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Board Nomination Information Package 2018 Board Election

October 6, 2017

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TABLE OF CONTENTS

Section

Page

Introduction 2

Nomination and Election Process and Timing 3

Elections Protocol 4

Individual Directors Job Description 9

Directors Code of Conduct 11

Important Information for Board Candidates in the 2018 Election 20

Official Nomination Form 21

Official Candidate Application Form 22

Declaration and Consent 29

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Dear Member: Thank you for your interest in becoming a Director of the Human Resources Professionals Association (HRPA). This package contains the Official Nomination and Candidate Application Forms, provides information about the nomination and election process and candidate eligibility criteria. To assist those who are interested in considering candidacy, the Board appoints a Board Nominating Committee each year. The Committee’s role is to guarantee a fair and transparent process, ensure members are fully informed, and consider the qualifications of candidates. This work is completed, in order to comply with the bylaws and recommend to members in the voting membership class the candidates who best fit the skill and competency needs of the Board as established from current capabilities and the Associations Strategic Plan. Individuals volunteering their time and expertise, provide an important service to HRPA, they are helping the regulatory Association further its mission of, setting the standards of learning, competence and conduct for members to enhance the standing of the human resources profession while protecting the public.

As a Board Director of HRPA you are serving the public by sharing your knowledge and insight of the HR Profession for the greater good of society.

If you have any questions about the enclosed information, you may speak with our Director of Board Relations at Ltagliacozzo@hrpa.ca or myself at ceo@hrpa.ca.

Yours truly, Gary Monk Interim CEO and Elections Officer

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NOMINATION PROCESS AND TIMING

STEP

NO. STEP DATE

1. The CEO or designate shall provide each Voting Member with notice of the election and shall notify each Member eligible to vote of the relevant dates and processes.

October 6, 2017

2. Application of each individual for election shall:

be in writing;

include a biographical statement of qualifications; and

include at least one reference, who must provide such reference information in the form prescribed by the Board.

The CEO shall forward all properly completed applications to the Board Nomination Committee.

November 24, 2017

3. The CEO will notify Nominees of their eligibility for election based on their application or their ineligibility for election based on their application.

December 01, 2017

4. Rejected Nominees re: item 3 may appeal to the appeal committee. December 08, 2017

5. Appeal committee shall render its decision re: item 4. December 15, 2017

6. Board Nomination Committee will:

notify Nominees of their status of acceptance based on reference checks; or

notify Nominees of rejection based on reference checks.

January 05, 2018

7. Any Nominee may request the withdrawal of his or her own name or any Candidate may request the removal of his or her own name from the ballot.

January 19, 2018

8. An individual who has been rejected re: item 6 may appeal to the appeal committee. January 12, 2018

9. The appeal committee shall render its decision on an appeal re: item 8.

If appeal is allowed, the Nominee shall be added to the list of Candidates; or

If appeal is not allowed, the rejected Nominee shall not be added to the list of Candidates.

January 19, 2018

10. Announcement of Candidate list by CEO January 29, 2018

11. Date Date of Mailing ballots or announcing Acclamation January 29, 2018

12. If required, election voting shall commence January 29, 2018

13. Election voting ends at 5:00 p.m. EDST. March 9, 2018

14. In years where there is a vote for a Chair elect, if a Member Director who is standing for election to this position is also standing in the Member Director election, the

Notification on October 6, 2017

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STEP

NO. STEP DATE

number of Member Directors to be elected will be one less than the number whose terms are completing.

Notification of this will be made in the call for Member Director Nominations and the announcement date of the Directors elected will be made on the latter of (a) three Days after the Board election process ends or (b), one Day after the Chair elect vote is taken.

Latter of:

a-January 29, 2018 or b-December 12, 2017

15. Announcement of new Member Directors by CEO. March 12, 2018

ELECTION PROTOCOL HRPA BOARD OF DIRECTORS ELECTION – 2018

The procedure for electing Member Directors to the Board of Directors (“Board”) is governed by the HRPA By-Laws (“By-Laws”) and the election procedures approved by the Board including the Election Protocol prescribed below. In the event of a conflict between the following text and the text of the By-Laws, the provisions of the By-Laws shall prevail.

1.0 GENERAL “Candidate” means a nominee who has been approved as a Candidate for election to the Board pursuant to section 5.0 of the By-Laws. “Chief Elections Officer” The CEO and Secretary of the Association, or designate, shall act as the Chief Elections Officer and implement the Nomination and Election process laid out in the By-Laws and the Election Protocol.

“Member” means an individual who is admitted as a Member of HRPA according to the criteria established in the By-Laws.

“Nominee” means a person who submitted a written application to be considered as a Candidate for election to the Board pursuant to Section 5 of the By-Laws.

“Time Limits” mean the dates of the steps in the election process as prescribed in Section 5 of the By-Laws.

“Status of Acceptance”. In accordance with the By-laws, the Nominating Committee will identify to the Voting Members, the slate of Candidates that the Committee recommends as Member Directors who best fit the skill and competency needs of the Board. Each candidate will be notified of their Status of Acceptance, in accordance with the prescribed time limits.

2.0 APPLICATION OF ELECTION PROTOCOL 2.1 Unless otherwise stated, the Election Protocol applies to Nominees and Candidates. 2.2 Election Protocol is in force from the filing deadline to submit Board of Directors Nomination Forms

(“Nomination Form”) to the announcement of the new Board of Directors.

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2.3 Any alleged impropriety or misconduct under the Election Protocol by Board Members will be referred to the

Governance and Nominating Committee for review and action, where appropriate. 3.0 NOMINATION PROCESS 3.1 Chief Elections Officer or designate will provide each voting Member with a notice of nomination and relevant

election dates and process included in the Time Limits 3.2 Every voting Member who wishes to stand for election to the Board must submit the properly completed

Nomination Form, the Candidate Application Form and the Good Character Attestation Form. 3.3 Candidate Applications Forms must include complete information on education, professional and governance

history, along with a biographical statement of no more than 300 words.

3.4 Statements indicating that a Member has or is currently providing professional services to HRPA, and/or includes the Member’s home telephone number, are not permissible and should not be contained in the biographical statement.

3.5 Members must sign a declaration that all information submitted is accurate and true. 3.6 Chief Elections Officer shall forward all properly completed Forms to the Board Nomination Committee.

Incomplete Forms will not be brought forward to the Board Nomination Committee.

3.7 During the deliberation process, nominees are considered for candidacy based on their skills and experience balanced with the skills and experience desired for Board service.

3.8 The procedures outlined below may be used to assist the Board Nominating Committee (BNC) in conducting a

fair and equitable evaluation, deliberation, and recommendation process for all nominated candidates:

Interviewing nominees to determine, based on the Minimum Qualifications of Directors as established in the By-laws, their eligibility as candidates

Conducting reference checks to ensure complete information on education, professional and previous board history

Conducting criminal background checks. Criminal convictions deemed to be relevant to the activities of the Board will disqualify Nominees for eligibility.

