Memorize and practice these CRA Exam Questions before you go to attempt real exam.

If you are looking for RACC CRA test prep of actual questions to pass the Certified Research Administrator Exam? is the perfect web place for it. You can download 100% free CRA free pdf before you buy full version for your CRA exam practice. CRA VCE exam simulator is the best software to practice your CRA exam.

Exam Code: CRA Practice test 2023 by team
CRA Certified Research Administrator

The Certified Research Administrator® Examination is a computer-based examination composed of a maximum of 250 multiple-choice, objective questions with a total testing time of four (4) hours. The content for the examination is described in the Body of Knowledge on the next page.

The questions for the examination are obtained from individuals with expertise in research administration and are reviewed for construction, accuracy, and appropriateness by the RACC.

RACC, with the advice and assistance of the Professional Testing Corporation, prepares the examination.

The Certified Research Administrator® Examination will be weighted in approximately the following manner:

I. Project Development and Administration 30%

II. Legal Requirements and Sponsor Interface 30%

III. Financial Management 25%

IV. General Management 15%

The Research Administrators Certification Council (RACC) promotes the concept of voluntary certification
by examination for all research and sponsored programs administrators. After passing this examination,
an individual earns the Certified Administrator® (CRA®) designation. Certification is just one part of a
process called “credentialing”. It focuses specifically on the individual and is one indication of current
competence in this specialized field. Certification in research and sponsored programs administration is
highly valued and provides formal recognition of basic knowledge in this field.

The Certified Research Administrator (CRA) credential means that you demonstrate a level of knowledge of all aspects of research administration. It is obtained by qualifying for and taking the CRA exam, which is administered by an independent certifying body, the Research Administrators Certification Council (RACC) is external). The CRA test is rigorous, and it must be taken at a designated site and it is administered through Professional Testing Corporation. In a four-hour period, test-takers must answer 250 questions that cover the full spectrum of research administration.


- Collection and Dissemination of Information

- Marketing - Internal and External

- Identification of funding opportunities

- Identification of internal capabilities

- Resource Documents, Application Materials, and Information

- Dissemination of Information/Publications

- Liaison

- Internal

- Funding sources

- Cooperative arrangements

- Public Relations

- Agency Structure and Practice

- Proposal Development

- Proposal Writing

- Budget Preparation

- Documentation to Meet Sponsor Requirements

- Internal Proposal Processing

- Negotiation Techniques

- Contracting Basics

- Administration of Awards

- Monitoring Activity

- Reports on Progress and Financial Status

- Continuation Funding

- Close Out

- Changes in Project Status

- Award Instruments

- Ethics and Professionalism

- Conflict of Interest

- Bioethics

- Human Subjects

- Animal Care

- Professional

- Intellectual Property

- Patents

- Copyrights

- Licensing

- Commercialization

- Data

- Proprietary Information

- Electronic Research Administration


- Regulations and Statutes

- Overview of Regulatory and Legislative Process

- Governmental Relations

- Mandated Requirements

- Compliance - Federal Sponsors and General Management Practices

- Representations and Certifications

- Federal Drug-Free Workplace and Drug-Free Schools

- Federal Debt Delinquency

- Federal Debarment/Suspension

- Lobbying

- Conflicts of interest

- Scientific misconduct

- Other

- Federal Management Requirements

- Federal Acquisition Regulations

- Federal Assistance Administrative Regulations

- 2 CFR (Uniform Guidance and OMB Circulars)

- Institutional Committees

- Institutional Review Board

- Institutional Animal Care and Use Committee

- Other

- Federal Disclosure Requirements

- Institutional and Sponsor Publication Requirements

- HIPAA Health

- International Traffic in Arms Regulation (ITAR)/Export Administration Regulations (EAR)

- Federal/Sponsor Appeal Procedures


- Budgeting/Accounting

- Proposal Development

- Accounting Management

- Accounting systems/management information systems

- Sponsor documents

- Internal documents

- Accounting processes

- Effort reporting

- Service centers

- Program income

- Internal controls

- Cost transfers

- Rebudgeting

- Costs

- Direct Costs

- Indirect Costs

- Indirect Cost Rates

- Development

- Negotiation

- Cost Sharing

- Sponsor Financial Reporting

- Audit

- Types

- Internal and External Requirements

- Allowable Costs


- Facility Management

- Specialized Facilities

- Property, Utility, and Equipment Management

- Inventory control

- Sale/disposal of equipment and property

- Lease vs. purchase

- Capital expenditures

- Sharing/pooling

- Central services

- Safety and Health Requirements and Procedures

- Hazardous and Nonhazardous Materials

- Security

- Renovation and Construction -Differentiation & Impact analysis

- Biohazards

- Other

- Contracts and Purchasing

- Basic Legal Concepts

- Management of Contracts and Purchasing

- Termination and Appeals

- Records Management

- Human Resource Management

- Employee/Labor Relations

- Career Development/Training

- Staffing

- Affirmative Action/Equal Employment Opportunity

- Compensation

Certified Research Administrator
RACC Administrator resources
Killexams : RACC Administrator resources - BingNews Search results Killexams : RACC Administrator resources - BingNews Killexams : Administrator Resources

Internationalization of curriculum helps community colleges meet their goals of diversity, equity, and inclusion. It serves as the perfect vehicle to create a culture of collaborative learning that transcends diversity and prepares students for jobs in an economy that requires knowledge of global issues and the ability to work with people from diverse backgrounds. The professional development tools and resources included in the A Future-Ready Workforce: Preparing Community College Students for the Global Economy program, will assist faculty in your technical programs to internationalize their course and add a global perspective to industry partnerships, including work-based learning.

  • Administrator's Guide – This guide is filled with tools, resources, and inquiry questions to assist you in internationalizing your technical programs. 
  • ACTE Quality CTE Framework – This framework from ACTE helps administrators answer the questions: What is high-quality CTE? How should this term be defined, and can it be used to evaluate programs, determine areas for targeted improvements, and recognize successful elements that should be scaled? The framework is designed to apply to individual, local CTE programs of study spanning secondary and postsecondary education, although it may be adapted to other units of analysis. This voluntary tool can be used for program self-evaluation, program improvement and to encourage secondary-postsec- ondary collaboration.
  • Internationalizing CTE Self-Reflection Tool – The Longview Foundation created a self-reflection tool to assist institutions and CTE programs in their internationalization efforts.This tool gives you an opportunity to consider the level of development in your CTE program internationalization efforts, in these areas: Institutional Commitment; CTE Program Commitment; Program Leadership, Structure, and Staffing; Faculty Policy and Practices; Curriculum, Co-Curriculum, and Learning Outcomes; Collaboration and Partnerships; and Student Field Experiences.
  • Talking Points: This section of the CTE Toolkit provides statistics and key messages you can use to make the case to educators, administrators, parents, students, the business community, and others that global education is critical to preparing students to be career ready.


