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Exam Code: PHR Practice test 2022 by team
PHR Professional in Human Resources (HRCI PHR)

- Business Management (20%)
- Talent Planning and Acquisition (16%)
- Learning and Development (10%)
- Total Rewards (15%)
- Employee and Labor Relations (39%)

Functional Area 01 | Business Management (20%)
Using information about the organization and business environment to reinforce expectations, influence decision making, and avoid risk.
01 Interpret and apply information related to general business environment and industry best practices
02 Reinforce the organizations core values, ethical and behavioral expectations through modeling, communication, and coaching
03 Understand the role of cross-functional stakeholders in the organization and establish relationships to influence decision making
04 Recommend and implement best practices to mitigate risk (for example: lawsuits, internal/ external threats)
05 Determine the significance of data for recommending organizational strategies (for example: attrition rates, diversity in hiring, time to hire, time to fill, ROI, success of training)
Knowledge of:
01 Vision, mission, values, and structure of the organization
02 Legislative and regulatory knowledge and procedures
03 Corporate governance procedures and compliance
04 Employee communications
05 Ethical and professional standards
06 Business elements of an organization (for example: other functions and departments, products, competition, customers, technology, demographics, culture, processes, safety and security)
07 Existing HRIS, reporting tools, and other systems for effective data reporting and analysis
08 Change management theory, methods, and application
09 Risk management
10 Qualitative and quantitative methods and tools for analytics
11 Dealing with situations that are uncertain, unclear, or chaotic

Functional Area 02 | Talent Planning and Acquisition (16%)
Identifying, attracting, and employing talent while following all federal laws related to the hiring process.
01 Understand federal laws and organizational policies to adhere to legal and ethical requirements in hiring (for example: Title VII, nepotism, disparate impact, FLSA, independent contractors)
02 Develop and implement sourcing methods and techniques (for example: employee referrals, diversity groups, social media)
03 Execute the talent acquisition lifecycle (for example: interviews, extending offers, background checks, negotiation).
Knowledge of:
12 Applicable federal laws and regulations related to talent planning and acquisition activities
13 Planning concepts and terms (for example: succession planning, forecasting)
14 Current market situation and talent pool availability
15 Staffing alternatives (for example: outsourcing, temporary employment)
16 Interviewing and selection techniques, concepts, and terms
17 Applicant tracking systems and/or methods
18 Impact of total rewards on recruitment and retention
19 Candidate/employee testing processes and procedures
20 Verbal and written offers/contract techniques
21 New hire employee orientation processes and procedures
22 Internal workforce assessments (for example: skills testing, workforce demographics, analysis)
23 Transition techniques for corporate restructuring, mergers and acquisitions, due diligence process, offshoring, and divestitures
24 Metrics to assess past and future staffing effectiveness (for example: cost per hire, selection ratios, adverse impact)

Functional Area 03 | Learning and Development (10%)
Contributing to the organizations learning and development activities by implementing and evaluating programs, providing internal consultation, and providing data.
01 Provide consultation to managers and employees on professional growth and development opportunities
02 Implement and evaluate career development and training programs (for example: career pathing, management training, mentorship)
03 Contribute to succession planning discussions with management by providing relevant data Knowledge of:
25 Applicable federal laws and regulations related to learning and development activities
26 Learning and development theories and applications
27 Training program facilitation, techniques, and delivery
28 Adult learning processes
29 Instructional design principles and processes (for example: needs analysis, process flow mapping)
30 Techniques to assess training program effectiveness, including use of applicable metrics
31 Organizational development (OD) methods, motivation methods, and problem-solving techniques
32 Task/process analysis
33 Coaching and mentoring techniques
34 Employee retention concepts and applications
35 Techniques to encourage creativity and innovation

Functional Area 04 | Total Rewards (15%)
Implementing, promoting, and managing compensation and benefit programs in compliance with federal laws.
01 Manage compensation-related information and support payroll issue resolution
02 Implement and promote awareness of non-cash rewards (for example: paid volunteer time, tuition assistance, workplace amenities, and employee recognition programs)
03 Implement benefit programs (for example: health plan, retirement plan, employee assistance plan, other insurance)
04 Administer federally compliant compensation and benefit programs Knowledge of:
36 Applicable federal laws and regulations related to total rewards
37 Compensation policies, processes, and analysis
38 Budgeting, payroll, and accounting practices related to compensation and benefits
39 Job analysis and evaluation concepts and methods
40 Job pricing and pay structures
41 Non-cash compensation
42 Methods to align and benchmark compensation and benefits
43 Benefits programs policies, processes, and analysis