Reviewing and assessing applications against the results of the Board competency assessment matrix as provided to members through the call for nominations to the Board.

3.9 The Board Nominating Committee will notify Nominees of their acceptance or rejection 3.10 In accordance with the by-laws, the Board Nominating Committee will present to the Voting Members the full

list of Nominated Candidates and will identify those that the Committee recommends as best fit for Board needs.

3.11 The Board Nominating Committee will advise nominees of the status of their acceptance. 3.12 Rejected Nominees may appeal to Appeal Committee within Time Limits. 3.13 Any individual may withdraw their nomination or candidacy within the Time Limits prescribed in the By-Laws.

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3.14 Chief Election Officer will announce Candidates, and ballots for election of Member Directors will be sent out.

Campaign Period (‘Campaign Period”) begins for Time Limits. 3.15 HRPA will publish on its website, summary information about each candidate. This will assist our members in

making a selection of their preferred candidates. 4.0 AVAILABLE HRPA RESOURCES 4.1 During the Campaign Period, HRPA will distribute to all voting members campaign materials including

Candidates’ biographical statements. This information will be posted on the HRPA website for the duration of the campaign period.

4.2 Other than that outlined in 4.1, no other form of assistance will be provided to the Candidates by HRPA or its

Chapters. For example, use of letterhead, staff resources or services are not available to Candidates or Members on their behalf.

5.0 CODE OF CONDUCT 5.1 Candidates are free to campaign at their own expense in order to solicit and obtain support. 5.2 Campaigning may be done by whatever means the Candidate wishes to follow such as written correspondence,

telephone, fax, email or in person. 5.3 Any correspondence with Members by a Nominee or Candidate regarding the election shall indicate that

Member’s contact information was not provided by HRPA. 5.4 Nominees and Candidates shall not use HRPA letterhead on any written correspondence nor should they utilize

any HRPA facilities such as facsimiles, photocopiers, computers, etc. under any circumstances. 5.5 Candidates shall not solicit the support of any HRPA staff members during campaign period. (This includes staff

working with Chapters). 5.6 Candidates shall not solicit support from Chapter Boards for endorsement, or use Chapter email distribution

lists or social media outlets. Any member may recommend a candidate but nominees cannot solicit endorsement from a sitting Chapter Director on behalf of the Chapter as a whole.

5.7 All campaign-related comments, be it verbal or written, must be centered on issues—not personalities of

others. 5.8 Candidates who currently provide professional services directly to HRPA or whose firm currently provides

professional services directly to HRPA, the value of which services exceed $500 per annum, if successful in their bid for election, will automatically be deemed to be in conflict of interest and will be required to conduct themselves in accordance with the Code of Conduct for Directors.

5.9 Nominees must sign the HRPA Directors Code of Conduct. 6.0 ROLE OF BOARD MEMBERS, CHAPTER BOARD EXECUTIVES AND STAFF DURING CAMPAIGN PERIOD

6.1 Board Members, Chapter Boards and staff shall not, officially align themselves with, campaign on behalf of, or publicly endorse Candidates.

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6.2 Board Members and Chapter Board Members shall not use HRPA letterhead on any written correspondence

nor should they utilize any HRPA staff or facilities such as facsimiles, photocopiers, computers, etc. under any circumstances for any campaign related activities.

6.3 HRPA and Chapter Staff may not participate or vote in Board Elections at the Provincial or Chapter level. 6.4 If a Chapter determines that they will host a “meet the candidates” session, all candidates must be invited and

given equal opportunity to participate. 7.0 ROLE OF MEMBERS OF THE BOARD NOMINATION COMMITTEE 7.1 Members serving on the Board Nomination Committee may canvas potential Nominees to ensure that there

are at least as many Candidates as there are vacant positions for the annual election. 7.2 Members of the Board Nomination Committee shall not actively campaign on behalf of any Nominee or

Candidate. 7.3 Members of the Board Nominating Committee may not sign a Nomination Form. 8.0 MINIMUM QUALIFICATION OF DIRECTORS In order to be eligible to be elected as a Member Director, a person must:

(a) hold a CHRP, CHRL or CHRE designation;

(b) be a Member in good standing;

(c) not be the subject of any disciplinary proceedings by the Association;

(d) not have a finding of Professional Misconduct or Incompetence against the Member in the three years

preceding the date of the election;

(e) not have been prohibited from serving on the Board pursuant to Section 6 in the past seven years;

(f) reside or work in the Province of Ontario;

(g) have previous board and governance experience satisfactory to the governance and nominating

committee;

(h) have skills and experience commensurate with the needs of the Board and Association as determined by

the governance and nominating committee;

(i) be at least 18 years old;

(j) not have been found under the Substitute Decisions Act, 1992 or under the Mental Health Act to be

incapable of managing property;

(k) not have been found to be incapable by any court or regulator in Canada or elsewhere;

(l) not have the status of bankrupt;

(m) not have a conflict of interest to serve as a Member Director or has agreed to remove any such conflict of

interest before taking office; and

(n) meet all other criteria established by the Board, including, but not limited to, reference checks satisfactory

to the Board.

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INDIVIDUAL DIRECTOR’S JOB DESCRIPTION The primary role of the HRPA Board Directors is to help regulate the Human Resources Profession in the public interest. 1. The Director’s Job Description, Broadly Defined The duty of a Director of the Human Resources Professional Association (“HRPA”) is to contribute consistently and meaningfully to the effective performance of the Board of Directors (“Board”) of HRPA. In discharging his/her duties, a Director must:

a) act honestly and in good faith with a view to the best interests of HRPA; b) exercise the care, diligence and skill that a reasonably prudent person would exercise in comparable

circumstances; c) respect and adhere to Board confidentiality; d) demonstrate commitment to the Human Resources profession; e) adhere to the HRPA director code of conduct; and f) with the exception of the external directors, hold the CHRP, CHRL or CHRE designation.

2. Specific Duties of a Director

Without limiting the generality of the primary duty of a Director as described in Section 1 above, a Director shall:

a) Qualifications and Preparedness

1. prepare for meetings and read in advance all of the materials provided to Directors of the Board and

committees of the Board; 2. develop and maintain the ability to read and understand a set of financial statements that present a breadth

and level of complexity of accounting issues that are generally comparable to the breadth and complexity of the issues that can reasonably be expected to be raised by HRPA’s financial statements;

3. develop and maintain the ability to appreciate the financial implications of strategies, tactics and transactions proposed by management of HRPA;

4. develop and maintain a reasonable knowledge of those segments of the Human Resources professional community within which HRPA operates;

5. understand and respect the differences between the Board’s job and the job of management at HRPA; and 6. understand HRPA’s strategy. 7. Understand HRPA’s Act, Bylaws and Regulatory framework.

b) Values and Commitment

1. be demonstrably committed to the success of HRPA; 2. be demonstrably committed to the four Board approved values of HRPA: trust, dignity & respect, integrity

and embrace volunteerism; 3. be demonstrably committed to honesty and integrity in the conduct of HRPA’s affairs; and 4. accept accountability, jointly with the rest of the Board, for the performance of HRPA.