  • Ivy Tech: At Ivy Tech Community College in Indiana, faculty members from business, education, humanities, healthcare, life science, and technology have worked to build global perspectives and competencies into courses. Ivy Tech leaders also launched a Global Workforce Skills Certificate specifically aimed at knowledge of the global economy, the global workplace, communicating across borders, and geopolitics. Learn more (see page 11). 
  • Austin Community College: At Austin Community College District in Austin, Texas, global education faculty learning communities allow faculty to incorporate global topics, such as global citizenship and human rights, into their courses. Learn more

Want to learn more? Start by taking the Preparing Community College Students for a Global Economy Introductory Module to learn about global competence for career readiness. Then be sure to watch Module 2: Developing a High-Quality Internationalized CTE Program, a short 15-minute online professional development module that provides an overview of learning needs of today’s diverse community college students, ACTE’s High Quality CTE Framework, and tools to connect global competence to career fields.

Mon, 12 Jul 2021 08:51:00 -0500 en text/html
Killexams : Records Administration & Compliance

The Records Administration & Compliance team works as a collaborative, caring partner to ensure the efficient delivery of HR services in meeting the needs of those we serve. We are committed to demonstrating integrity and a positive forward-looking approach with the services we offer. Our mission is to:

  • Ensure compliance with federal & state regulations and university policy & procedures
  • Provide stewardship, governance and compliance as it relates to HR data
  • Provide value-added services and support to stakeholders, end users, HR partners and internal HR departments

Records Administration & Compliance Staff

Rahul Thadani

Executive Director, Human Resources
Directs Records Administration & Compliance department operations

LaShonda McNair

Manager, HR Compliance
Manages Records Administration & Compliance department operations

Tywana Cannaday

Leave of Absence Coordinator
Leaves of absence, ACT documents, sick time donations

Donaresa Craig

Leave of Absence Coordinator
Leaves of absence, ACT documents, sick time donations

Majida Ilaiyan

HR Records & Compliance Specialist II
ACT documents for organizations beginning with 31-39

Angela Wilson

HR Records & Compliance Specialist II
ACT documents for organizations beginning with 69-70 (Hospital & LLC org)

Leslie Morris

HR Records & Compliance Specialist III
ACT documents for organizations beginning with 69-70 (Hospital & LLC org)

Geneva Thompson

HR Records & Compliance Specialist III
I-9, E-Verify, ACT documents for faculty, volunteers and Oracle access only

Sarita Gupta

HR Records & Compliance Specialist II
ACT documents for organizations beginning with 69-70 (Hospital & LLC org)

Sharon Keener

HR Records & Compliance Specialist II
ACT documents for organizations beginning with 0-29, 41-51

Kari Cotney

HR Records & Compliance Specialist II
I-9, E-Verify

Gail Averett

HR Training and Operations Analyst II
eLAS, I-9, E-Verify, HR OnBase

Megan Burrell

HR Records & Compliance Specialist I
Personnel Records Management
Thu, 02 Apr 2015 15:01:00 -0500 en-US text/html
Killexams : Resources and Forms No result found, try new keyword!Faculty should use the McCormick Proposal Intake Form to notify their research administrator about an upcoming proposal submission. Upon submitting the form, a research administrator will send an ... Wed, 13 May 2020 00:56:00 -0500 en text/html Killexams : Business Administration Vs. Human Resources

Leigh Richards has been a writer since 1980. Her work has been published in "Entrepreneur," "Complete Woman" and "Toastmaster," among many other trade and professional publications. She has a Bachelor of Arts in psychology from the University of Wisconsin and a Master of Arts in organizational management from the University of Phoenix.

Tue, 17 Jul 2018 19:13:00 -0500 en-US text/html
Killexams : Budget Administration Resources

Budget Administration Resources

The University offers several online tools to help you better understand and manage your department's budget.


The Web*Financials suite helps you track all aspects of your department’s finances. Comprised of several smaller tools, including Web*Finance, Web*Salary, Web*Budget, and Web*Merit, the Web*Financials suite allows you to monitor and manage your budgets, salaries, and merit increases online.

We offer in-person training sessions for Web*Finance and Web*Salary, the two primary sections of the Web*Financials suite. To learn more about the two sessions or to register, please visit our Online System Training for Managers page.

We also have an online guide for using Web*Salary, a tool that allows you to manage and track your department's salaries, and an online guide for using Web*Merit, a tool for managing merit-based salary increases.

Drexel Careers (PageUp)

Drexel Careers, powered by PageUp, helps managers and members of Human Resources easily collaborate on the search and hiring process for new benefits-eligible professional staff and faculty positions. Please review this Drexel Careers Resources webpage for more information. You can also contact your Human Resources Business Partner with any questions.

Organizational Charts

The Org chart software allows you to view and search the University's org charts, including information on chains-of-command, employee contact information, and if you have access to Web*Salary, employee salary information. For more information about using the organizational chart software, read the User Guide [PDF].

Thu, 23 Dec 2021 02:28:00 -0600 en text/html
Killexams : Small Business Administration (SBA): Definition and What It Does

What Is the Small Business Administration (SBA)?

The Small Business Administration (SBA) is a U.S. government agency designed to bolster and promote the economy by assisting the country’s small businesses. Established in 1953, the SBA’s primary function is to counsel individuals who want to start and grow their own businesses. It provides a series of tools on its website to assist new and existing small business owners. The agency is headed by an administrator and deputy administrator and also has a chief counsel for advocacy and inspector general—all of whom are confirmed by the Senate. The SBA has at least one office in every state, the District of Columbia, and various American territories.

Key Takeaways

  • The Small Business Administration, established in 1953, is a government agency designed to bolster and promote the economy by providing assistance to small businesses.
  • The SBA is headed by an administrator and a deputy administrator who are confirmed by the Senate.
  • The agency offers various resources to small businesses, including access to capital, entrepreneurial development, government contracting, and advocacy services.
  • The SBA’s loan certain program is one of its most visible elements.

Understanding the SBA

The SBA offers substantial educational information with a specific focus on assisting small businesses to develop and grow. As noted above, the agency has numerous tools for businesses that can be accessed on its website, including a small business planner and additional training programs.

According to its website, the SBA provides the following services to small businesses:

  • Access to capital: The agency offers a variety of financial resources for small businesses, including microlending, or small loans that are issued to those who wouldn't otherwise qualify for financing. Loans are issued by partner banks, credit unions, and other financial institutions.
  • Entrepreneurial development: This is driven by counseling services and low-cost training provided by the SBA and is available to both new and existing business owners in more than 1,800 locations across the United States. There's also a mentor program that connects new business owners with retired and/or existing entrepreneurs.
  • Contracting: The SBA reserves 23% in government contracting dollars for small businesses with the help of other federal departments and agencies. The agency guarantees 5% of these contracting dollars for women and another 3% for business owners who are disabled and veterans.
  • Advocacy: The agency acts as an advocate by reviewing legislation and protecting the interests of small business owners across the country. The agency also advocates for business owners at the state and federal government levels.