Functional Area 05 | Employee and Labor Relations (39%)
Manage, monitor, and/or promote legally compliant programs and policies that impact the employee experience throughout the employee lifecycle.
01 Analyze functional effectiveness at each stage of the employee lifecycle (for example: hiring, onboarding, development, retention, exit process, alumni program) and identify alternate approaches as needed
02 Collect, analyze, summarize, and communicate employee engagement data
03 Understand organizational culture, theories, and practices; identify opportunities and make recommendations
04 Understand and apply knowledge of programs, federal laws, and regulations to promote outreach, diversity and inclusion (for example: affirmative action, employee resource groups, community outreach, corporate responsibility)
05 Implement and support workplace programs relative to health, safety, security, and privacy following federal laws and regulations (for example: OSHA, workers compensation, emergency response, workplace violence, substance abuse, legal postings)
06 Promote organizational policies and procedures (for example: employee handbook, SOPs, time and attendance, expenses)
07 Manage complaints or concerns involving employment practices, behavior, or working conditions, and escalate by providing information to appropriate stakeholders
08 Promote techniques and tools for facilitating positive employee and labor relations with knowledge of applicable federal laws affecting union and nonunion workplaces (for example: dispute/conflict resolution, anti-discrimination policies, sexual harassment)
09 Support and consult with management in performance management process (for example: employee reviews, promotions, recognition programs)
10 Support performance activities (for example: coaching, performance improvement plans, involuntary separations) and employment activities (for example: job eliminations, reductions in force) by managing corresponding legal risks
Knowledge of:
44 General employee relations activities and analysis (for example, conducting investigations, researching grievances, working conditions, reports, etc.)
45 Applicable federal laws and procedures affecting employment, labor relations, safety, and security
46 Human relations, culture and values concepts, and applications to employees and organizations
47 Review and analysis process for assessing employee attitudes, opinions, and satisfaction
48 Diversity and inclusion
49 Recordkeeping requirements
50 Occupational injury and illness prevention techniques
51 Workplace safety and security risks
52 Emergency response, business continuity, and disaster recovery process
53 Internal investigation, monitoring, and surveillance techniques
54 Data security and privacy
55 The collective bargaining process, terms, and concepts (for example: contract negotiation, costing, administration)
56 Performance management process, procedures, and analysis
57 Termination approaches, concepts, and terms

Professional in Human Resources (HRCI PHR)
HR Professional learner
Killexams : HR Professional learner - BingNews Search results Killexams : HR Professional learner - BingNews Killexams : Human resources launches a self-guided learning library

The Office of Human Resources launched a new learning library to empower employees to take charge of their professional development and start their learning journey.

The online and self-guided learning library is organized into categories, or content areas, to help employees build their professional skill set. Each content area includes links to self-paced online courses, book and article recommendations, and other learning materials to explore at one's own pace.

“The new learning library is designed to deliver employees quick and easy access to a variety of learning opportunities on commonly requested topics,” said Tiffany Lundy, associate director of learning and development. “It is a one-stop resource that can be revisited time and time again to expand on a specific skill or develop new ones.”

The learning library will be updated periodically and includes a monthly learning challenge to cultivate a continuous learning mindset, Lundy said.

Each month, human resources provides a new learning opportunity on a featured course and encourages employees to set time in their schedule to develop a specific professional skill. Each challenge includes a series of both independent and team activities. 

Many of the learning resources in the online and self-guided learning library are from LinkedIn Learning, an online learning platform that offers video-based courses for professional development. All employees have free access to LinkedIn Learning content, which includes more than 8,000 courses taught in seven languages. It also offers robust learning paths and thousands of bite-sized videos for learning 'in the moment.'

For more information about LinkedIn Learning, visit the HR website.

Tue, 29 Nov 2022 04:07:00 -0600 en text/html
Killexams : 2023 HR Trends

Diversity, equity, inclusion and belonging (DEIB) is an initiative geared towards eliminating discrimination, bias and harassment and creating a diverse and inclusive workplace that promotes innovation and growth.

Unfortunately, current adoption of DEIB has been largely performative. According to PwC’s Global Diversity, Equity and Inclusion Survey, 75% of respondents value and prioritize diversity, but 32% also feel as though diversity is a barrier to advancement within the organization. Furthermore, only 4% of companies are currently meeting expectations for a successful DEIB program.

Using objective, quantifiable metrics to track and respond to relevant data will help human resources work towards integrating DEIB into the structure and culture of a company, rather than simply going through the motions.

Fri, 02 Dec 2022 05:00:00 -0600 Chauncey Crail en-US text/html
Killexams : 10 Ways Human Resources Will Change in 2022
  • As the standard work environment changes, businesses should focus on several important trends throughout 2022.
  • Employers should expect an increased demand for modified employee benefits, including health and wellness programs and flexible work arrangements.
  • HR professionals should pay special attention to new laws, regulations and guidelines regarding COVID-19 and prepare to accommodate employees’ changing health conditions.
  • This article is for small business owners and human resources professionals who are interested in learning about important HR syllabus for 2022. 

An excellent human resources (HR) department is vital to any company. HR’s constantly expanding functions include recruiting top talent, shaping a company’s culture, distributing employee benefits and enforcing company policies.  