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c) Modus Operandi

Responsibilities

a) make available his/her knowledge and experience for the benefit of HRPA; b) consistently use his/her best efforts in discharging his/her duties as a Director of HRPA; c) consistently evaluate Board decisions and proposed actions in the context of the HRPA’s strategy; d) review and evaluate management’s recommendations and proposals to the Board in order to obtain

reasonable assurance that what is being proposed is plausible; e) demonstrate and encourage innovative thinking; f) Attend four to six Board Meetings scheduled per year, either face to face or by teleconference. g) In accordance with our By-Laws there are two Board and Chapter Presidents Meetings that Directors must

attend. h) Attend HRPA’s Annual Conference (typically a three day commitment – this is not a mandatory requirement). i) Each Director must also be a member of a Board Committee. Most Committees meet four to six times per

year and have considerable hands on work. j) understand and accept that the Board speaks with one voice and that no one individual member speaks for

the Board unless specifically designated to do so. Refer (i) all media/staff questions related to the Association, to the CEO; and (ii) all media/staff questions related to the profession, to the Chair of the Association;

k) help identify, recruit and mentor new board members; l) get to know other Board members and senior members of management; and m) participate in a self-evaluation of the Board and individual members.

Style

a) apply a collaborative approach to decision-making by the Board and Board committees; b) be economical with his/her words and the time of the Board and Board committees; c) encourage open and candid discussion of the real issues at meetings of the Board and Board committees; d) listen to and be respectful of the views of other Directors and members of management;

e) be prepared to express honest disagreement with the views of management and other Directors; f) question and probe all management and Board decisions in a positive and constructive manner; g) be willing to change his/her mind in appropriate circumstances; h) in appropriate circumstances, attempt to reconcile and integrate various points of view; i) generally only seek to “approve or reject” management recommendations and refrain from directing or

instructing Management to pursue alternative options or particular courses of action which Management has not specifically proposed;

j) direct any concerns about individual Board members first to the Chair of the Association and Board Chair for resolution and subsequently to the Chair of the Governance and Nominating Committee; and

k) direct any concerns about the Chair of the Association and Board Chair preferably first to the Chair of the Association for resolution or alternatively to the Chair of the Governance and Nominating Committee.

Board and Committee related expenses are covered by the Association as per HRPA’s Travel, Hotel and Accommodation Policy.

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HRPA CODE OF CONDUCT HRPA has adopted a number of codes-of-conduct which apply to different roles within HRPA. These Codes

are separate from the Rules of Professional Conduct which apply to all members of HRPA in the practice of

the profession.

These Codes of Conduct are parts of the By-laws of the Association.

Every Board Director, Committee Member, Officer, Adjudicative Committee Member and Volunteer of HRPA must

become familiar and agree to abide by the applicable code of conduct and attest to having done so in writing before

taking on any duties at HRPA and annually after that.

Code of Conduct for Board Directors, Committee Members, and Officers

This Code applies to all individuals who are fiduciaries of HRPA.

Code of Conduct for Members of Adjudicative Committees

This Code applies to all individuals who are members of one of HRPA’s adjudicative committees.

Code of Conduct for Volunteers

This Code of conduct applies to all individuals who act in a volunteer capacity including Chapter volunteers.

Although Board Directors and Committee Members are volunteers, because they are fiduciaries of HRPA they

are, in addition, subject to the Code of Conduct for Board Directors, Committee Members, and Officers.

CODE OF CONDUCT FOR BOARD DIRECTORS, COMMITTEE MEMBERS AND OFFICERS Preamble

This Code of Conduct applies to fiduciaries of the Association. A fiduciary is a person who holds a legal or ethical

relationship of trust with one or more other parties (person or group of persons). At HRPA, fiduciaries are Board

Directors, Committee Members, and Officers of the Association, and others identified by the Board as fiduciaries of

the Association. These individuals make important decisions on behalf of the members of the Association and bind

the Association. Although Board Directors, Committee Members, and Officers each have different roles to play, all

are called upon to act for and on behalf of the Association in a particular matter in circumstances which give rise to a

relationship of trust and confidence.

Fiduciaries act on behalf of the members but do not represent or serve the interests of the members. The Association

and its members are bound by the objects set out in the Registered Human Resources Professionals Act, 2013, (the

“Act”) which are to promote and protect the public interest. Fiduciaries of the Association inherit this duty to

promote and protect the public interest on behalf of the Association and its members.

The duties which follow from this relationship of trust and confidence are described below. In addition to fiduciary

duties, Board members and committee members are bound by certain rules of conduct which are necessary for the

effective functioning of the Board and committees.

1.0 Scope and application of the Code

1.1 The purpose of this Code is to record the minimum standards of conduct required of all individuals

who are in a fiduciary relationship vis-a-vis the Association.

1.2 For those fiduciaries who are volunteers, the HRPA Code of Conduct for Volunteers applies. For these

individuals, the present Code should be understood to be in addition to and not instead of the HRPA Code of

Conduct for Volunteers.

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1.3 For those fiduciaries who are employees (i.e., ‘fiduciary employees’), the HRPA Code of Conduct for

Employees applies. For these individuals, the present Code should be understood to be in addition to and not

instead of the HRPA Code of Conduct for Employees.

1.4 Nothing in this Code requires or permits a Board director, committee member, or officer to act in a way

that would be a breach of any duty owed by that Board director, committee member, or officer or that would

be unlawful.

1.5 Since no code or policy can anticipate every situation that may arise, this Code is intended to provide

guidance to Board directors, committee members, and officers for handling unforeseen situations that may

arise. Board directors, committee members, and officers are encouraged to bring questions about particular

situations to the attention of the Chair of HPRA’s Governance and Nominating Committee (“GNC”) and/or the

Chair of the Board of HRPA.

1.6 This Code does not apply to members of adjudicative committees as they are covered by their own

code of conduct—the HRPA Code of Conduct for Members of Adjudicative Committees .