The agency has helped countless small businesses across the country get access to loans, loan guarantees, contracts, and other services.

Isabella Casillas Guzman is the administrator of the SBA. Prior to holding this office, she served as the director of California's Office of the Small Business Advocate. 

The SBA Loan Program

The loan programs offered through the SBA are among the agency's most visible offerings, and they come with longer repayment periods for small businesses. The agency doesn’t actually issue loans itself (with the exception of disaster relief loans). Instead, loans are backed or guaranteed by the SBA and issued directly by lenders that meet the agency’s guidelines.

Loans backed by the SBA include:

  • The 504 loan (or the grow loan), which provides a small business with up to $5.5 million in financing to buy the fixed assets it needs to run its operations, including real estate.
  • The 7(a) loan, which is the agency's primary loan program. The maximum loan amount guaranteed under this program is $5 million.
  • A disaster loan is intended to help businesses and homeowners recover from declared disasters.
  • Microloans of up to $50,000 (the average amount is about $13,000) are meant to help small businesses and some nonprofit childcare centers start up or expand.

Small businesses qualify for loans more easily when they are guaranteed by the SBA. The agency also allows entrepreneurs to make lower payments for a longer period of time. Despite numerous attempts to do away with the SBA entirely, many political officials and offices continue to support it. The SBA’s ability to offer loans was also significantly strengthened by the American Recovery and Reinvestment Act (ARRA) of 2009 and the Small Business Jobs Act of 2010.

The SBA has local offices throughout the United States and associated territories that provide more-personalized special events for small business owners. These offices provide in-person, one-on-one counseling services that include instruction on writing a business plan and assistance with small business loans.

How the SBA Can Help You Start Your Business

The SBA has many resources available for people who want to start their own small businesses. If you have an idea for a business, this section highlights some of these resources, which can take you from start to finish.

Business planning

This section of the website outlines steps and provides resources related to the development of your business. These include conducting relevant market research, developing a business plan, and funding. You can also learn about what you need to do to choose:

  • A location for your business
  • A suitable business structure
  • A business name

The SBA also provides key information about what you need to register your company, as well as how to get the appropriate tax documents, permits, and licenses. You can also find out what you need to open a business bank account.

Launching your business

Launching your business is just as important as starting it, which is why you’ll find some of the same resources from the section above seeping into this one. For instance, choosing your location will depend a lot on local zoning ordinances and laws. It will also affect the kind of incentives and taxes that apply to your organization.

The SBA's website has more information on these subjects and also provides information on business insurance, which is a very important part of safeguarding your interests. It helps protect your business from any unforeseen losses that take place during normal operations.

How the SBA Can Help You Manage and Grow Your Business

The agency doesn’t just help people start and launch their own businesses; it also has resources available to help manage and grow them.


You can learn valuable tips and tricks on how to manage your finances, hire employees, and pay taxes. Other important information includes staying compliant, how-tos for purchasing assets, and marketing and sales strategies.

Because cybersecurity is a key threat to many businesses, the SBA also provides some common sense tips to stay safe. This section can help business owners spot some of the most common scams (such as malware and ransomware) and understand and assess their risk. They can also use some of the agency's best practices to avoid cyber attacks and access SBA training and events.

This section also deals with hiring people with disabilities, what to do when you must close your business, and how to recover from disasters.

Growing your business

It isn’t enough just to learn how to start and run your business, which is why the SBA also has resources to help you grow. Some of the aids in this section cover how to access additional funding, how to expand, and what to expect from mergers and acquisitions (M&A).

Part of the SBA’s mandate is to certain a certain percentage of federal contracts to small business owners. As such, the agency encourages businesses to become federal contractors and has an easy registration process. You can also get the resources you need to Excellerate your bottom line, via connecting with partners to help export your products and services.

You’ll also find useful information about different types of businesses, such as those owned by women, Native Americans, veterans, minorities, and members of the LGBTQ+ community, as well as rural businesses.

The History of the SBA

The SBA was established by President Dwight Eisenhower when he signed the Small Business Act in the summer of 1953. It replaced the Reconstruction Finance Corporation (RFC), which was created under President Herbert Hoover in 1932 after the Great Depression. The mandate of the newly formed SBA was to aid and protect the country’s small businesses and ensure that they received a fair portion of government contracts and surplus property sales.

The SBA has had a rocky history. In 1996 the agency was under threat of being eliminated by the House of Representatives. However, the agency survived this threat and went on to receive a record budget in 2000. There was also a lot of resistance to its loan program, which led to repeated cuts between 2001 and 2004. That’s when certain SBA expenditures were frozen altogether.

Small business owners were among some of the hardest hit during the COVID-19 pandemic. The SBA helped these owners, providing them with two different types of funding:

  • Economic Injury Disaster Loan (EIDL): This program was designed to let businesses use approved funds for working capital and other day-to-day expenses. As capital is loaned, it must be repaid. The SBA stopped accepting applications as of Jan. 1, 2022, and as of May 6, 2022, stopped accepting loan increase requests or requests for reconsideration of loan applications that had previously been declined.
  • EIDL Advance Programs: Funds were granted to people who filed for EIDL assistance as long as they met certain criteria. Unlike the loan program, funds approved through this program don’t have to be repaid.

What Does the Small Business Administration (SBA) Do?

The Small Business Administration (SBA) is a U.S. government agency that provides assistance to small business owners. It has a series of tools available for new and existing entrepreneurs. Its goals include providing business owners with access to capital, developing entrepreneurial spirit, reserving contracting dollars for certain business owners, and advocating on behalf of small business owners.

Where Does the SBA Get Its Funding?

The SBA receives an annual budget approved by the federal government. This money goes toward salaries, grant and loan programs, and administrative costs. Keep in mind that the SBA doesn’t actually provide loans to small businesses. Instead, the majority of loans issued to small business owners through SBA programs are guaranteed by the agency and issued by approved financial institutions and other lenders. This source of capital helps individuals start and grow their businesses.

Who Qualifies for an SBA Grant?

The SBA generally doesn’t issue grants, but it does to certain organizations that promote entrepreneurship in their communities. These include nonprofit organizations, organizations that provide their communities with training and funding (known as “resource partners”), and educational organizations. Grants are not provided to owners who want to expand an existing business or to startups.

The Bottom Line

The SBA is the federal government’s main resource for nurturing the growth of small businesses in the U.S. It not only provides loans, mostly through third parties, to help start or grow your business; it also offers plenty of programs designed to increase your knowledge and expertise in keeping your business healthy, from how to pay taxes to marketing and sales to cybersecurity and more.