HR best practices are always evolving, especially as a result of the COVID-19 pandemic. We’ll explore cutting-edge HR trends that can help HR professionals support employees and their organization.  

Editor’s note: Looking for the right HR Software for your business? Fill out the below questionnaire to have our vendor partners contact you about your needs.

10 ways HR is changing in 2022

Here are 10 HR trends businesses should be aware of in 2022, along with some changes companies can make to keep up with the future of human resources.

1. Companies will provide progress reports on 2020 diversity and inclusion efforts.

During the summer of 2020, following the murder of George Floyd and the Black Lives Matter protests that followed, companies across the country were forced to reckon with their biases, including racist, exclusionary hiring practices and hostile work environments for Black and Indigenous employees and other employees of color. 

Many businesses responded by creating diversity and inclusion training programs in the workplace and making promises and plans to adopt more equitable hiring practices. Two years later, clients, customers, community members and employees are seeking results. Companies have begun releasing diversity reports and other results to demonstrate the efficacy of their efforts to create a culture of inclusion.  

In 2022, HR departments will release information publicly to outline the steps they’ve taken over the past two years to address racism in the workplace and the progress they’ve made toward their goals, thus demonstrating that their genuine commitment to racial justice goes beyond optics. 

TipTip: To promote diversity and inclusion, small business owners should get employees committed to diversity, change language to include gender-neutral pronouns, and clearly state their commitment to diversity in all documentation and mission statements.

2. HR departments will lean on technology for automated HR processes.

Jared Rosenthal, CEO and founder of the automated onboarding and screening system StaffGlass, pointed out the growing trend of adopting cloud software to automate and manage workflows. In 2022, the workplace automation trend is expected to keep growing, spreading into industries that have traditionally been slower to adopt automated tools. 

Although many companies already use software to recruit employees and to aid in the employee onboarding process, the coronavirus pandemic created a bigger need for digitizing these processes. Automated onboarding tools, in particular, will become commonplace in 2022, thereby accelerating and optimizing the hiring process for employers and employees. 

The popularity of the best HR software will persist in a post-pandemic world, Rosenthal told Business News Daily. “It’s simple: If you’re going to compete in the post-pandemic world, you need to move as much to the cloud as possible, including seemingly offline HR activities like drug testing and pre-employment occupational health testing,” he said.

Even small business HR processes could benefit from technological innovations and cloud-based computing, including remotely hiring and onboarding new employees.

3. Companies will adopt dynamic in-office and remote policies.

When the COVID-19 pandemic forced many businesses to shutter their doors in 2020, in-office employees abruptly transitioned to working remotely. Managing a remote workforce has since become a permanent situation for many businesses. Remote work options have proved valuable for responding to new COVID-19 variants and surges and meeting employees’ needs. 

“Employees love the flexible schedule and the absence of a commute so that there is more time in the day to spend with their families,” said Angela Rochester, former assistant general counsel and human resources consultant for Engage PEO and current deputy general counsel for labor and employment at GoHealth. “Employers should leverage technology as much as possible to maintain employee engagement.”

Despite the popularity of remote work and flexible work policies, some employers and employees prioritize in-office time to collaborate more efficiently as a team or to get a change of scenery. In response, more offices in 2022will adopt hybrid policies for remote and in-office days, offering employees the flexibility to make the best decisions for their situations and pivot according to changing public health needs. 

Depending on your company’s size, this policy might include a schedule or sign-up sheet for your team to coordinate their in-office days. 

TipTip: Remote working tools can help your team communicate and stay connected. For example, Slack makes messaging effortless, and Microsoft Teams combines workplace chat, video conferencing, cloud storage and app integration.

4. Employers will virtually maintain company culture and employee engagement.

Entirely or partially remote organizations must find creative methods to keep remote employees engaged and foster the company culture. Without a physical office space and daily routine to connect with co-workers, employees – especially new hires – may feel isolated or disengaged.

“Maintaining employee engagement is crucial, as remote work looks set to continue,” said Nicole Reid, chief people officer at Xero. “To keep people engaged, they need to be connected to a purpose. It’s important that every member of the team has a clear sense of the company’s direction and how their role contributes to it.”

Prioritize employee engagement and culture by hosting virtual meetings and hangouts, surveying employees about their interests, and increasing internal communication. Keep in mind that many employees are starting to suffer from the online-meeting fatigue known as Zoom burnout, so it’s crucial to consult your team to find the perfect communication balance.

5. Employers will focus on their employees’ well-being.

Health and wellness are hot-button topics. Employers are more aware than ever of the importance of employee well-being and its impact on business success. However, employees’ well-being and mental health will undoubtedly fluctuate during stressful and uncertain times. 

“Small business leaders must step up to support their employees’ well-being and engagement, likely in ways they haven’t had to before,” Reid said. “They must find ways to create a flexible and healthy work environment and support mental well-being in some of the toughest times we’ve seen.”

Company leaders can help Excellerate their employees’ health and wellness by maintaining transparency and clear communication within their organization.