2.0.0 Fiduciary duties

There are three ‘classic’ fiduciary duties (with some sub-duties) which apply to HRPA fiduciaries:

Duty of obedience

The duty to remain faithful and pursue the statutory objects of the Association

The duty to promote and protect the public interest

The duty to ensure that the Association satisfies all reporting and regulatory requirements

Duty of Care

The duty of skill or competence

The duty of diligence

Duty of loyalty

The duty of good faith

The non-delegation of accountabilities

The duty to avoid conflicts of interest (including the reasonable apprehension of a conflict of interest)

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2.1.1 Duty of Obedience

HRPA fiduciaries are not permitted to act in a way that is inconsistent with the central goals of the

organization. The duty of obedience is the duty to remain faithful to and pursue the goals of the organization.

The overarching duty is for HRPA fiduciaries to abide by the spirit and the letter of the Registered Human

Resources Professionals Act, 2013. In practice, the duty of obedience requires the decision maker to follow

the governing documents of the organization, all laws applicable to the organization, and ensure that the

organization seeks to satisfy all reporting and regulatory requirements. In short, the duty of obedience

requires that directors see that the corporation’s purposes are adhered to and that assets are not diverted to

non-authorized uses.

2.1.1 Duty to remain faithful and pursue the statutory objects of the Association

The duty of obedience requires Board director, committee member, or officers to be faithful to the HRPA

statutory objects. Every decision a Board director, committee member, or officer makes concerning the

allocation of resources should support and reinforce HRPA’s statutory objects. Activities that knowingly

depart from HRPA’s statutory objects may constitute a breach of trust.

Indeed, HRPA as a corporation has no powers outside the scope of its objects. Section 3 (3) of the Act, reads

“For the purpose of carrying out its objects, the Association has the capacity and the rights, powers and privileges of a

natural person. 2013, c. 6, s. 3 (3).” This is different than is the case for for-profit corporations. Whereas for-profit

corporations enjoy the capacity and the rights, powers and privileges of a natural person without limitation; for not-

for-profit corporations the capacity and the rights, powers and privileges of a natural person are limited to carrying

out its objects. The capacity and the rights, powers and privileges of a natural person do not refer to the exercise of

regulatory powers but to powers such as the power to own property, the power to enter into contracts. Outside of

the fulfillment of the objects, HRPA does not have the capacity and the rights, powers and privileges of a natural

person.

If directors allow the corporation to undertake activities that are outside the authority of the corporation’s

objects or not duly authorized by by-law (i.e., ultra vires activities), HRPA fiduciaries will become exposed to

personal liability for the consequences of those actions.

In regards to the phrase ‘in the best interests of the organization,’ it should be recognized that ultimately the

Association has no other interests but the fulfillment of its statutory objects.

2.1.2 Duty to promote and protect the public interest

The role and duty of the Board of Directors is to ensure that the Association is fulfilling its objects as set out in the

Act, hence the role and duty of the Board of Directors is to ensure that HRPA is meeting its public protection

mandate by ensuring that human resources professionals registered with and certified by HRPA are competent and

act in an ethical manner.

All those who are involved in the administration of the Act (i.e., Board Directors, committee members, and officers)

inherit the same obligation to act in the public interest.

2.1.3 Duty to ensure that the Association satisfies all reporting and regulatory requirements

HRPA has numerous reporting and regulatory requirements, some are not related to HRPA’s identity as a

statutory professional regulatory body but some do.

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As an employer… HRPA is subject to all applicable workplace and employment legislation, including but not

limited to the Employment Standards Act, 2000, the Ontario Occupational Safety Act, 1990.

As a corporation… HRPA must maintain all required corporate filings.

As a professional regulatory body governed by public act… HRPA is accountable to the Ministry of Training

Colleges and Universities, its monitor under the Ontario Labour Mobility Act, 2006, for compliance wit h the

Labour Mobility Code. HRPA is accountable to the courts, for the procedural fairness of its adjudicative and

administrative decisions which are subject to judicial review. HRPA is accountable to the Office of the

Fairness Commissioner (OFC) for the transparency, objectiveness, impartiality and fairness of its registration

and certification procedures, for filing annual Fair Registration Practices Reports and cooperating with OFC

requests. HRPA is accountable to the Ontario Human Rights Tribunal (OHRT) for non-discriminatory policies

and procedures.

2.2.0 Duty of Care

The duty of care has two components: the duty of skill or competence and the duty of diligence.

2.2.1 The duty of skill or competence

In carrying out their obligations, directors of not-for profit corporations must use an appropriate degree of skill.

The common law holds that what is known as a “subjective” standard applies to directors of not -for profit

corporations incorporated under the Canada Corporations Act or under provincial incorporation statutes, unless

those statutes set out a different standard. The subjective standard requires that directors exercise such

degree of skill and diligence as would amount to the reasonable care that an ordinary person might be expected

to take in the circumstances on his or her own behalf, but he or she need not exhibit in the performance of his

or her duties a greater degree of skill than may be expected from a person of his or her knowledge and

experience.

2.2.2 The duty of diligence

Directors have a duty of diligence in their management of the affairs of the corporation that requires, to the

greatest possible extent, regular meeting attendance and development of a sound knowledge of all aspects of

the corporation. As noted above, under the Canada Corporations Act there is no duty for directors to have a

particular skill level. HRPA fiduciaries are only required to act within their particular knowledge and skill level.

The duty of diligence refers to the obligation of directors to educate themselves about the corporation’s

mandate and all aspects of its operations. It is not enough to merely attend board of directors’ meetings. The

duty of diligence requires active and concerted effort on the part of directors to be knowledgeable and ready to

make informed decisions affecting the corporation.

While Board directors, committee members, or officers may rely upon the advice of professional consultants,

the duty of care standard requires a Board director, committee member, or officer to conduct a thought ful

and careful inquiry before reaching a decision.

2.3.0 Duty of Loyalty

The duty of loyalty is a standard of faithfulness; a board member must give undivided allegiance when making

decisions affecting the organization. This means that a board member can never use information obtained as

a member for personal gain, but must act in the best interests of the organization. There are three

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components of the duty of loyalty: the duty of good faith, the non-delegation of accountability, and avoiding

conflicts of interest.

2.3.1 Duty of Good Faith

As a fiduciary, a Board director, committee member, or officer must act honestly, in good faith in the best

interests of HRPA as a whole and for a proper corporate purpose.

Board directors, committee members, or officers must exercise the powers granted to them for the purpose for

which they were given, rather than any collateral purpose. For example, a Board director, committee member,

or officer must not directly or indirectly use their powers to protect their own pos ition or perpetuate their

own control or the position or control of a particular group of members.

A Board director, committee member, or officer must not make improper use of information acquired in their

role as a Board director, committee member, or officer to gain an advantage for himself or herself or someone

else or to cause detriment to HRPA.

A Board director, committee member, or officer must not take improper advantage of their position to gain an

advantage for himself or herself or someone else or to cause detriment to HRPA.