The SBA doesn’t normally issue any grants, except for a few that go to organizations, many of them nonprofit, that promote entrepreneurship in their communities. It also advocates on behalf of small business owners. Local offices exist in all 50 states, the District of Columbia, and American territories. During the COVID-19 pandemic, the SBA provided crucial financial support through both loans and grants to the small-business community, which was gravely impacted by the crisis.

Tue, 04 Aug 2015 03:18:00 -0500 en text/html
Killexams : DLNR 're-deploying' water resource administrator

Aug. 17—The Department of Land and Natural Resources said it "is re-deploying" the state water resource administrator who was at the center of a delayed decision to divert water from Upcountry Maui land to help firefighters as the Aug. 8 wildfires began to take hold around Lahaina.

In a brief statement Wednesday night, DLNR officials said Kaleo Manuel, first deputy of the Commission on Water Resource Management, was being reassigned so that the commission and the department can "focus on the necessary work to assist the people of Maui recover from the devastation of wildfires.

"This deployment does not suggest that First Deputy Manuel did anything wrong. DLNR encourages the media and the public to avoid making judgments until all the facts are known," the statement said.

On Aug 10, West Maui Land Co. sent a letter to Manuel describing the events and communication problems that resulted in delaying the diversion of streams to fill reservoirs with water that could be made available to fight the Aug. 8 fire.

Glenn Tremble, an executive with West Maui Land, declined to comment on his letter Tuesday, but a copy was obtained by the Honolulu Star-Advertiser.

According to the letter, although the initial fire was contained at 9 a.m. Tuesday, there were reports of fallen power lines, fierce winds, electrical outages and low reservoir levels, prompting the company to reach out to the commission to request approval to divert more water from streams so it could store as much water as possible for fire control.

Instead of approving the request, CWRM asked the company whether the Maui Fire Department had requested permission to dip into the reservoirs and directed executives to first inquire with the downstream user to ensure that his loi and other uses would not be impacted by a temporary reduction of water supply.

Communications were spotty, the letter said, and the company had already tried unsuccessfully to contact the sole downstream user. By around 3:30 p.m., a flare-up shut the Lahaina Bypass.

"At around 6:00 p.m., we received CWRM's approval to divert more water," Tremble wrote. "By then, we were unable to reach the siphon release to make the adjustments that would have allowed more water to fill our reservoirs.

Last summer, the commission designated the entire Lahaina Aquifer region as both a Surface Water and Ground Water Management Area. The designation, according to DLNR, gives the commission "the tools needed to identify genuine uses, evaluate impacts and waste, address public trust priorities and balance needs, implement alternatives and plan for drought conditions."

As part of the designation, in-stream flow standards were developed and designed to leave enough water for all users, including Native Hawaiian kalo farmers.

For decades, Native Hawaiians and environmentalists in West Maui and across Hawaii have been fighting to reverse the way water has been diverted from downstream users, a practice that was started by the large plantations.

DLNR said in its Wednesday statement that it "will have no further comment on this matter."

Thu, 17 Aug 2023 10:25:00 -0500 en-US text/html
Killexams : Biden administration releases ‘legal resources’ for colleges in response to Supreme Court’s affirmative action decision

CNN  — 

The Biden administration is releasing new guidance and “legal resources” for colleges and universities that want to ensure student diversity in the admissions process after the Supreme Court gutted affirmative action in June.

“This is a moment of great urgency in higher education,” Secretary of Education Miguel Cardona said during a call with reporters Monday morning.

He criticized the court’s ruling for taking away “a tool that colleges have used for decades to build diverse campus communities and create equitable opportunities for students of all backgrounds,” and said past state-level bans on affirmative action led to fewer students of color applying and being admitted to college.

The new guidance from the departments of Justice and Education basically boils down to: Colleges and universities are allowed to consider how race has impacted a student’s life, but they are not allowed to use overall demographic data to influence their admissions decisions.

“The Supreme Court’s opinion recognized what we know to be true, that race can be relevant to a person’s life or lived experience and they impact one’s development motivations, academic interests or personal or professional aspirations,” Associate Attorney General Vanita Gupta told reporters. “That impact can still be considered in university admissions.”

An official with the Department of Education explained the guidance was “explicit” that admissions officers “are not, by the court’s decision, prevented from learning an individual applicant’s race.”

It also includes other steps institutions can take to increase diversity in a student body. For example, institutions can conduct targeted outreach and recruitment in underserved communities. They can also collect and consider demographic data – even if their admissions decisions cannot be influenced by that data – and can run programs to “support the retention and success of students of diverse backgrounds.”

“Remember,” Cardona said, “nothing in the court’s decision denied the value of diversity and education.”

Gupta said that while the decision “changes the landscape for admissions in higher education, it should not be used as an excuse to turn away from long-standing efforts to make those institutions more inclusive.”

“We will continue our fight to ensure that students, in particular, and society as a whole reap the benefits of that diversity,” she said.

The Department of Education also plans to issue a comprehensive report later this year on the “most effective and promising strategies for colleges to lawfully cultivate diverse applicant pools and achieve diverse student bodies,” Cardona added.

“This moment demands the same courageous commitment to equal opportunity and justice we saw from leaders at the height of the Civil Rights Movement,” he said.

Administration officials have been scrambling to offer resources to colleges that had their admissions processes upended by the decision. Earlier this month, the administration hosted the National Summit on Equal Opportunity in Higher Education to find ways to support colleges that want to promote diversity.

Mon, 14 Aug 2023 08:30:00 -0500 en text/html
Killexams : Family and Medical Leave

Family and Medical Leave


This policy identifies the conditions under which eligible Faculty or Professional Staff Members may take leave under the Federal Family Medical Leave Act of 1993 (FMLA) and includes the application, certification and approval processes.


This policy applies to all eligible Faculty and Professional Staff Members, including Professional Staff Members affiliated with a collective bargaining unit and who meet each of the following conditions:

  1. employed by Drexel for at least twelve months, either consecutive or non-consecutively.
  2. has worked at least 1,250 hours (60% FTE) during the twelve-month period prior to the start of Family Medical Leave.


Implementation of this policy is the responsibility of the Department of Human Resources in conjunction with the Designated Third-Party Administrator.


The Executive Vice President, Treasurer and Chief Operating Officer is the Drexel University official responsible for the administration of this policy.


Act Provisions/Compliance

  1. Drexel complies fully with the Federal Family and Medical Leave Act (FMLA) to provide its Faculty and Professional Staff Members up to 12 weeks of job-protected leave in a rolling 12-month period for their own or a family member's serious or chronic medical condition(s).
  2. FMLA allows up to 12 weeks of unpaid leave in a rolling 12-month period for one or more of the following reasons:
    • Faculty or Professional Staff Member's own chronic health condition, including disability due to pregnancy and/or post-partum;
    • the birth and care of a Faculty or Professional Staff Member's newborn child (leave must conclude within 12 months after birth);
    • the placement of an adopted son or daughter or a foster child with a Faculty or Professional Staff Member (leave must conclude within 12 months after placement);
    • the care of a Faculty or Professional Staff Member's immediate family member (spouse, child or parent) with a serious health condition;
    • a Faculty or Professional Staff Member's own serious health condition that makes him or her unable to work.
    • Drexel also offers up to 26 weeks of leave to Faculty and Professional Staff Members who provide care to wounded U.S. military personnel and 12 weeks of FMLA leave to the immediate family members of soldiers, reservists and members of the National Guard who have a “qualifying exigency” as defined below.