“Make sure that people aren’t getting too exhausted and burning out,” Reid said. “Have conversations so you know how your team is feeling as well as what they’re doing.”

Employers will also continue expanding employee-assistance programs to provide a broader range of tools, including mental health days, more access to counseling, health and wellness plans, and updated services that can help employees take a holistic approach to their health. 

Reid also advised small business owners to lead by example. Take the time for self-care, and set boundaries and expectations so your team can follow suit.

6. HR teams will modify employee benefits.

The pandemic shifted employee benefits and working arrangements. As employers seek to provide their staff with the best possible health insurance and benefits, they should consider their employees’ evolving needs. For example, free lunches and commuter benefits aren’t as attractive; instead, employees prioritize healthcare, wellness programs, and job perks like home office credits.

Reid also recommended supporting employees by offering flexible work arrangements. 

“Enable flexible work, whatever that means for the individual,” Reid said. “Some parents of young children, for example, might need to juggle childcare and work during the day, and being able to work in the evening instead could be one less stress. A key point is that everyone has their own unique circumstances, and you’ve got to open those conversations, listen and take actions that are supportive.” 

Employers are also offering more thoughtful vacation options that suit workers with unconventional schedules. For example, some companies have adopted a policy of offering new employees two paid weeks before they start their new positions.   

7. Employers will face COVID-19-specific paid sick leave and accommodations.

As COVID-19 variants lead to more surges, employees will need time off to isolate and recover. Furthermore, long-haul COVID-19 symptoms, or “long COVID,” have affected up to 23 million people in the United States, often leading to a wide range of severe health issues. In fact, American with Disabilities Act (ADA) regulations recognize long COVID as a disability, as it can significantly affect people’s daily lives and abilities. 

Rochester said employers must reasonably accommodate employees’ COVID-related disabilities that create new or different circumstances for them in the workplace. “Employers should continue to do what they normally would with respect to accommodation requests and identify the limitations that a disability imposes on the employee’s essential job functions, engage in an interactive dialogue to determine whether a reasonable accommodation exists and, where circumstances require, provide an accommodation,” Rochester said. 

Additionally, many state and local jurisdictions have expanded their paid-sick-leave laws to apply to COVID-19-related circumstances.

“Employers should familiarize themselves with the paid-sick-leave requirements for the jurisdictions in which they conduct business so that they can update their policies accordingly and understand which laws apply when dealing with COVID-19-related sick time,” Rochester said.

Key TakeawayKey takeaway: Businesses must understand sick leave laws and employees’ rights regarding COVID-19-specific paid sick leave and accommodations, including accommodations for long-COVID symptoms.

8. Employers may update their offices to become more COVID-safe. 

When companies open their offices, it’s critical to take every reasonable precaution to keep their teams safe from COVID-19. For some workplaces, this has meant implementing mask policies and providing employees with high-quality masks, like N95s. Other companies have instituted vaccine requirements. 

In 2022, in addition to these measures, we will see more widespread adoption of COVID-mitigation techniques built into the workspace itself. 

Many companies have updated their HVAC systems to Excellerate office-wide ventilation. The Centers for Disease Control and Prevention (CDC) recommends high-efficiency particulate air-filtration systems to move air quickly from communal settings like offices. In areas where an HVAC overhaul isn’t possible, the CDC recommends ultraviolet germicidal irradiation, which can be added to existing ducts. 

Other interventions include moving into an office space with many windows you can open, high ceilings and ample space between work areas. In addition, outdoor spaces within office settings are in high demand right now. 

9. HR departments will face new compliance requirements.

As laws and guidelines change, HR departments will grapple with new compliance requirements. HR managers will rewrite employee handbooks and reevaluate rules pertaining to workplace harassment measures, leave benefits and drug testing. 

HR departments will also have to navigate the pay transparency laws that are rapidly becoming more common across states. Illinois and California have laws requiring businesses of a specific size to report aggregate pay data to their labor departments. 

Perhaps most notable, however, is the preponderance of laws mandating salary range disclosures on job listings. California, Colorado, Maryland, Connecticut, Washington state, Rhode Island, Nevada, New York City, Cincinnati, and Toledo, Ohio, have laws requiring employers to provide salary data upfront. In 2022, as this requirement becomes more commonplace, more HR departments will move toward increased transparency around compensation. 

Did you know?Did you know?: Some state business labor laws protect residents even if they work remotely for businesses in other states. If your company hires remote applicants across the country, ensure your practices don’t violate state laws.

10. HR teams will grapple with marijuana usage laws.

In the past few years, more states have legalized or decriminalized marijuana use to various degrees, and that trend will reach a fever pitch in 2022. As of early June, 38 states have legalized medical marijuana use and 19 have also legalized recreational use. 

Although employers still have a right to implement drug-free workplace policies, Rochester said companies operating in multiple states should understand that testing policies can vary by location. Employers should stay current on the marijuana laws and regulations in their states and local jurisdictions.