2.3.2 Non-delegation

A distinction commonly made is that between accountability and responsibility. In matters of governance,

accountability refers to answerability or liability, responsibility refers to being tasked with carry ing out a

certain task or duty.

If the law empowers a particular authority (e.g., the Board), the Board cannot sub -delegate this power to

another authority unless authorized to do so as set out in the enabling legislation.

From the Act, we have: “13. (1) The Board may delegate any of its powers or duties under this Act, except the

power to make by-laws, to one or more committees or the Registrar or any other officer of the Association,

subject to any restrictions or conditions that the Board may specify.”

Thus, the HRPA Board of Directors may delegate any of its powers or duties under this Act to one or more

committees or the Registrar or any other officer of the Association except for the making of By -laws.

Certain matter should be dealt with by by-law and thus should not be delegated by the Board. Delegation of

core responsibilities, such as giving an executive committee authority to bind the corporation, should be

contemplated in the bylaws. If such delegation is not addressed in the bylaws, or alternativ ely in an explicit

resolution of the full board setting out the terms of the delegation, actions or decisions taken by the body to

whom the delegation was made may be subject to challenge. Generally, the broader the delegation, the

stronger the argument to be made that it needs to be contemplated in the bylaws. The line between

governance and operational matters is often unclear. As a general rule, it is best to limit delegation of core

functions to board committees authorized by the bylaws. Other matters m ay be delegated by way of board

resolution.

Actions or decisions in regards to matters listed in Section 67 (2) of the Act should be dealt with by by-law if

they are to be addressed.

The fact that directors have delegated a particular task does not relieve them from responsibility, and they

should always supervise the carrying out of the task. Directors should remember that they are ultimately

accountable for the overall management of the Association.

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2.3.3 The duty to avoid conflicts of interest (including the reasonable apprehension of conflicts of interests)

A Board director, committee member, or officer must not place himself or herself in a position where there is

the possibility of (1) conflict between their personal or business interests, the interest of any associated

person, or their duties to any other company and the interest of HRPA or duties to HRPA, or (2) the reasonable

apprehension of such conflict of interest.

The conflict of interest may be real or merely perceived.

A reasonable apprehension of bias may be raised where an informed person, viewing the matter realistically

and practically and having thought the matter through, would think it more likely than not that the decision

maker would unconsciously or consciously decide the issue unfairly.

Once a possible conflict is known to a Board director, committee member, or officer he/she shall advise the Board

through the Chair of the Board or Chair of the GNC as soon as possible.

(a) Board director, committee member, or officer should not receive a personal benefit from any person

or firm that is seeking to do business or to retain business with HRPA.

(b) Board director, committee member, or officers and members of their families must not accept gifts

from persons or firms that deal with HRPA where any such gift has a value beyond what is a normal and

customary business courtesy.

(c) Board director, committee member, or officers must not use the assets, resources or information of

HRPA except in connection with HRPA business.

Any action with the possibility of conflict must cease until a determination has been made on the matter.

Actions where conflict arises: Apart from the obligation to notify the other Board director, committee

member, or officers of any material personal interest or other actual or potential conflicting interest, a Board

director, committee member, or officer shall recuse him or herself from any decision involving a firm or

company with which the Board director, committee member, or officer is affiliated. This includes abstaining

from voting on the matter and absenting him or herself from all deliberations relating to the matter. This

does not preclude the Board director, committee member, or officer being informed of the decision once it

has been taken.

In professional self-regulation regimes, there is an inherent potential conflict of interest between the interest

of the public and the interests of the profession, or the members of the profession, or certain subgroups of

members. The requirement and expectation is that members of the Board who are members of the

profession under regulation will set aside the interests of the profession, or the members of the profession,

or certain subgroups of members and make decisions in the interests of the public. Board members must be

particularly aware and sensitive to this conflict of interest and ensure that (1) their decisions are in the public

interest, and (2) perceived to be so.

2.3.4 Business judgment rule

The “business judgment rule” protects Board director, committee member, or officers from l iability for

business decisions that turn out poorly if it can be demonstrated that they acted in good faith, considered all of

the relevant facts, and delegated decision making only to qualified individuals.

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3.0 Conduct at Board and Committee Meetings*

With the intent of facilitating effective Board and committee meeting, the Board has adopted the following

rules.

*Note that this section applies to meetings and not adjudicative proceedings.

3.1 Decisions at Board and Committee Meetings

A Board director, committee member, or officer must bring an open and independent mind to Board and

Committee meetings, listen to the discussion on each issue raised, consider all of the viewpoints —both for

and against each motion and reach a decision that they believe, in good faith and on reasonable grounds, to be

in the best interests of HRPA.

3.2 Dialogue

An opportunity must be provided for a Board director, committee member, or officer to put his or her views

on issues before the Board or a Committee on which he or she sits. While Board director, committee member,

or officers must treat each other with courtesy and observe the other rules in this Code, Board directors,

committee members, or officers should be able to engage in constructive dialogue to reach decisions that are

in the best interest of HRPA.

3.3 Attendance

All elected Board directors, committee members, or officers must attend all meetings where attendance is

deemed mandatory as per the annual schedule. Should they miss a meeting, leave early or arrive late at three

consecutive meetings or miss more than one third of the total meetings, the Board may consider the removal

of the Board director, committee member, or officer from the Board or from a committee or from the

position of officer, as the case may be.

4.0 Board solidarity

Individual Board members have no authority, the authority is vested in the Board as a whole. The Board can have

only one voice. An incorporated association is in the eyes of the law a legal person - but only one legal person, which

means that it can only have one opinion at a time.

Board solidarity means that a decision taken in proper form by the board is a decision of all board members. Board

members cannot behave as if it hadn't happened, or criticize it to outsiders, or keep agitating outside the board for

their own proposition.

This can often be difficult, because boards can take decisions that individual Board members may not want to be

associated with, or decisions that go against the opinions, or even the interests, of other groups—some of which

groups can be among those electing members to the board. Board members should never distance themselves from

any decision of the Board.

A Board member who finds himself or herself in the position that he or she can't defend the actions of the Board at

all, this Board members should consider resigning from the Board.

A Board member may, of course, continue to press their views within the board if they feel there is a chance of

having the decision overturned, unless there are provisions in the standing orders to limit their rights in this area

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(some organizations forbid motions to revoke previous motions until a certain period of months or number of

meetings has elapsed).

5.0 Confidentiality

The Act states the following:

Duty of confidentiality

62. (1) Every person engaged in the administration of this Act and the by-laws shall preserve secrecy respecting information or material that comes to his or her knowledge or possession in the course of his or her duties under this Act, and shall not disclose any such information or material to any person except,

(a) to his or her counsel;

(b) with the consent of the person to whom the information or material relates;

(c) to the extent that the information or material is available to the public;

(d) as may be required in connection with the administration of this Act and the by-laws or with any proceeding under this Act; or

(e) as may otherwise be required by law. 2013, c. 6, s. 62 (1).