Benefit eligible refers to full-time or part-time Drexel Faculty and Professional Staff Members who are eligible to receive Drexel paid benefits (e.g. medical coverage, leave accrual, etc.).  Full-time Faculty working 12 or more credit hours in three or more quarters (or equivalent workload) and full-time Professional Staff Members are regularly scheduled to work 40 hours per week. Part-time Faculty with at least a 50 percent appointment and part-time Professional Staff Members are regularly scheduled to work at least 20 hours per week but less than 40.

Designated Third-Party Administrator is the Drexel-chosen provider for FMLA Leave administration.

Faculty Member is defined as an individual employed by Drexel University in a tenured, tenure-track, non-tenured track or adjunct position who teaches within any college, school, center or institute in the University.  A Faculty Member is deemed to be exempt under the provisions of the Fair Labor Standards Act (FLSA) and/or applicable state law.

Health-care Provider is defined as a doctor, podiatrist, dentist, clinical psychologist, optometrist, nurse practitioner, nurse midwife, clinical social worker, physician assistant, Christian Science practitioner, or a chiropractor.

Intermittent Leave is defined as any portion of a day that a Faculty and Professional Staff Member must take off for a chronic condition. The FMLA allows Faculty and Professional Staff Members to take leave for as little as one hour.

Intermittent Leave is defined as FMLA time taken in smaller increments of time, not on a continuous basis, for a qualifying reason. The FMLA allows Faculty and Professional Staff Members to take leave in as little as 15-minute increments.

Professional Staff Member is defined as an individual employed in any non-faculty category by Drexel University, including an individual who is deemed to be either exempt or non-exempt under the provisions of the Fair Labor Standards Act (FLSA) and/or applicable state law.

Qualifying Exigency is defined as one or more of the following:

  • short notice (seven days or less) of deployment, military events and related activities;
  • childcare, school activities, financial and legal arrangements, counseling, rest and recuperation, post-deployment activities; or
  • any other events which arise out of the covered military member's active duty or call to active duty status that the employer and Faculty and Professional Staff Member have agreed upon

Serious Health Condition is defined as an illness, injury or impairment, or physical or mental condition that involves either inpatient care or continuing care by a health-care provider. Continuing care can include:

  • period of incapacity requiring absence of more than three calendar days that involves continuing treatment by a health-care provider;
  • Pregnancy and time needed for prenatal visits;
  • a chronic health condition, such as asthma or diabetes;
  • a long-term condition such as Alzheimer's; or
  • multiple treatments by a health-care provider for a condition that likely would result in incapacity of more than three consecutive days if left untreated (such as physical therapy for a back injury)

Spouse refers to any individual who is lawfully married to an employee.



Family and Medical Leave (FMLA) program is administered by the Office of Human Resources in conjunction with the Designated Third-Party Administrator.

Request for FMLA

  1. Eligible Faculty and Professional Staff Members may apply for FMLA by following the guidelines provided on the Human Resources site: Leave of Absence
  2. Faculty and Professional Staff Members seeking FMLA leave are required to provide at least 30 days prior written notice of the proposed leave. When advance notice is not possible, such as in the event of a medical emergency, notice should be provided as soon as practicable. Failure to provide advance notice where foreseeable may delay or postpone the commencement of the leave.
  3. When an eligible Faculty or Professional Staff Members contacts the Designated Third-Party Administrator to apply for FMLA, the Designated Third-Party Administrator will request the necessary information, instruct the Faculty or Professional Staff Member on follow-up and grant provisional approval (in writing) of the FMLA leave. The Designated Third-Party Administrator will also send the medical certification form to the Faculty and Professional Staff Member for completion by their health care provider.
  4. Once a medical certification is requested by the Designated Third-Party Administrator, the Faculty or Professional Staff Member must provide it within 15 business days. Failure to provide requested medical certification will result in denial of the request. Denied requests cannot be reopened for the same condition.

Employee Notices

  1. If the FMLA request is approved, the Faculty or Professional Staff Member must notify his or her immediate supervisor of the impending leave and the expected duration.  However, the Faculty or Professional Staff Member is not required to reveal or discuss the details of the medical condition. It is recommended that Faculty or Professional Staff Members only discuss medical details with the professionals at the Designated Third-Party Administrator or a member of the Human Resources department.


  1. If is based on a serious health condition, whether it involves the Faculty and Professional Staff Member or an immediate family member (parent, spouse or child), medical certification from a health care provider will be required. Failure to provide such certification may result in a delay of the Faculty or Professional Staff Member's leave.
  2. When medical certification is required, that certification must be provided within fifteen (15) calendar days of the Designated Third-Party Administrator's request.  Drexel reserves the right to require recertification of a medical condition every 30 days.  When a Faculty or Professional Staff Member learns of a change in the anticipated length of an approved FMLA leave, the Faculty or Professional Staff Member must notify the Designated Third-Party Administrator within three (3) business days of learning of such a change.
  3. Drexel reserves the right to obtain a second opinion by a certified health care provider at any time and chosen by Drexel. Should the two opinions conflict, Drexel may require that the Faculty or Professional Staff Member obtain the opinion of a third health care provider paid for by Drexel. The third health care provider will be designated or approved jointly by Drexel and the Faculty or Professional Staff Member. The decision of the third provider will be final. Failure to submit to a request for a second opinion or to attend the independent medical examination may result in a delay of approval or denial of FMLA leave and/or revocation of currently approved FMLA leave.
  4. In addition, when returning to work from a leave taken because of the Faculty or Professional Staff Member's own serious health condition, the Faculty or Professional Staff Member will be required to provide medical clearance that the Faculty or Professional Staff Member is fit to return to work.