“If an employee or an applicant tests positive for marijuana, employers should be mindful of ADA considerations in connection with medical marijuana use and proceed accordingly,” Rochester said. In states that have legalized recreational marijuana, employers can prohibit use at work or during work hours but can’t prohibit use outside of work. Some states, like New York, do not allow employers to test their employees for marijuana unless the role requires testing based on state or federal law. 

In 2022, HR departments will have to adjust their policies to recognize these complex changes in laws surrounding marijuana usage. 

In 2022, flexibility is key 

Flexibility is the thread connecting 2022‘s HR trends. The past few years have proved that companies must adapt to survive the constantly changing public health circumstances brought about by the ongoing COVID-19 pandemic. 

Furthermore, businesses have had to adapt their policies in response to growing social justice efforts and the dynamic needs of the labor force. Moving forward, HR departments should prepare to offer employees a wide range of options that accommodate their changing circumstances so they can focus on working toward the company’s goals. 

Skye Schooley contributed to the reporting and writing in this article. Some source interviews were conducted for a previous version of this article.

Mon, 05 Dec 2022 10:00:00 -0600 en text/html
Killexams : HR’s focus turns to upskilling, says research

Research this month has shown that HR professional’s priorities are now turning toward learning and development and upskilling as business seek to address the continuing lack of talent in the labour market.

Fosway Group’s HR Realities Research 2022, the results of which will be presented on Personnel Today’s webinar this week, shows that as the lack of availability of talent begins to bite, reskilling and upskilling, employee retention and digital transformation have surged up HR’s priority list, when compared to 2021.

Almost all European HR respondents (95%) said the availability of talent as their most significant business challenge, and the research shows that HR priorities have realigned to address skills shortages.

Skills challenges have elevated strategic workforce planning as a lever for HR success. Respondents said the most important factors for the future success of HR teams are leadership and people management (68%), change management (64%), business consulting (45%), coaching (44%) and strategic workforce planning (42%). The research shows a shift to more of an influencing approach by HR as business consulting and coaching overtake business partnering, moving from 4th in 2021 to 10th place this year.

David Perring, director of research at Fosway Group, said: “Skills really are the number one game in town, according to this year’s HR Realities Research. Not only are they key to solving the shortage of available talent, they are also critical for the employee experience.

“HR teams also see skills development as the number one initiative to help futureproof the organisation. But are HR solutions able to live up to expectations of a modern employee experience?”

Perring joins Personnel Today editor Rob Moss on this Thursday’s webinar, in association with SumTotal, as they focus on L&D strategies that are good enough to retain talent in 2023.

Also on the panel, Mike Smith, learning operations manager at Direct Line Group, will provide first-hand experience of how the insurance company is changing its approach to staff development.

For the first time since Fosway’s research began in 2014, employee experience is now seen as the top driver for HR’s future success, followed by HR data, employer brand and values, the integration of HR and business systems and strategic influencing. HR teams report they have C-Suite backing to Excellerate the employee experience, with 65% saying they have complete or significant support, and only 8% saying they don’t have buy-in.

However, the research shows there is a long way to go to deliver on this, with only 17% of HR teams describing their employee experience as irresistible.

“It’s very fashionable in HR to use the ‘experience’ label,” said David Wilson, CEO Fosway Group. “But what does it mean really? This research shows creating a great employee experience remains a huge challenge for employers because it is so much more than simply creating a great user experience for HR systems. That is important but so are all the other human factors that drive the experience.”

Learn more about improving your L&D strategy in our exclusive on-demand webinar

Rob Moss is a business journalist with more than 25 years' experience. He has been editor of Personnel Today since 2010. He joined the publication in 2006 as online editor of the award-winning website. Rob specialises in labour market economics, gender diversity and family-friendly working. He has hosted hundreds of webinar and podcasts. Before writing about HR and employment he ran news and feature desks on publications serving the global optical and eyewear market, the UK electrical industry, and energy markets in Asia and the Middle East.

Mon, 21 Nov 2022 02:05:00 -0600 Rob Moss en-GB text/html
Killexams : Partners with Circa for Professional Course on HR Strategies for Building an Ethical Workplace Jacksons Point, Ontario, Canada ( Monday Nov 14, 2022 @ 7:00 AM Pacific —, the largest network of human resources (HR) executives, has partnered with Circa, provider of SaaS-based OFCCP compliance management & recruiting technology solutions, to offer the recently launched online self-paced course, HR Strategies for Building an Ethical Workplace, to their catalog of professional learning as an option for meeting the ethics credit requirement for HR recertification.

The course was strategically designed to help equip leaders and employees to effectively implement a strategy and framework for building an ethical workplace that aligns with company values, environmental social governance (ESG) commitments, and employer brand. They can gain the knowledge, skills, and tools to implement this framework to help navigate ethical dilemmas.