Offence and penalty

(2) Every person who contravenes subsection (1) is guilty of an offence and on conviction is liable to a fine of not more than $25,000. 2013, c. 6, s. 62 (2).

Confidential information (including the contents of Board or Committee documents received by a Board

director, committee member, or officer in the course of the exercise of the Board director, committee

member, or officer’s duties) remains the property of HRPA. Accordingly, a Board director, committee

member, or officer must not disclose such confidential information, the content of discus sions and any

decisions, resolutions, recommendations or directives made or given at Board or Committee meetings or any

confidential communications between HRPA and the Board director, committee member, or officers or

between some or all of the Board directors, committee members, or officers in relations to the affairs of HRPA,

or allow any of the foregoing to be disclosed, unless that disclosure:

(a) has first been duly authorized by the Chair; or

(b) is compelled by law in connection with proceedings before a court, commission of inquiry or other

public tribunal of competent jurisdiction or at the request of any regulatory or supervisory authority having

jurisdiction; or

(c) is made to such employees, agents or advisers of HRPA who have a legitimate interest in the subject of

the disclosure and on the basis that the information being disclosed is to remain confidential; or

(d) is of information that is in the public domain or has come into the public domain other than by reason

of a breach of the confidentiality requirements in this Code; or

(e) is made by the Board Chair but only where the Board Chair honestly and reasonably believes that such

disclosure would not constitute a breach of the Board Chair’s statutory duties as a Board director, committee

member, or officer.

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If a Board director, committee member or officer believes that disclosure of confidential information is or is

about to be required in one of the circumstances described in (b), or in any circumstances not referred to

above, the Board director, committee member or officer shall notify the Board Chair orally as soon as

reasonably possible and as much in advance of the impending disclosure as possible, of the circumstances

and scope of the disclosure and shall immediately confirm such oral notice in writing.

The above confidentiality restrictions are of fundamental importance. All Board directors, committee

members, or officers must feel free to discuss without inhibition their views on issues before the Board.

Likewise, executives must feel confident that commercially sensitive and potentially controversial issues

concerning the business and affairs of HRPA can be fully and frankly canvassed in the boardroom without risk of

later unauthorized release to the public domain.

5.1 Survival of duty of confidentiality

The duty of confidentiality shall survive tenure on the Board of any committee.

6.0 Courtesy

A Board director, committee member, or officer must not be discourteous toward fellow Board directors,

committee members, officers or staff or make personal attacks on a fellow Board director, committee

member, or officer or a member of staff, whether in Board, Committee or other meetings or in discussion

with others or in public statements.

7.0 No prejudicial actions or statements

A Board director, committee member, or officer must not engage in conduct, or make any public statement,

likely to prejudice the business of HRPA or likely to harm, defame or otherwise bring discredit upon or

denigrate HRPA or any of the Board directors, committee members, officers or employees of HRPA.

8.0 Complaints Handling Process and Sanctions

8.1 Breaches of the Code of Conduct

Breaches may be relatively minor and warrant only a caution or reprimand, or they may be serious, or

engaged in repeatedly, or as part of a course of conduct which is a serious threat to the interest of HRPA,

including where Board director, committee member, or officers are hampered in or prevented from

performing their duties.

8.2 Complaints

Any allegation that a Board director, committee member, or officer has breached this Code will be handled as

per the process set out in the By-laws for handling such complaints.

Signature required on p. 6

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IMPORTANT INFORMATION FOR BOARD CANDIDATES IN THE 2018 ELECTION

Positions Available In accordance with the Registered Human Resources Professional Act, 2013 and the Associations By-laws, this year, members will be electing to fill up to two positions, depending on the results of the Chair Elect Election*. The positions will be elected for a three-year term.

*In years where there is a vote for a Chair elect, if a Member Director who is standing for election to this position is also standing in the Member Director election, the number of Member Directors to be elected will be one less than the number whose terms are completing. See p 4 Item 14 for details.

Board Structure and Process The Board currently has three Board Committees. Our website at www.hrpa.ca provides more information on the role of each Committee.

Time Commitment Below is an estimate of the amount of time necessary to fulfill your role as a Director. Each director is expected to prepare for and attend Board meetings. Each Director must be a member of a Board Committee. Most Committees meet four to five times per year and have considerable work.

Item Minimum Estimated Time (not including travel)

Board meeting There are approximately five Board meetings per year. Board meetings can last between 3 and 5 hours per meeting. They take place during the day. The meetings are held either in person or by teleconference or videoconference.

Read Board package 2 - 4 hours per meeting

Committees Approximately five meetings per year that may last between 2 – 4 hours. (Most are held by teleconference).

Read Committee package 2 – 4 hours per meeting

Annual Meeting HRPA’s Annual Meeting is typically held in May and is scheduled around Board meetings.

Board planning sessions One every other year in the Spring

Annual Conference Typically a three day commitment in January or February. (This is not a mandatory commitment).

Training and development, community involvement

Directors are required to Attend and participate in Director Development sessions.

Development sessions are approximately two hours in length and held at least two times per year based on Board needs. They are typically scheduled around Board meetings.

Remuneration Directors do not receive remuneration to participate in HRPA’s Board.

Expenses Board and Committee related expenses are covered by the Association as per HRPA’s Travel, Hotel and Accommodation Policy.

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OFFICIAL NOMINATION FORM - BOARD OF DIRECTORS

2018 ELECTION

The undersigned voting member(s) of the Human Resources Professionals Association, hereby nominates: CANDIDATE

Full Name (please print or type):

Address:

City: Province: Postal Code:

Phone: Fax: Email:

Chapter:

NOMINATOR 1 (Current Board Directors are not eligible to Nominate Candidates)

Full Name (please print or type):

Address:

City: Province: Postal Code:

Phone: Fax: Email:

Signature: Member #: Chapter:

CANDIDATE’S CONSENT AND DECLARATION I (print name) , as a CHRP CHRL CHRE Member of HRPA, hereby declare that all information submitted as part of this nomination is accurate and true. I consent to my nomination to HRPA’s Board of Directors. I have read all attached material and agree to abide by the HRPA’s By-laws, Board of Directors Code of Conduct and Election Protocol. Signature: Member #: Chapter:

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OFFICIAL CANDIDATE APPLICATION FORM – BOARD OF DIRECTORS 2018 ELECTION

By completing this application, I confirm that I meet the minimum qualifications prescribed in the HRPA Bylaws.