Duration of FMLA Leave

  1. Eligible Faculty and Professional Staff Members may be entitled to up to twelve (12) weeks of unpaid leave during any rolling 12-month period. The period from the previous twelve months will be examined and any Family and Medical Leave taken during the previous twelve-month period will be subtracted from the current twelve-week Family and Medical Leave entitlement. For example, if the Faculty or Professional Staff Member requests a leave scheduled to start on October 1, 2020 the time period from September 30, 2020 back to October 1, 2019 would be examined. If the Faculty or Professional Staff Members has not taken any leave during the last twelve months, they are entitled to up to twelve weeks of FMLA leave. If, the Faculty or Professional Staff Member took six weeks of FMLA leave during May and June of 2020 (months within the twelve- month time frame) they would be entitled to only six more weeks of leave.
  2. In certain circumstances, Faculty and Professional Staff Members may take intermittent leave. Intermittent leave may be taken whenever medically necessary to care for a seriously ill family member or because of the Faculty or Professional Staff Member's own serious health condition. For example, a Faculty or Professional Staff Member who normally works 40 hours a week may work 20 hours a week for 24 weeks (12 x 40 = 24 x 20). For part-time Faculty and Professional Staff Members and those who work variable hours, the leave entitlement is calculated on a pro-rated basis. For example, a Faculty or Professional Staff Member who normally works 30 hours a week could work intermittently for 20 hours a week for 18 weeks (30 x 12 = 20 x 18).
  3. FMLA applies equally to all Faculty and Professional Staff Members regardless of gender. When both spouses are employed by Drexel, they have the same rights and obligations under this policy as any other eligible Faculty or Professional Staff Members.  Each spouse is entitled to 12 weeks of FMLA leave for the birth and care of their newborn child, or for the care and placement with them of a child for adoption or foster care.  Leave for the birth and care, or placement and care of a child must conclude within 12 months of the birth or placement of the child.
  4. While employees are on an approved FMLA leave, they are relieved of all work duties and are not required to perform any duties for the duration of their leave. There will be no punitive action taken against a faculty or professional staff member as a result of time taken under FMLA.

FMLA Expanded for Military Leave

  1. Eligible Faculty or Professional Staff Members who are caregivers of wounded military personnel may take up to 26 weeks of unpaid leave during a rolling 12-month period to provide care for an injured U.S. military service member. The Faculty or Professional Staff Member must be a spouse, child, parent, or nearest blood relative of the service member.
  2. Faculty and Professional Staff Members whose family members are about to go on active military duty may be eligible to take up to 12 weeks of unpaid leave for any qualifying exigency while the Faculty or Professional Staff Member's spouse, son, daughter, or parent is on active duty in the armed services or is called to active duty in support of a war or national emergency.

Compensation for Professional Staff Members when using Paid Leave

  1. When a Professional Staff Member takes FMLA leave, they are required to use all of their available paid time during the FMLA leave. The Professional Staff Member will be required to exhaust all available paid time in the following order: sick time, then vacation time, then personal time, at the beginning of the leave.
  2. Professional Staff Members who have elected short-term disability will use their available sick, vacation and/or personal time to satisfy their elimination period in accordance with their short-term disability election. Should the Professional Staff Member exhaust their accrued sick and/or vacation time, and there is no short-term disability election, the remainder of the leave, if any, will be unpaid.
  3. Paid leave will run concurrently with FMLA time.
  4. Professional Staff Members who remain on Drexel's payroll while using their available sick, vacation and/or personal time will be considered active pay status and will continue to accrue sick and vacation time.
  5. Professional Staff Members who are not being paid by Drexel (e.g., receiving short-term disability payments from the Designated Third-Party Administrator, or have exhausted their paid leave) are considered to be in an “inactive pay status,” and accruals for sick and vacation time will cease.

Compensation for Faculty Members

  1. A Faculty Member who completes the first year of full-time employment is eligible to receive up to six (6) weeks of salary continuation depending on the duration of their approved FMLA leave. A Faculty Member who completes the second year of full-time employment is eligible for up to twelve (12) weeks of salary continuation depending upon the duration of their approved FMLA Leave.
  2. For Faculty Members who are not eligible for salary continuation for the duration of their leave, short-term disability may be utilized through The Designated Third-Party Administrator, if the Faculty member purchased coverage.

Faculty Member Teaching and Workload

  1. Both, before and after a Faculty Member goes on Family Medical Leave, no extra duties above his/her normal workload shall be expected or required; at all times, the Faculty Member shall be assigned duties commensurate with his/her normal workload. There will be no punitive action taken against a faculty member as a result of time taken under FMLA.
  2. In the event that the leave period spans two academic terms, the Faculty Member may be relieved from teaching duties for both terms at the discretion of his or her department head and dean. Outside of the twelve weeks of leave over those two academic terms, the Faculty Member will be responsible for his or her standard non-teaching duties such as research, scholarship, and creative work, as well as professional development, advising, administrative duties, and committee assignments.
  3. Tenure-track Faculty Members may be eligible for extension of the pre-tenure period in the event of exceptional circumstances that may be related to circumstances covered by this policy. Tenure-track faculty members are eligible for an automatic one-year extension of the pre-tenure period for after each birth or after each adoption. Please refer to the Tenure and Promotion Policy [PDF].

Benefits During Leave

  1. During any FMLA leave, Drexel will maintain the Faculty or Professional Staff Member's health insurance with the same conditions that coverage would have been provided if the Faculty or Professional Staff Member had been continuously employed during the entire leave period. Drexel and the Faculty or Professional Staff Member will each continue to pay their portion of the benefit costs. Drexel may recover premiums from the Faculty or Professional Staff Member it paid to maintain health coverage for a Faculty or Professional Staff Member who fails to return to work from FMLA leave.
  2. University-paid life insurance, and personal accident insurance, accidental death and dismemberment, and long-term disability insurance will continue in effect for the duration of FMLA leave.
  3. Faculty or Professional Staff Member who was participating in a dependent-care or health-care flexible spending account may continue to participate in accordance with policy provisions. No contributions can be made while the Faculty or Professional Staff Member is on any unpaid part of an FMLA Leave.
  4. Retirement plan contributions will continue in accordance with the provisions specified in the respective retirement plan documents.
  5. FMLA benefits run concurrently with benefits provided by Worker's Compensation.

Return from Leave

  1. Faculty and Professional Staff Members are required to notify their immediate supervisor and Designated Third- Party Administrator of their anticipated return to work date. Faculty or Professional Staff Members who are unable to return to work at the end of the leave should notify Human Resources and their immediate supervisor as soon as possible.
  2. Faculty and Professional Staff Members returning from leave will be reinstated to the same or equivalent position, with equivalent pay, benefits, and other terms and conditions of employment. Following the exhaustion of the 12 weeks of FMLA Leave, failure to return to work without communication from the Faculty or Professional Staff Member to their immediate supervisor and Designated Third-Party Administrator may be considered voluntary termination of employment.
  3. Faculty or Professional Staff Members returning from a leave for a serious health condition will be required to provide a medical clearance from a health care provider documenting their fitness to return to work.
  4. In addition, except as provided in this policy, a Faculty or Professional Staff Member’s use of FMLA leave will not result in the loss of any employment benefit that the Faculty or Professional Staff Member earned before using FMLA leave. Use of FMLA leave will not be counted against the Professional Staff Member as an “occurrence” under Drexel’s Attendance Policy.


Notwithstanding anything to the contrary stated in this policy, nothing herein is intended to alter the at-will status of any Professional Staff Member.  Drexel University at all times retains the right to terminate any Professional Staff Member at any time for any lawful reason, or for no reason at all.

