you spend on each area of practice.

• Also pay attention to the words used to qualify the statement,

such as “often,” “generally,” “usually,” “seldom,” “possibly,”
“apparently,” etc.
• Take note of any negative words in the premise such as
“none,” “no,” “not,” “never,” etc. Remember that the right
answer has to be a hard fact and that the other options could
be true statements without being the right answer.

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4.2 | Suggested references

These references are not exhaustive. The English-language

books do not cover all the specific knowledge that is examined Recruitment and Selection in Canada
in the training equivalence exam. These books address the
field of human resources management from a perspective 7th Edition
that focuses on Canada in general. However, since the Victor M. Catano, Willi H. Wiesner
training equivalence exam will examine your knowledge of and Rick D. Hackett
human resources management in Quebec, it is important
that you complete your preparation by consulting French-
language preparation tools as well. A list of French-language
works is provided at the end of this section. It is candidates’ Chapter 1 An Introduction to Recruitment and Selection
Chapter 2 Foundations of Recruitment and Selection I: Reliability and Validity
responsibility to consult the resources they need. Chapter 3 Foundations of Recruitment and Selection II: Legal Issues
Chapter 4 Job Analysis and Competency Models
Chapter 5 Job Performance
Chapter 6 Recruitment: The First Step in the Selection Process
Human Resources Chapter 7 Selection I: Applicant Screening
Management in Canada Chapter 8 Selection II: Testing and Other Assessments
Chapter 9 Selection III: Interviewing
Chapter 10 Decision Making
13th Canadian Edition Plus
Gary Dessler, Nita Chhinzer
and Nina Cole

Industrial Relations in Canada

Part 1 Human Resources Management in Perspective
Part 2 Meeting Human Resources Requirements 3rd Edition
Part 3 Developing Effective Human Resources Robert Hebdon and Travor C. Brown
Part 4 Total Rewards
Part 5 Building Effective Employee-Employer Relationships
Part 6 Global Issues in Human Resources Management

Part 1 Introduction
Part 2 Labour History
Part 3 Economic, Social and Political Environments
Part 4 The Legal Environment
Managing Human Resources
Part 5 The Union Perspective
Part 6 The Management Perspective
8th Edition Part 7 Negotiations
Monica Belcourt, Parbudyal Singh, Part 8 Collective Agreement Administration
Part 9 Conflict Resolution, Grievances, and Strikes
George Bohlander and Scott Snell Part 10 Third Party Dispute Resolution Procedures
Part 11 Impacts of Unionization
Part 12 Public-Sector Issues

Part 1 Human Resources Management in Perspective

Part 2 Meeting Human Resources Requirements
Part 3 Developing Effectiveness in Human Resources
Part 4 Implementing Compensation and Security
Part 5 Enhancing Employee-Management Relations
Part 6 Expanding Human Resources Management

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4.2 | Suggested references (cont’d) The following are two basic French-language references:

La gestion des ressources humaines

Management of Occupational – Tendances, enjeux
Health and Safety et pratiques actuelles

7th Edition 5e édition

Kevin Kelloway Tania Saba, Simon L. Dolan

Section 1 Les préalables à la gestion des ressources humaines

Chapter 1 Introduction Section 2 Les activités de dotation
Chapter 2 Legislative Framework Section 3 Le développement des ressources humaines
Chapter 3 Workers’ Compensation Section 4 La rémunération et la reconnaissance de la performance
Chapter 4 Hazard Recognition, Risk Assessment, and Control Section 5 Les aspects juridiques de la gestion des ressources humaines
Chapter 5 Physical Agents Section 6 Les défis contemporains
Chapter 6 Biological and Chemical Agents
Chapter 7 Psychosocial Hazards
Chapter 8 Workplace Violence, Aggression, and Harassment
Chapter 9 Training
Chapter 10 Motivation and Safety Management Systems
Chapter 11 Emergency Planning Relever les défis de la gestion
Chapter 12 Incident Investigation
Chapter 13 Disability Management and Return to Work des ressources humaines
Chapter 14 Workplace Wellness: Work-Family and Health Promotion Programs
5e édition
Sylvie St-Onge, Sylvie Guerrero,
Victor Haines et Jean-Pierre Brun
Strategic Compensation in Canada