In order to be eligible to be elected as a Member Director, a person must:

(a) hold a CHRP, CHRL or CHRE designation;

(b) be a Member in good standing;

(c) not be the subject of any disciplinary proceedings by the Association;

(d) not have a finding of Professional Misconduct or Incompetence against the Member in the three years

preceding the date of the election;

(e) not have been prohibited from serving on the Board pursuant to Section 6 in the past seven years;

(f) reside or work in the Province of Ontario;

(g) have previous board and governance experience satisfactory to the governance and nominating

committee;

(h) have skills and experience commensurate with the needs of the Board and Association as determined by

the governance and nominating committee;

(i) be at least 18 years old;

(j) not have been found under the Substitute Decisions Act, 1992 or under the Mental Health Act to be

incapable of managing property;

(k) not have been found to be incapable by any court or regulator in Canada or elsewhere;

(l) not have the status of bankrupt;

(m) not have a conflict of interest to serve as a Member Director or has agreed to remove any such conflict of

interest before taking office; and

(n) meet all other criteria established by the Board, including, but not limited to, reference checks satisfactory

to the Board.

PART 1 - Board and Work Experience

Previous Board Experience - Please list your present or prior board experience:

Name of Company/Agency/Organization Date from Date to Position on Board

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Work Experience - Please list your present and prior work experience:

Name of Company/Agency/Organization Date from Date to Position

PART 2 - Board Competencies

HRPA conducts an annual skills audit of its Board of Directors against specific competencies. Based on this assessment, in the candidate nomination process for the 2018 Board election, preference will be given to those Candidates whose specific skills and experiences best fit the existing skill sets on the Board of Directors in one or more variations or combinations of the following areas:

1. HR Research

Has worked in a research role in academia or in an organization designing, conducting and analyzing HR related surveys

Understands and makes judgments about a situation by breaking it apart into smaller pieces, or tracing the implications of a situation in a step-by-step manner

Identifies key relationships, diagnosing opportunities, organizing the parts of a problem or situation in a systematic way

2. Certification

Has had responsibility for design, introduction and administration of certification programs that validate professional capability

Understanding of the creation of valid and reliable designations and the models, frameworks that support them

3. Education

Has designed courses, taught, lectured, or presented educational postsecondary HR programs

Understands how they mesh with designations and support association members professional development needs

Utilizes an established network in relevant academic disciplines

4. Governance

Has worked on a variety of Boards and has trained skills in governance

Maximizes Board effectiveness through the development and maintenance of appropriate governance principles and practices

Able to clearly separate the roles and responsibilities of staff and Board and the distinction between strategy and operations

Obtains the information required to exercise their responsibilities and once informed, are prepared to act to ensure the organization’s objectives are met

Conducts strategic analysis, performance and measurement assessment, and evaluates performance, including financial, and communicates those results

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Strategically aligns the organization by mission reformulation and the creation of mutually beneficial alliances

Continues to seek feedback and understanding of perceptions, issues or concerns in very emotional or complex situations: “holds a balanced view”

5. Advocacy

Has worked in a role where advocacy has been an important part of the position

Is confident and has strong public speaking skills

Is knowledgeable of the issues both internally and externally, appears trustworthy and able to represent the associations plans and policies in any discussions

Is willing to put self in challenging situations or confront stakeholders with difficult issues and

"go out on a limb" when doing so is critical to the public interest

Knows both the formal and informal norms and procedures and works to change them in order to achieve long-term benefits for the profession and the public

6. Marketing

Has worked in a marketing capacity or held a senior HR role in a marketing firm, market research organization or ad agency

Has a broad network in and outside the profession for effective promotion of the Association’s plans,

direction and strategies Displays intellectual curiosity and takes the initiative to look beyond the immediate environment, recognizing subtle patterns and synthesizing an informed perspective on existing or emerging

member benefits / products / services

Based on the Nominating Committees assessment, preference will be given to those Candidates whose specific skills and experiences best complement the existing skill sets on the Board of Directors. The remaining list of Board competencies is listed below: (in no particular order) 7. Regulation

Has worked in an role requiring understanding of professional regulation

Understands the role of government in self-regulation processes and legislation

Has solid contacts within the government and other policy making, non-governmental organizations

Has developed and executed strategies for a professional regulatory body

Has a solid understanding of administrative law as it relates to professional regulation

8. Global HR

Has worked outside Canada in an HR function

A strong grasp of the global economy, international relations and how the two relate to each other

A demonstrated ability to function effectively in multi-national and / or international work and related contexts

Assimilates comfortably into different worlds / cultures

Knows how, and to some extent why, the HR function is practiced as it is in a variety of international contexts

Understands the nuances of leading global organizations and the impact of cultural differences on policy, programs and practices

Demonstrated ability to influence decisions beyond North America while still understanding the need to think globally but act locally in order to be successful.

Has as a minimum lead global teams in multiple countries

Has a strategic mindset and the proven ability to apply this across many competencies

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9. Risk Management

Has had formal responsibility for an organization’s Risk Management activities

Assesses the degree of risk in plans or actions and takes actions to control / counteract the risk or making contingency plans to limit the magnitude of risk

Takes calculated business risks and makes decisions when appropriate for the good of the Association

Has in-depth of knowledge in Risk Management Frameworks, lines of defense definitions, risk registers and other key components of risk management

10. Human Resources

Has run HR function in sizeable organization

Excels in formulating organizational goals, and develops strategic HR strategies and policies

Excels in training, leading and motivating people

Excels in selecting and recruiting the right individuals with the right skills

Develops and administers training and development programs that will improve the skills of professionals

Establishes clear and meaningful criteria or standards for effective performance and compensation management

Excels in developing career paths, and plans and administers effective career development

11. Legal

Familiar with and has functioned within the full range of employment legislation

Understands and applies relevant legislation and jurisprudence as it relates to business issues, in addition to Canadian human resources and / or labour law

Is comfortable with applying legal expertise in non-routine situations and demonstrates a personal motivation to expand and share their knowledge / expertise

12. Financial Literacy

Has held a senior financial role in an organization and/or an accounting designation

Fully comfortable with the financial statements (income, balance sheets, cash flows) of the association and the implications of their results for survival and future success

Takes a business owners perspective of the organization, i.e. sees the big picture

Anticipates the financial impact of trends on the organization and its customers

Devises multiple, linked actions which position the organization for ongoing growth, member satisfaction and financial viability

Sets future goals to meet financial and operational targets (i.e., membership, profit/loss, ROA, ROE, ROI, or growth).