Tue, 03 May 2022 10:40:00 -0500 en text/html
Killexams : MBA in Human Resources Online

Register By: September 16 Classes Start: September 18

The MBA That Fits Your Life

  • Just over $19K total tuition
  • Earn credentials along the way
  • Program accredited by ACBSP
  • Aligns with SHRM BoCK key competencies1
  • Complete in about 1 year
  • No GRE/GMAT required

MBA in HR Online Program Overview

A human resources concentration built into an MBA? That's the type of degree that can fit well into your career-advancement goals.

The Master of Business Administration (MBA) in Human Resources at Southern New Hampshire University prepares you to take on this increasingly important role. And because it’s an MBA, its approach to the HR discipline is to enhance your business acumen first and foremost, along with your ability to drive change.

The program lays a foundation in standard business administration topics, weaving subjects like leadership, marketing, finance and operations throughout your coursework. You'll dive into them in different ways. For example, you won't just learn about leadership, you'll learn how to lead people, organizations and organizational change.

The comprehensive nature of this program makes it a great option for anyone interested in honing their business skill sets, strengthening marketability and increasing career opportunities – whether you're a latest undergraduate, a well-established professional or somewhere in between.

With only 30 credits required to graduate for just over $19k, the new MBA program also allows you to move through your core coursework faster and for less, even giving you the ability to finish in about a year should you choose to take part full time.

However, despite the accelerated timeline, you can still anticipate the same level of rigor and complexity that you would find in a traditional MBA, allowing you to get the most out of your program in the least amount of time.

"Everything is business as you progress up the ranks of leadership,” said Kate Noor, an MBA academic advisor at SNHU. 

As with all of our HR programs, the MBA in Human Resources aligns with SHRM’s guiding principle – that human resource professionals must be prepared to play a key role in the success of today's agile companies. SHRM is considered the industry standard in HR credentialing.

The coursework was designed to include competencies found in the SHRM Book of Competency and Knowledge (SHRM BoCK™), which forms the basis for SHRM-issued HR credentialing opportunities. The SHRM BoCK covers the 8 behavioral competencies and HR knowledge human resources professionals need to do their best work.1

Melanie Rowe ’18G says her MBA in HR prepared her on many levels.

“The classes at SNHU have taught me a lot about change management, people management, group dynamics, company culture and leadership,” she said. “I’ve used this knowledge in my relationship management and to position myself as an informal leader, which makes it easier for me to recommend and implement change.”

What You'll Learn

  • The complexities of HR management
  • Data analysis and interpretation
  • Adaptable strategies for an organization
  • The cultivation of culturally aware and responsive teams
  • Plans around culture, ethical and legal standards, and sustainable practices

How You'll Learn

At SNHU, you'll get support from day 1 to graduation and beyond. And with no set class times, 24/7 access to the online classroom and helpful learning resources along the way, you'll have everything you need to reach your goals.

Career Outlook

The HR role will continue to evolve as companies in every industry adjust to the long-term effects of events like the COVID-19 pandemic.

But whether the workforce expands or contracts as organizations retool, there could always be demand for strong human resource leadership.

Results from the 2021 Graduate Management Admission Council (GMAC) Demand for Graduate Management Talent Survey show that businesses are seeking qualified MBA degree holders to assist with organizational restructuring fueled by the pandemic. And according to the 2021 GMAC Enrolled Student Survey, almost 8 in 10 enrolled students who responded agree that a graduate business education is a worthwhile investment, even in times of economic uncertainty.2

Likewise, most survey respondents feel confident in their employability in the face of the many challenges imposed by the global pandemic.2

This speaks to the value that earning your MBA in Human Resources can add to your resume, despite the ever-changing landscape. It's one of the most respected and versatile degrees in business, and it can help qualify you for a number of roles at the management level or above by furnishing you with both the strategic and soft skills needed to succeed in times of uncertainty.

Some of the top needed skills from MBA degree holders include leadership, strategy and innovation, decision making, and strategic and systems skills, according to GMAC.2 All of these skills are woven into SNHU's MBA in HR, plus embedded industry-aligned credentials are offered in many of these key areas.

Deborah Gogliettino with text Deborah GogliettinoDeborah Gogliettino, SNHU’s associate dean for human resources, explains it further.

“HR professionals need to understand business and think business first,” she said. “They also need to recognize that almost everything they need to do is to be done through other people – line managers, employees and their colleagues. Hence, they need to be able to build effective influencing and relationship skills.”

Earning your MBA in Human Resources can prepare you to pursue a variety of positions, including:

  • Human resources manager
  • Human resources director
  • Human resources consultant
  • Compensation and benefits manager
  • Training and development manager
  • Operations management

The outlook is good for these roles. According to the 2021 GMAC Demand for Graduate Management Talent Survey, demand for graduate management talent is returning to pre-pandemic levels.2 So whether you’re entering the HR field or looking to step up into management with your current employer, the MBA in HR can take you in a number of directions. 

You’ll find your MBA HR degree opens doors in managerial and executive positions across a diverse range of industries. According to the BLS,3 those industries include:

  • Educational services – state, local and private
  • Finance and insurance
  • Government
  • Healthcare and social assistance
  • Management of companies and enterprises
  • Manufacturing
  • Professional, scientific and technical services

Results from the 2021 GMAC Demand for Graduate Management Talent Survey also show that growth in the technology sector specifically has fueled the hiring of business school graduates.2

The beauty of an MBA in Human Resources is its versatility to cut across industries and areas of interest.

“A student’s decision to be in one industry or another has to do with their passions,” said Gogliettino. “I like mission-driven organizations. I like the multi-layers of complex issues you get in healthcare. But a student who’s adept at HR can work in any industry.”

If the C-suite is in your sights, an MBA in HR can help you get there faster. While every business values people management skills, many employers place greater emphasis on the ability to manage programs that affect their entire workforce. And, according to the BLS, employers generally compensate better for these skill sets.2

However, no matter which direction or industry you choose, MBA degree holders command some of the highest average starting salaries according to GMAC, with a median starting salary of $115,000.2 So not only is the program designed to equip you with the necessary skills to excel in business and HR, getting your MBA in HR degree could lead to higher earning potential.

Job Growth and Salary

The MBA in HR could put you on a growing, lucrative path.

Job Growth

The outlook looks good for roles through 20313:

  • Human resources managers: 7% job growth
  • Training and development managers: 7% job growth


And the 2021 median salaries for jobs were much higher than the pay of all workers combined3:

  • Human resource managers: $126,230
  • Training and development managers: $120,130

Where Could You Work?

Some of the largest employers of HR managers are:

Professional, Scientific and Technical Services

Provide a number of services, such as payroll, consulting, training and acquisition, among other roles.