The new course will help learners understand HR’s role in driving ethical behavior and provide:

“With new disclosure regulations around ESG and increasing demand for transparency from multiple stakeholders – investors, employees, and consumers – intentional efforts to build an ethical workplace becomes even more paramount. HR plays a pivotal role in driving that,“ said Roselle Roger, Circa Vice President for Diversity, Equity, and Inclusion.

“We strive to provide our HR community with the resources and education they need to do their jobs and maximize their potential,” stated Debbie McGrath, Chief Instigator and CEO of “This new course will deliver them the strategies they need to be ethical leaders that can communicate and implement HR ethics strategies in their workplace.”

The course is now live on and available for immediate access.

Contact tmcgrath [at] to inquire about discounted group rates.

The HR Strategies for Building an Ethical Workplace Course Info and Registration:

About Circa

Circa is a catalyst for 21st-century companies to build high-performing diverse teams based on research that shows companies want to shift from diversity as a program to diversity as a business strategy. The companies’ robust portfolio of software solutions and unparalleled industry expertise deliver employers the tools and knowledge they need to radically change how they approach talent acquisition and management. The company was founded in 1994, has 5000+ customers, 15,500 community partner relationships and in 2019 posted 5M+ jobs through its network of 600+ online employment websites. For more information, visit

About, the largest network of HR professionals, is committed to helping HR professionals advance and build meaningful careers. Over 2 million HR professionals rely on for education, career development, networking, and compliance 24/7/365. Offerings include 180+ leading-edge HR Research Institute industry studies, 13 HR-themed epublications, innovative professional education with 250+ annual webcasts and virtual courses, the most comprehensive HR test prep program for SHRM/HRCI certification (prepare for a salary increase), HR tools, and legal compliance updates. Visit to maximize your potential.

For more information, contact:

[email protected] Newsroom

Mon, 14 Nov 2022 01:18:00 -0600 en-US text/html Killexams : Emerging HR shifts in 2023

I ALWAYS like to think ahead. After seeing what's happening, I tend to extrapolate how things would be in the future. Here's what I see happening in HR in 2023.

Changing HR

During the past three years, I saw how the human resources (HR) function reacted to such change drivers as technology, information, climate change, geo-political dynamics, etc. The Covid-19 pandemic hastened the change, and geopolitics and supply chain disruptions made the change even more imperative for HR.

The long lockdowns pushed digital transformation at least three years into the future. The traditional brick-and-mortar businessmen woke up one day doing online business and e-commerce. The change in the way employees work altered the modus vivendi in worker-employer relations. Learning and development became online and on-demand. HR was leading the change needed by corporations and nonprofits to cope with crisis after crisis.

I've talked with a few chief executive officers (CEOs) and, although the trial size is small, the CEOs have similar observations — HR did well in 2020-2022, but they expect HR to do more in 2023 and beyond.

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Here are a few of my conclusions: 1) HR was instrumental in the many (firefighting) coping mechanisms for organizations to live with Covid-19 and thrive — congratulations! but 2) the chief HR officer's (CHRO's) role should further evolve; and 3) HR should focus on organizational needs with long-term impact.

If HR is properly motivated (driven by altruistic motive), enabled (by the CEO), and focused (on critical issues with long-term organizational impact), it can truly make the most valuable contributions to the organization in 2023.

In the Philippines, there are a number of areas where HR can play a major role. Here are three of them:

Workforce ecosystem

For the longest time, HR focused on managing the organization's regular workforce. The purchasing department accredits, evaluates and manages job contractors. Functional heads hire and manage their specialist consultants, gig workers, project employees and other external contributors. Often, this results in inequities, unequal work distribution, pay differences, etc.

In 2023, HR should begin to manage the complex ecosystem of workers and integrate all forms of employees into the HR value chain. Some functional heads do not want HR to "meddle" with the way operating managers handle their employees. HR and line managers should realize the possible risk that the organization faces with HR being "hands-off" in managing non-regular staff.

Today, the nature of work has changed, and HR knows it best. Line managers must trust that HR can add value in managing regular and contingent workers so that they could more effectively complement each other. The organization should realize that there are aspects of work best done not by regular employees but by competent external contributors.

HR's best people practices can be extended to the management of contingent workers. On one hand, the organization can assimilate the expertise of these contingent workers. On the other, the contingent workers would be more motivated to provide value to the organization that they feel they are part of and where they are valued and treated with dignity.

CHRO's changing role

Somehow, the Covid-19 pandemic has forced the CHROs to wear many different hats. The CHROs must feel comfortable with this arrangement, as it will continue much longer than many expected.

I remember my friend, Ricky Vargas, who was once CHRO of PLDT. He left Citibank and joined PLDT primarily to spearhead organizational transformation. At one time, he told me that as PLDT's CHRO, he wore many hats and he dabbled in managing basketball, boxing, etc. at the national level. It made him a national figure and kept him happily busy beyond retirement.