6th Edition
Chapitre 1 Miser sur la gestion des ressources humaines
Richard J. Long and Parbudyal Singh Chapitre 2 Planifier les ressources humaines
Chapitre 3 Gérer l’organisation du travail
Chapitre 4 Assurer le recrutement, la sélection et l’accueil
Chapitre 5 Assurer la formation et le développement des compétences
Chapitre 6 Gérer la performance
Chapitre 7 Gérer les carrières
Chapitre 8 Gérer la rémunération
Chapter 1 A Road Map to Effective Compensation Chapitre 9 Gérer les relations du travail
Chapter 2 A Strategic Framework for Compensation Chapitre 10 Promouvoir la santé, la sécurité et le mieux-être au travail
Chapter 3 A Behavioral Framework for Compensation Chapitre 11 Gérer la diversité
Chapter 4 Components of Compensation Strategy Chapitre 12 Évaluer la gestion des ressources humaines
Chapter 5 Performance Pay Choices
Chapter 6 Formulating the Reward and Compensation Strategy
Chapter 7 Evaluating Jobs: The Job Evaluation Process
Chapter 8 Evaluating Jobs: The Point Method of Job Evaluation
Chapter 9 Evaluating the Market
Chapter 10 Evaluating Individuals
Chapter 11 Designing Performance Pay Plans
Chapter 12 Designing Indirect Pay Plans
Chapter 13 Activating and Maintaining an Effective Compensation System

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4.2 | Suggested references (cont’d)

We have also identified a number of specialized works that could

help you improve your theoretical knowledge in some areas of Introduction
practice. Again, remember that the list of works suggested is for aux relations industrielles*
information purposes only and cannot be considered exhaustive.
2e édition
Sous la direction de Jean Boivin
Gestion de la rémunération
– Théorie et pratique

3e édition
Chapitre 1 La place et le rôle des employeurs
Sylvie St-Onge et Roland Thériault dans un système de relations industrielles
Chapitre 2 La place et le rôle des syndicats
dans un système de relations industrielles
Chapitre 3 La place et le rôle de l’État dans un système
de relations industrielles
Chapitre 1 La gestion de la rémunération : importance et modèle
Chapitre 4 Les politiques publiques de l’emploi
Chapitre 2 La rémunération globale : enjeux et stratégie
Chapitre 5 Les normes minimales du travail : bilan et éléments de prospective
Chapitre 3 L’implantation des programmes de rémunération globale
Chapitre 6 La santé et la sécurité au travail
Chapitre 4 La gestion des enquêtes de rémunération
Chapitre 7 La discrimination au travail
Chapitre 5 L’analyse et l’évaluation des emplois et la Loi sur l’équité salariale
Chapitre 8 Les défis contemporains de la gestion des ressources humaines
Chapitre 6 La gestion des structures salariales
Chapitre 9 L’encadrement juridique général des rapports collectifs
Chapitre 7 La gestion des programmes de reconnaissance
de travail : le Code du travail
Chapitre 8 La rémunération et la gestion des performances individuelles
Chapitre 10 Le processus de négociation collective
Chapitre 9 La rémunération de la performance collective
Chapitre 11 La convention collective
Chapitre 10 La gestion des avantages sociaux et des régimes de retraite
Chapitre 11 Les différentes catégories de personnel et les contextes particuliers
en gestion de la rémunération * This book is no longer in production and has been replaced
by ‘’Fondements des Relations Industrielles.’’

Gestion de la santé
et de la sécurité au travail Fondements
des Relations Industrielles
2012
Sous la direction d’Elena Laroche Sous la direction de Pier-Luc Bilodeau
et Martine D’Amours