Corporations and Enterprises

Serve in an HR leadership position that gives you the opportunity to make decisions that can move organizations forward.


Manage HR functions in an industry that you're passionate about, like computers, furniture, textiles, food and more.


Become an HR leader in a fast-growing field, making employee-focused, data-driven decisions aimed at improving patient outcomes.

Start Your Journey Towards an Online Human Resources Degree

Why SNHU for Your MBA in Human Resources Online

Admission Requirements

How to Apply

Melanie Rowe

What SNHU Graduates are Saying

Melanie Rowe ’18G

“As a director, it’s important to have a good business foundation in addition to expertise in your field. SNHU’s MBA program allows me to take the core business classes I need to be a director in addition to the HR classes I would take if I was just pursuing a master’s degree in HR.”

Courses & Curriculum

The business world needs well-educated human resource professionals more than ever.

SNHU's MBA in Human Resources online was designed to expand your expertise on a wide range of human resource management topics. Like all of our online MBA programs, it explores today’s most relevant themes, including ethics and corporate social responsibility, leadership, strategy, management, technology and innovation. And because it’s an online program, it allows you to build relationships with a diverse group of students while enhancing the “soft skills” that are so essential to success in business.

Kate Noor with text Kate Noor“An MBA is great for those in a ‘traditional’ business setting, but every industry has room for an MBA in some capacity. What you learn is beyond just crunching numbers," said SNHU academic advisor Kate Noor.

The MBA in HR consists of 7 core MBA courses and 3 human resource courses. Depending on your academic background, you may need to supplement the core courses with business foundation coursework. However, those with a bachelor’s in business administration, human resources or a related area may be able to waive one or more foundations – and jump into the core more quickly. 

The MBA in HR program follows the same structure as our other MBA programs, allowing you to:

  • Earn credentials embedded throughout the program. Not only gain a master's degree, but build up your resume along the way with industry-recognized certifications in tools like Power BI, MS Excel and Tableau – plus, enhancement of soft skills like human intelligence and strategy implementation.
  • Take part in scenario-based learning. Using both disciplinary and interdisciplinary knowledge, as well as creative thinking and problem-solving skills, you'll participate in interactive scenarios that provide you with real-world experience, while receiving guidance from professors with real-world expertise.
  • Participate in a flex learning pathway. You'll get more fluidity in assignment due dates. Some even span across multiple modules with related themes, allowing you to draw relationships between business principles.
  • Learn through multimedia exposure. Strengthen your understanding of complex subjects with animations, video communication tools and videos featuring industry leaders sharing business insights.
  • Access timely resources. Take advantage of hand-selected, relevant resource material from leading professional organizations and publications.

The MBA human resource management concentration stresses the strategic nature of the HR role. You’ll learn how the HR system helps drive the overall organizational mission and see its impact from both a human resource and business perspective. Broad themes include:

  • Strategic decision-making
  • Market-driven connectivity
  • Human resources technology
  • Recruitment and hiring
  • Compensation and benefits

The human resource courses that make up SNHU’s concentration align with the guiding principles of the Society for Human Resource Management (SHRM), the industry standard in HR credentialing. Coursework emphasizes competencies in the SHRM Book of Competency and Knowledge (SHRM BoCK™), which forms the basis for SHRM credentials.1

As you progress through the MBA in HR program, you may take these 3 concentration courses:

  • Strategic Human Resource Management: Examine key regulatory procedures and human resource requirements as they apply to organizations. Analyze the strategic role of the HR manager in recruitment, hiring, training, career development and other functions within the organizational setting.
  • Total Rewards: Examine the impact of compensation and benefits within the organizational structure to design a compensation and benefits program. subjects include job analysis, surveys, wage scales, incentives, benefits, human resource information systems (HRIS) and pay delivery administration.
  • Leading Change: Discover the various techniques and strategies used to effect systematic change and transform organizations. Coursework integrates Kotter's processes for leading change, organizational development and transformation theory and practice, emphasizing the use of teams as a key change factor.

As you complete your MBA in Human Resources concentration courses, you’ll learn to lead and operate within cross-functional teams by effectively navigating the complexities of HR management.

“HR is complex, because it has a lot of different variables to it,” said Deborah Gogliettino, SNHU’s associate dean for human resources. “It’s not something you can wing. You have to know the business plus employment laws, federal and state. You answer questions every day in your work.”

Melanie Rowe '18G works for a nonprofit and believes “it’s important to have a good business foundation in addition to expertise in your field.” She most enjoys working in compliance, because she likes “being involved in the action."

“Compliance lets me get involved in every department in the organization,” she said. “I get to learn how everything functions, help fix things that aren’t working and ensure that our process and programs are supporting the organization’s sustainability.”

SNHU also offers a graduate certificate in human resource management, which MBA in HR students can take as a standalone or fold into their program with minimal additional courses. Taking advantage of this opportunity lets you walk away with not one but two in-demand credentials. Together, these two credentials provide robust competency in multiple areas of business as well as HR – an ideal way to increase your knowledge, skills and marketability.

Don't have a business background? No problem. Our MBA is accessible to everyone. Interested students must have a conferred undergraduate degree for acceptance, but it can be in any field. Those without an undergraduate degree in business or a related field may be asked to complete up to 2 foundation courses to get started. These foundations cover essential business skill sets and can be used to satisfy elective requirements for the general-track MBA. With foundations, the maximum length of your online MBA would be 36 credits.

Attend full time or part time. Students in the MBA have the option to enroll full time (at 2 classes per term) or part time (with 1 class per term). Full-time students should be able to complete the program in about 1 year, while part-time students could finish in about 2 years. Our students are busy, often juggling jobs, family and other obligations, so you may want to work with your academic advisor to identify the course plan that works for you. The good news is, you can switch from full time to part time and back again as often as you want.

Minimum Hardware Requirements

Master of Business Administration (MBA) Technical Requirements

University Accreditation

New England Commission of Higher Education Southern New Hampshire University is a private, nonprofit institution accredited by the New England Commission of Higher Education (NECHE) as well as several other accrediting bodies.

Tuition & Fees

Tuition rates for SNHU's online degree programs are among the lowest in the nation. We offer a 25% tuition discount for U.S. service members, both full and part time, and the spouses of those on active duty.

Online Graduate Programs Per Course Per Credit Hour Annual Cost for 15 credits 
Degree/Certificates $1,911 $637 $9,555 
(U.S. service members, both full and part time, and the spouses of those on active duty)*
$1,410 $470 $7,050 

Tuition rates are subject to change and are reviewed annually.
*Note: students receiving this rate are not eligible for additional discounts.

Additional Costs:
Course Materials ($ varies by course)

Frequently Asked Questions

What can you do with an MBA in Human Resources?

Where can I get a master's in human resources?

Is HR a good career choice?

Which is better, an MBA or MHRM?

How much does a master's in HR cost?

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Sources & Citations (1, 2, 3)

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