Often, the CHRO is pushed into the spotlight during crisis situations. The CHRO leads Board discussions on policy, pandemic coping mechanisms, employee safety and productivity, and corporate social responsibility. Now that most large organizations are integrating environmental, social and governance (ESG) goals into their policies and programs, the CHRO has become the CEO's close adviser on ESG and related programs — i.e., on diversity, equity and inclusion (DE&I).

When CHROs think they know all the answers, suddenly somebody changes the questions. What started as D&I separately is now DE&I or simply DEI. With the long lockdowns and the work-from-home (WFH) and hybrid work arrangements, organizations now need to strengthen employees' engagement and sense of belonging. In 2023 and beyond, prepare to hear about DEIB — diversity, equity, inclusion and belonging.

CHROs must wear as many hats as possible, and often one on top of the other.

Strengthening leadership

Ensuring leadership continuity will be a major issue in 2023, as the Baby Boomers and Gen Xers are quitting from many organizations.

Elsewhere, the Great Resignation opened opportunities for young high-performers to get promoted to managerial posts. Due to talent shortages, less experienced candidates were hired for managerial positions.

Many CEOS believe that there is an urgent need to develop the next generation of leaders, while only a few CEOS think that they have a strong leadership bench. Added to this dilemma are the new skills required of managers now and in the short-term future, such as leading remote teams, managing hybrid work, the need for a more human-centric approach to people as organizations adopt new technologies and automate work, and the need to manage different types of workers in the emerging workforce ecosystem composed of regular and contingent workers.

HR must lead the reskilling and upskilling of leaders, particularly the first-line and middle managers, in the organization. HR must be adept at transmitting the key messages and listening to these leaders, and in helping them navigate operation and people issues. HR must do a lot of hand-holding with these young leaders to ensure that they learn and demonstrate critical soft skills like empathy, listening, getting feedback, and creating understanding with their subordinates.

CEOs and CHROs must understand that they need to invest in leadership programs that will deliver the right dividends in the future. They must develop and implement a no-nonsense succession planning system that can ensure the continuity of organizational leadership. Failing that, they could commit the same mistakes that the knee-jerk reactions to the Great Resignation spawned.


In 2023, HR will have major challenges and great opportunities. The success or demise of the CHRO's career rests in his/her own hands. With the help of the CEO, the CHRO can overcome the challenges, but he/she must first convince the CEO that he/she is the CEO's strategic partner, adviser, spokesperson, and perhaps confidante.

Here's my advice to HR professionals in 2023: 1) Build a resilient, agile and future-ready organization, starting with the HR organization; 2) shrug off any form of arrogance; train as many line managers as experts in HR; and 3) treat HR issues as organizational problems that need whole-of-organization solutions.

Ernie Cecilia is the chairman of the Human Capital Committee and the Publication Committee of the American Chamber of Commerce of the Philippines (AmCham); chairman of the Employers Confederation of the Philippines' (ECOP's) TWG on Labor Policy and Social Issues; and past president of the People Management Association of the Philippines (PMAP). He can be reached at [email protected]

Wed, 07 Dec 2022 15:48:00 -0600 en text/html
Killexams : Revealed: 5-Star Learning & Development winners

Canadian HR Reporter is proud to announce the 5-Star Learning & Development winners for 2022.

The report recognizes firms who excel across a number of criteria including platform features, value for money, learning outcomes, user experience and more. The top-ranked L&D providers receive a five-star rating in recognition of their achievements and excellent performance. 

This year’s award-winning employers include:

Be sure to check out the in-depth feature, where we talk to some of the winners to discuss the importance of training and internal mobility to combat labour shortages.

To select the best learning and development service providers for 2022, Canadian HR Reporter enlisted some of the industry’s leading professionals.

During a 15-week process, our research team conducted one-on-one interviews and surveyed thousands more within its network to gain a hurry understanding of what HR professionals think of current market offerings. Participants were first asked about which features of L&D platforms and training providers they thought were most important, and how the L&D service providers they dealt with rated based on those attributes.

Across the criteria for the LMS provider category, the winners scored highly on factors such as ease of use, ease of integration, technical support, platform features, management reporting, and value for money.

In the L&D training provider category, the nominees were ranked on the basis of quality and breadth of content, learner engagement, user experience, value for money, and learner outcomes. At the end of the research period, the providers that received the highest rankings were named 5-Star L&D winners.

To see the full list of winners of this year’s 5-Star Learning & Development, click here.

Mon, 05 Dec 2022 23:30:00 -0600 en text/html
Killexams : Role of HR in promoting holistic skill development in the post pandemic world Role of HR in promoting holistic skill development in the post pandemic world © Provided by India Today Role of HR in promoting holistic skill development in the post pandemic world

The advent of artificial intelligence and automation has already triggered a rapid rise in the pace of changes across the employment landscape in accurate years. But the pandemic lent new wings to this transition by accelerating disruptions across almost all industries worldwide. 