Recognizes the need to disinvest in a situation, has insight and appreciation of member needs, priorities, goals, competitive advantage, and seeing that all controllable factors support

member service, profitability and growth objectives 13. Communications

Excels in effective and positive communications, particularly the ability to accurately listen, understand, and then respond appropriately when interacting with individuals and groups

Acts as ambassador by delivering positive messages about the association in all forums and discussions

Sets and manages high standards for including others and encourages open dialogue

14. Strategic Alliances

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Has developed sustainable and evolving strategic alliances and partnerships for mutual benefit

Has hands-on experience in mergers, acquisitions and/or significant strategic alliances

Creates new concepts, models and strategic alliances / partnerships that are not obvious to others prior to their creation

Generates and tests multiple concepts, hypotheses or possible explanations for potential constructs as they relate to long-term organizational and member professional performance

Has understanding of investment markets to ensure effective oversight of the association’s financial reserve

Candidates are asked to self-declare their level of proficiency in the previously listed competencies. Numerical identifiers for level of proficiency are described below:

PART 3 – References References – Please provide the names of at least two references.

0. Minimal or no experience

1. Some experience and knowledge

2. Significant experience and knowledge, some past

accountability

3. Formal qualification and/or past functional

accountability at an executive

Please list your level of proficiency with regards to the various competencies and provide background information and examples: (Interviews may be conducted if more information is required).

Competency Proficiency level 0 -3 Please provide examples of proficiency.

HR Research

Certification

Education

Governance

Advocacy

Marketing

Regulation

Global HR

Risk Management

Human Resources

Legal

Financial Literacy

Communications

Strategic Alliances

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Name: Relationship: Contact Information:

As per the Election Protocol:

- Board Nomination Committee will review Applications to confirm the accuracy of information and conduct reference, education and criminal checks.

- All Nominees must complete the Good Character Attestation. Any abnormalities or criminal convictions deemed to be relevant to the activities of the Board will disqualify Nominees for eligibility.

- Board Nomination Committee will notify Nominees of their acceptance or rejection based on confirmation of information.

PART 4 - BOARD CANDIDATE SUMMARY INFORMATION

HRPA will publish the table below with the Official Ballot. This will assist members in making a selection of their preferred candidates. (A Word file of this section must be sent to ceo@hrpa.ca within the prescribed deadlines.)

Name

(Please enter your name as you would like it displayed)

Please restrict the information within each box below to the maximum allowance indicated. Once the maximum has been reached the statements will be cut off.

Education/Professional Designation(s)

- - -

(max 50 words)

Professional experience/work history

- - -

(max 50 words)

Governance experience Participation on other Boards

- - -

(max 50 words)

Biography/Candidate Statement Please include your experience and accomplishments in the identified areas, as a candidate biography/statement:

(max 300 words)

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PART 5 – HRPA Good Character Attestation Form

1. Have you ever been found guilty of any offence under any statute for which a pardon has not been granted? Exclude speeding and parking tickets. (If you have been found guilty of an offence under the Young Offenders Act or the Youth Criminal Justice Act, please refer to the Good Character section of the HRPA’s website for further details.) (If you have indicated ‘yes’ to this question, please attach details to this form)

Yes No

2. Are you currently the subject of a proceeding for an offense? (If you have indicated ‘yes’ to this question, please attach details to this form)

Yes No

3. Have there been any civil judgments against you? If yes, attach a copy of the judgment to this application. (If you have indicated ‘yes’ to this question, please attach details to this form)

Yes No

4. Have you ever disobeyed any order of any court requiring you to do any act or to abstain from doing any act? (If you have indicated ‘yes’ to this question, please attach details to this form)

Yes No

5. Have you ever been the subject of disciplinary action by an employer? (If you have indicated ‘yes’ to this question, please attach details to this form)

Yes No

6. Have you ever been the subject of disciplinary, incompetence, incapacity or similar proceedings by any professional organization? If yes, please provide details and attach a letter or certificate of good standing from that organization to this application. (If you have indicated ‘yes’ to this question, please attach details to this form)

Yes No

7. Have you ever been denied registration, membership or a similar status by any professional body? Or has your registration, membership or a similar status in a professional body ever been terminated? Exclude any voluntary resignation unless, at the time, there was a complaint, investigation or proceeding against you or any outstanding obligations to the professional body. (If you have indicated ‘yes’ to this question, please attach details to this form)

Yes No

8. While attending a post-secondary educational institution were you ever found to have engaged in academic misconduct? (If you have indicated ‘yes’ to this question, please attach details to this form

Yes No

9. Have you ever been a respondent in a complaint or proceedings in relation to a Human Rights Code violation (e.g. sexual harassment, racial discrimination)? (If you have indicated ‘yes’ to this question, please attach details to this form)

Yes No

10. Have you ever been sanctioned or had a penalty imposed upon you by a court, an administrative tribunal or a regulatory body? (If you have indicated ‘yes’ to this question, please attach details to this form)

Yes No

11. Have you been involved in any other event that would provide reasonable grounds for the belief that you may lack the knowledge, skill or judgment to practice ethically and with integrity? (If you have indicated ‘yes’ to this question, please attach details to this form)

Yes No

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Notes: All information is strictly confidential.

The candidate acknowledges that HRPA may carry out whatever investigations may be reasonably required to verify the accuracy of the statements above.

In seeking this information HRPA complies with the Human Rights Code section 6. “Every person has a right to equal treatment with respect to membership in any trade union, trade or occupational association or self-governing profession without discrimination because of race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, sex, sexual orientation, age, marital status, family status, or disability. R.S.O. 1990, C.H. 19, s.6; 1999, C. 6, s. 28 (7); 2001, C. 32, s. 27 (1); 2005, C. 5, s. 32 (7).

PART 6 - CANDIDATE’S CONSENT AND DECLARATION

I hereby declare that all information submitted as part of this nomination is accurate and true. I consent to my nomination to the Board of Directors and consent to HRPA conducting the necessary background checks and that any omission to the process would disqualify my nomination. I have read all attached material, and understand the commitment required to fulfill the position and agree to abide by the Association’s Act, By-laws, Board of Directors Code of Conduct and Election Protocol. I understand that the Board Candidate Summary Information (PART 4) of this application will be made public as part of the Board Elections Process. Candidate signature: _________________________________________ Date: ____________________

Your Nomination Form must include the following Documents:

Signed and completed Official Nomination Form _____

Signed and properly completed Official Candidate

Application Form (Parts 1- 6) _____

Word file* of PART 4 sent to ceo@hrpa.ca _____

Please complete and return the forms no later than 5:00 p.m. on November 24, 2017. By Email* to: ceo@hrpa.ca (Preferred) or Mail* or fax* to:

HRPA Board Nomination Committee (Please mark as Private and Confidential) c/o the Interim Chief Executive Officer 150 Bloor St. W., Suite 200 Toronto, ON M5S 2X9

Fax: 647-288-4326

*A Word file of the section noted as Part 4 – Board Candidate Summary Information must be emailed to ceo@hrpa.ca no later than 5:00 p.m. November 24, 2017.

Please note: Individuals are responsible for ensuring their completed forms are received by HRPA. HRPA cannot be responsible for ensuring the completeness of, or quality of, submissions.