HRPA CHRP-KE Dumps

Within compensation governance, decentralization delegates decision-making authority to separate units or business lines (e.g., pay decisions within corporate parameters). This contrasts with centralization (D), where decisions reside with a corporate function; outsourcing (A), which transfers activities to an external provider but not to internal units; and re-engineering (C), which redesigns processes rather than shifting decision authority. HRPA emphasizes aligning the level of centralization/decentralization with organizational strategy, risk tolerance, and the need for consistency vs. local responsiveness.

Relevant HRPA references (no external links): HRPA Study Guide – Compensation Strategy and Governance: centralization vs. decentralization; HRPA Competency Framework – Total Rewards: design and governance of reward programs.

The HRPA Professional Competency Framework places maintaining and strengthening employee engagement at the centre of HR’s role in change. Within the Organizational Effectiveness / Change Management competencies, HR is expected to plan and execute people-focused activities (communication, involvement, feedback loops, leadership alignment, and support mechanisms) that sustain commitment and engagement during transitions. Engagement is treated as a leading indicator that predicts downstream outcomes such as retention and performance.

Why not A, C, or D? Reduced turnover and improved financial performance are important but are lagging outcomes influenced by multiple external factors; they are not the primary or most immediate people outcome of an HR change workplan. “Reduced workload for HR” is not an organizational change objective.

References (HRPA):

Professional Competency Framework — Organizational Effectiveness (Change Management): HR plans and implements strategies that sustain employee commitment and engagement during change.

HRPA Study Guide — Change Management: engagement as a leading measure and critical outcome of HR-led change activities.

The HRPA Human Resources Competency Framework (Functional Domain: Health, Wellness, and Safe Workplace) emphasizes proactive management of occupational stress through primary, secondary, and tertiary interventions:

Primary: Eliminate or reduce sources of stress.

Secondary: Improve individuals’ ability to manage stress (e.g., coping strategies, resilience training).

Tertiary: Support recovery (e.g., counselling, EAPs).

Extract:

“HR professionals implement preventive and developmental approaches such as coping skills training and resilience development to strengthen employees’ ability to manage stress.”

(HRPA Competency Framework – Health, Wellness, and Safe Workplace, CHRP Level, Key Competency: Promote Employee Health and Well-Being)

Therefore, D. Teaching the employee coping strategies represents a primary intervention under HRPA’s stress management framework.

Verified Reference Summary:

HRPA Human Resources Competency Framework – Functional Domain: Health, Wellness, and Safe Workplace

CHRP Knowledge Exam Blueprint – Occupational Health and Stress Management

HRPA Exam Preparation Guide – Health and Wellness Initiatives