Chapitre 1 La problématique et les notions de base

Chapitre 2 La structure opérationnelle du régime québécois de prévention Chapitre 1 Les repères généraux
et d’indemnisation pour les organisations de compétence Chapitre 2 Les théories en relations industrielles
québécoise et canadienne Chapitre 3 L’action collective des employeurs
Chapitre 3 Le régime québécois de prévention applicable aux organisations Chapitre 4 L’action collective des travailleurs et l’évolution du syndicalisme
de compétence québécoise et canadienne Chapitre 5 L’État et la régulation des relations industrielles
Chapitre 4 Le Règlement sur la santé et la sécurité du travail Chapitre 6 Les politiques publiques de l’emploi (PPE)
Chapitre 5 Le régime québécois d’indemnisation des lésions professionnelles Chapitre 7 Les normes minimales du travail : bilan et éléments de prospective
applicable aux organisations de compétence québécoise Chapitre 8 L’interdiction de discrimination en milieu de travail
et canadienne et les lois proactives du Québec
Chapitre 6 Le système de gestion de la santé et de la sécurité du travail Chapitre 9 Le régime québécois de santé et de sécurité du travail
Chapitre 7 Le programme de prévention : une activité structurelle au centre et sa mise en œuvre
du système de gestion de la santé et de la sécurité du travail Chapitre 10 L’encadrement juridique général des rapports collectifs du travail :
Chapitre 8 Les interventions structurelles destinées à identifier le Code du travail
et à évaluer les risques Chapitre 11 Les fondements, la théorie et les pratiques de gestion
Chapitre 9 Les interventions structurelles destinées à éliminer des ressources humaines (GRH)
et à contrôler les risques Chapitre 12 L’organisation de la prévention en santé et sécurité du travail (SST)
Chapitre 10 Les interventions intégratives, relationnelles Chapitre 13 La négociation collective
et liées au développement d’une culture de prévention Chapitre 14 La convention collective
Chapitre 11 La gestion de dossiers de lésions professionnelles et les indemnités
Chapitre 12 La réadaptation et le retour au travail
Chapitre 13 Le cumul des recours, les examens de santé
et les tests de dépistage
Chapitre 14 La gestion de la tarification

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4.2 | Suggested references (cont’d)

La convention collective au Québec Recrutement

et sélection du personnel
3e édition
Sous la direction de Patrice Jalette, 2e édition
Mélanie Laroche et Gilles Trudeau Anne Bourhis

Chapitre 1 Aspects généraux de la convention collective Partie 1 Les enjeux de la dotation

Chapitre 2 Cadre juridique de la convention collective Partie 2 La préparation de la dotation
Chapitre 3 Administration de la convention collective Partie 3 Le recrutement
Chapitre 4 Durée et renouvellement des conventions collectives Partie 4 La sélection
Chapitre 5 Droits de direction Partie 5 L’embauche et l’intégration en emploi
Chapitre 6 Vie et sécurité syndicales
Chapitre 7 Règlement et arbitrage des griefs
Chapitre 8 Mesures disciplinaires
Chapitre 9 Ancienneté
Chapitre 10 Gestion et protection de l’emploi
Chapitre 11 Organisation de la production et du travail
Chapitre 12 Formation continue de la main-d’œuvre
Chapitre 13 Heures de travail Comportement organisationnel
Chapitre 14 Évaluation des emplois
Chapitre 15 Salaires 2e édition
Chapitre 16 Avantages sociaux
Chapitre 17 Conciliation travail-vie personnelle Steven L. McShane, Sandra L. Steen
Chapitre 18 Santé et sécurité du travail et Charles Benabou
Chapitre 19 Évolution de la convention collective au Québec :
Bilan et tendances

Chapitre 1 Introduction au comportement organisationnel

Chapitre 2 Les comportements humains et les organisations
dans un environnement complexe
Chapitre 3 La personnalité, les valeurs, l’éthique et les attitudes
Chapitre 4 La perception et l’apprentissage dans les organisations
La négociation collective au Québec
Chapitre 5 Les émotions, le stress et la santé mentale au travail
Chapitre 6 La motivation au travail : les fondements
3e édition Chapitre 7 La motivation par les rétributions et l’organisation du travail
Sous la direction Chapitre 8 La dynamique des groupes
Chapitre 9 La prise de décision et la créativité
de Jean-Guy Bergeron Chapitre 10 La communication dans les organisations
Chapitre 11 Le pouvoir, l’influence et la politique dans les organisations
Chapitre 12 Le conflit, la collaboration et la négociation au travail
Chapitre 13 Le leadership
Chapitre 14 La structure et la conception des organisations
Chapitre 1 Théorie et modèle de la négociation collective Chapitre 15 La culture organisationnelle
Chapitre 2 Structure de négociation Chapitre 16 Le changement et la transformation des organisations
Chapitre 3 Préparation à la négociation collective
Chapitre 4 Processus de la négociation collective
Chapitre 5 Analyse des coûts de la convention collective
et de la masse salariale
Chapitre 6 Le règlement des conflits de négociation
Chapitre 7 Négociation collective dans le secteur public au Québec

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4.3 | Study aids – Knowledge tables

The study aids are in the form of knowledge tables applicable to each of the seven areas of practice. General and specific knowledge
covers key concepts, principles and theories to be memorized, understood and applied in problem situations.