As the traditional ways of doing business are upended by start-ups and other new-age enterprises, companies have been pivoting their operating models. Consequently, many legacy skills have little relevance in the changing business environment. Keeping this in mind, HR heads and other leaders have been placing a premium on the upskilling and reskilling of employees. 


The World Economic Forum predicts that 85 million jobs will be disrupted by 2025 due to automation. Nevertheless, 97 million new jobs will be generated as the division of labour pivots between humans, machines, and algorithms.

Against this backdrop, company management and HR heads have realised the criticality of promoting skill development among employees, especially through upskilling and reskilling initiatives. As a result, learning and development (LandD) programmes have assumed more significance in the post-pandemic period as enterprises seek to augment the strength of their workforce while plugging its shortcomings. 

Conversely, reskilling is used to retrain employees for new roles by training them in some new skill or discipline. The significance of augmenting the skills of employees is highlighted by a PwC report that revealed 79 percent of CEOs were panic about the existing skills of their workforce and its ability to address evolving workplace needs. 

HR leaders will understand the importance of reskilling and upskilling since this is more cost-effective than hiring new talent, who typically seek to join at higher salaries. Besides boosting morale, reports reveal that employees given high-quality L&D opportunities perform better than untrained ones. 

Enterprises that retrain and upskill existing employees for new functions can then retain such staff for longer tenures while increasing their job satisfaction levels. Moreover, millennials and Gen Z cohorts prefer employers who invest in L&D benefits because it boosts prospects for faster career progression. 


Enhancing employee engagement levels: In many enterprises, millennials comprise the majority of the workforce. For these young workers, professional development and career progression are crucial since it indicates their contributions are valued by the company. Companies willing to invest in the periodic skill development of employees win the confidence and loyalty of these young workers. 

Attracting and retaining top talent: Today, college students consider growth opportunities as one of their top priorities when seeking jobs. However, many students graduating from universities may lack specific skills, particularly soft skills, to hit the ground running when they join any organisation.

A dedicated onboarding program with training and development sessions can help in attracting and retaining top talent, who will be motivated by the opportunities to Excellerate their skills on the job. 

Boosting customer satisfaction levels: With periodic upskilling and reskilling programmes, employees can be brought up to speed on the current industry practices. Knowledge of the latest trends then empowers them to offer better service, increasing customer satisfaction. Happy and satisfied clients then display higher loyalty and bring more long-term value to brands. 

Increasing competitiveness: Through reskilling and upskilling programmes, employees become more proficient in their roles besides being able to view things from a holistic perspective. L&D training equips employees to work with an open, receptive mindset, learning to work around hurdles rather than simply going through the motions. This promotes better individual and institutional outcomes. 

Raising overall staff productivity: L&D programmes can be a tremendous motivator, encouraging employees to work more efficiently and with greater team spirit. In turn, this fosters better job satisfaction, increasing employees' sense of purpose, loyalty, and oneness with the organisation. 

In the post-pandemic phase, as some enterprises cut back on discretionary spending, it should be noted that their HR heads will be well placed to meet organisational objectives if the outlays and focus on Land D initiatives are maintained. In the world of constant innovations and disruptions, it's the best way to stay ahead of the technological curve. 

This article is written by: Ritu Agast, Director of Human Resources at Pearson India.


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Tue, 06 Dec 2022 19:09:20 -0600 en-IN text/html
Killexams : WHARTON ONLINE LAUNCHES BEST-IN-CLASS AI FOR DECISION MAKING CERTIFICATE PROGRAM No result found, try new keyword!Simplilearn, a global digital skills training provider, has collaborated with Wharton Online, the Wharton School's digital learning platform, for a world-class AI certificate program. The AI for ... Wed, 07 Dec 2022 20:53:00 -0600 en-US text/html Killexams : University of Oregon: Human resources launches a self-guided learning library

The Office of Human Resources launched a new learning library to empower employees to take charge of their professional development and start their learning journey.

The online and self-guided learning library is organized into categories, or content areas, to help employees build their professional skill set. Each content area includes links to self-paced online courses, book and article recommendations, and other learning materials to explore at one’s own pace.

“The new learning library is designed to deliver employees quick and easy access to a variety of learning opportunities on commonly requested topics,” said Tiffany Lundy, associate director of learning and development. “It is a one-stop resource that can be revisited time and time again to expand on a specific skill or develop new ones.”

The learning library will be updated periodically and includes a monthly learning challenge to cultivate a continuous learning mindset, Lundy said.

Each month, human resources provides a new learning opportunity on a featured course and encourages employees to set time in their schedule to develop a specific professional skill. Each challenge includes a series of both independent and team activities.

Many of the learning resources in the online and self-guided learning library are from LinkedIn Learning, an online learning platform that offers video-based courses for professional development. All employees have free access to LinkedIn Learning content, which includes more than 8,000 courses taught in seven languages. It also offers robust learning paths and thousands of bite-sized videos for learning ‘in the moment.’

Fri, 02 Dec 2022 10:59:00 -0600 en-US text/html
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