STRATEGIC MANAGEMENT OF HUMAN RESOURCES AND THE ORGANIZATION

Knowledge Specific knowledge Suggested references

Typology
Organizational strategy Determining factors and challenges
Strategic plan and its implementation
Human Resources
Legal framework Legislation Management in Canada
Project management Basic concepts 13th Canadian Edition Plus
Basic principles Gary Dessler, Nita Chhinzer
Human resources strategy Added value of HR and Nina Cole
Types of strategies
Managing Human Resources
Basic concepts
8th Edition
Selection criteria and selection steps Monica Belcourt, George
Human resources Bohlander and Scott Snell
Implementation
information systems
Confidentiality management
Legislation, articles, websites
Software evaluation
Strategic management HR dashboard and indicators
evaluation Methods and techniques

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4.3 | Study aids – Knowledge tables (cont’d)

STAFFING

Knowledge Specific knowledge Suggested references

Evaluation of the recruitment

Staffing evaluation process and related indicators
and selection process Human Resources
Management in Canada
Legal provisions and concepts related to the protection of
individual rights 13th Canadian Edition Plus
Legislative, regulative and Gary Dessler, Nita Chhinzer
normative framework Staffing and collective agreements and Nina Cole

Employment contracts Managing Human Resources

Changes to the nature of the jobs or the workforce profile 8th Edition
Monica Belcourt, George
Staffing challenges Potential bias Bohlander and Scott Snell
Attraction strategies
Recruitment and Selection
Human resources planning, job analysis and skills profile: in Canada
concepts and methods 7th Edition
Human resources planning
Workforce movement Victor M. Catano, Willi H.
Wiesner, Rick D. Hackett
Typical staffing process Recruitment steps and their respective concepts
Legislation, regulation,
Communication throughout articles, websites
Importance, recipients and techniques
the staffing process

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4.3 | Study aids – Knowledge tables (cont’d)

LABOUR RELATIONS

Knowledge Specific knowledge Suggested references

Disciplinary and administrative management

Grievances
Labour relations process Conflict and dispute resolution mechanisms
Evaluating the different positions of the interested parties in
order to determine areas of convergence and divergence
Values: respect, trust, etc.
Labour relations, underlying
Good-faith negotiations
principles
Ethics of negotiations
Organizational policies Major labour relations policies
Managing Human Resources
Legislative and regulatory Laws and regulations
8th Edition
framework Public policies Monica Belcourt, George
The State: employer, legislator and regulator Bohlander and Scott Snell
Union organizations and their players
Industrial Relations in Canada
Employers’ organizations and their players
3rd Edition
Public sector organizations
Institutions and players Robert Hebdon
Private sector organizations and Travor C. Brown
Courts and their players
Mediation and dispute resolution organizations and their Legislation, regulation,
players articles, websites

Content and interpretation

Collective agreement
Challenges
Dimension juridique d’une négociation
Legal framework
Negotiation mandate and related strategies
Collective bargaining
Negotiation preparation and related tools
Bargaining power analysis
Cost evaluation

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4.3 | Study aids – Knowledge tables (cont’d)

ORGANIZATIONAL LEARNING, DEVELOPMENT AND TRAINING

Knowledge Specific knowledge Suggested references

Knowledge and Concepts

competence Types of knowledge: know, know-how, know-why
Legal framework Legislation
Concepts and definitions
Culture of learning
Methods and strategies
organization
Impact and benefits Human Resources
Globalization Management in Canada
Training issues
Principles of andragogy 13th Canadian Edition Plus
Steps Gary Dessler, Nita Chhinzer
Skills development and Nina Cole
Key players
Assessment of needs: tools and methodology Managing Human Resources
Training needs
Performance management principles 8th Edition
Methods and techniques Monica Belcourt, George
Training program Considerations Bohlander and Scott Snell

Success factors Legislation, articles, websites

Concepts
Transfer of learning Success factors
Methods and strategies
Criteria and indicators
Training management
evaluation Outils et méthodes

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4.3 | Study aids – Knowledge tables (cont’d)

TOTAL COMPENSATION

Knowledge Specific knowledge Suggested references

Theories
Compensation, underlying
Justice
principles
Ethics
Impact and consequences of compensation
Potential bias relating to compensation
Role of compensation
Importance of compensation
Compensation goals Managing Human Resources
Legal framework Legislation 8th Edition
Monica Belcourt, George
Salary and salary increases
Bohlander and Scott Snell
Compensation components Performance-based regimes
Employee benefits Strategic Compensation
Job evaluation process in Canada
Compensation survey 6th Edition
Richard J. Long
Salary determination Pay structure determination and Parbudyal Singh
Pay grade placement
Pay equity exercise Legislation, articles, websites
Deciding factors
Effects of the strategy
Compensation strategies
Executive compensation
Compensation in a unionized context
Compensation management
Indicators and methods
evaluation

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4.3 | Study aids – Knowledge tables (cont’d)

ORGANIZATIONAL DEVELOPMENT

Knowledge Specific knowledge Suggested references

Organizational development Definitions

principles Concepts
Legal framework Legislation
Organizational evaluation Steps
(audit) Tools and methods of analysis
Types of organizational Types
culture Transmission of culture
Human Resources
Types and components Management in Canada
Organizational structure
Selection criteria 13th Canadian Edition Plus
Models Gary Dessler, Nita Chhinzer
Work processes and Nina Cole
New forms of work organization
Impact
Managing Human Resources
Tools and performance evaluation criteria
Team management 8th Edition
Conflict management (behaviour) Monica Belcourt, George
Diversity management Bohlander and Scott Snell
Definitions and importance
Individual performance Legislation, articles, websites
Steps
management
Methods and techniques
Definitions and types
Organizational commitment
Means of action
(engagement or motivation)
Change management
Types
Communication concepts
Strategies

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4.3 | Study aids – Knowledge tables (cont’d)

OCCUPATIONAL HEALTH AND SAFETY AND WELLNESS

Knowledge Specific knowledge Suggested references

Legislative and regulative framework

Occupational health and Historical background
safety system The CSST
Relationships between internal and external players
Concepts and types
Prevention in the workplace Prevention programs
Hazard recognition and correction
Concepts and types
Compensation plan regimes: rates and financing
Compensation
Compensation case and appeal management
Management of Occupational
Return-to-work management Health and Safety
Integrated occupational Health and safety organizational structure 7th Edition
health and safety Health and safety organizational culture E. Kevin Kelloway, Lori Francis,
management system Major players, their respective roles and relationships Bernadette Gatien
Concepts and definitions
Legislation, regulation,
Main hazards Workplace hazards standards, articles, websites
Non-workplace hazards
Concepts and definitions
Health, safety and wellness
Standards and policies
promotion
Initiatives
Protective factors
Positive health determinants
Best practices
Crisis and emergencies Crisis and emergency management
Evaluation of occupational Methods
health, safety and wellness
management Performance indicators

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 4. Study plan
Below is an example of a study plan that could be used starting eight weeks before the exam to help you structure your study time.

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Week 8 Week 7 Week 6 Week 5 Week 4 Week 3 Week 2 Week 1

PERSONALIZED STUDY PLAN Number of hours of study

Weighting
Area of practice Priority Hours of study in each area of practice
(%)

Strategic
management
of human 15 - 20 %
resources and the
organization

Staffing 15 - 20 %

Labour relations 15 - 20 %

Organizational
learning,
10 - 15 %
development and
training

Total compensation 10 - 15 %

Organizational
10 - 15 %
development

Occupational health
and safety and 10 - 15 %
wellness

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For any questions or comments, contact the Ordre des conseillers
en ressources humaines agréés at:

1200 McGill College Avenue, Suite 1400

Montreal, Quebec H3B 4G7

Tel. : 514 879-1636 or 1 800 214-1609, ext. 222

examen@ordrecrha.org

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