PHR information - Professional in Human Resources (HRCI PHR) Updated: 2023 | ||||||||
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Exam Code: PHR Professional in Human Resources (HRCI PHR) information November 2023 by Killexams.com 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. Responsibilities: 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. Responsibilities: 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. Responsibilities: 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. Responsibilities: 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. Responsibilities: 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 information | ||||||||
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HR PHR Professional in Human Resources (PHR) https://killexams.com/pass4sure/exam-detail/PHR Answer: A Question: 151 What term describes a manager who makes himself visible, being present for employees, and getting out of his office to interact with employees? A. Open door policy B. Progressive discipline C. Active management D. Management by walking around Answer: D Question: 152 If a union wants to organize, it typically moves through five steps to the organizing process. Which one of the following is not one of the five stages of unionization of work force? A. The financing B. The campaign C. Obtaining recognition D. The election Answer: A Question: 153 All organizations need prevoyance, or planning, as a part of a manager's duty. As an HR Professional what is the primary purpose of planning? A. Directs the project team and staff to accomplish the project scope B. Establishes groundwork for the managers to achieve the goals of the organization C. Communicates the direction of the organization D. Establishes groundwork for the managers to achieve their goals Answer: B Question: 154 50 If an employer ignores stress in employees what symptom are employees likely to develop? A. De-motivation B. Burnout C. Tumors D. Turnover Answer: B Question: 155 You are a HR Professional for your organization and you're educating your staff on the Pregnancy Discrimination Act. Which one of the following statements about the Pregnancy Discrimination Act is not true? A. Pregnancy related benefits cannot be limited to married employees. B. Employers must provide the same level of health benefits for spouses of male employees as they do for spouses of female employees. C. If an employer provides any benefits to workers on leave, the employer must provide the same benefits for those on leave for pregnancy-related conditions. D. An employer is allowed to refuse to hire a pregnant woman because of the imminent time frame of the needed leave to deliver and care for the child. Answer: D Question: 156 As a HR Professional you must understand the laws and regulations, which affect employee compensation. Which of the following was the first to address a minimum wage for employees? A. Portal-to-Portal Act B. Walsh-Healey Public Contracts Act C. Davis-Bacon Act D. Fair Labor Standards Act Answer: C Question: 157 Which of the following types of training evolution measures whether the training had a positive impact on the bottom line? 51 A. Result B. Reaction C. Learning D. Behavior Answer: A Question: 158 Pat is interviewing Sammy for a job in his organization. During the interview, Pat asks Sammy for a dinner date. Sammy refuses his offer, but thanks him. Pat tells Sammy that a dinner date would be beneficial to the job selection. Sammy still refuses the dinner date. Based on this conversation, Pat decides not to hire Sammy for the position. This is an example of what type of sexual harassment? A. Covert B. Quid Pro Quo C. Contingent D. Hostile Work Environment Answer: B Question: 159 Which of the following requires employers to pay social security tax for employees and to withhold the tax amount from employee paychecks? A. Fair Labor Standards Act (FLSA) B. Occupational Safety and Health Administration (OSHA) C. Federal Insurance Contributions Act (FICA) D. Employee Retirement Income Security Act (ERISA) Answer: C Question: 160 Lucas has asked his manager to take time off from work because of a holiday his religion celebrates. Fran agrees but tells Lucas that he will be inspecting his project work to ensure that the work is accurate and not suffering because of the requested time off. This is an example of what? A. Perpetuating past discrimination B. Religious persecution in the workforce 52 C. Quality control D. Disparate treatment Answer: D Question: 161 As an HR Professional you must recognize, and be aware of several pieces of legislation that affects your performance as an HR Professional. Which one of the following acts used the terminology "work now, grieve later" to describe the urgency of performing work? A. Clayton Act B. National Labor Relations Act C. Railway Labor Act D. National Industrial Recovery Act Answer: C Question: 162 Sally is an HR Professional for an organization and she's working with Holly another HR Professional. Holly is concerned with effectiveness of a new policy. Sally is concerned with the efficiency of the new policy. What is the difference between effectiveness and efficiency? A. These are the same values in human resources. B. Efficiency is doing things right. Effectiveness is doing the right things. C. Efficiency is being effective when doing things. Effectiveness is doing the right things efficiently. D. Efficiency is knowing what to do. Effectiveness is doing what you know you should. Answer: B Question: 163 You are a HR Professional for your organization. You and your supervisor are reviewing the EEO reporting requirements for your company to comply with the reports your firm should file. Which report is collected on odd-number of years from state and local governments? A. EEO-4 Report B. EEO-1 Report C. EEO-5 report D. EEO-3 Report 53 Answer: A Question: 164 Validity is an important part of the interview process. All HR Professionals should recognize validity through the interview process. Which one of the following is not one of the four types of validity? A. Content validity B. Professional validity C. Construct validity D. Predictive validity Answer: B Question: 165 Holly and Gary are HR Professionals in their organization and they're working to develop the strategic plan for their organization. Holly and Gary are using SWOT analysis to help understand the needs of human, financial, technological, capital, and other aspects of their organization. What is SWOT? A. SWOT is an analysis to define the schedule, weaknesses, opportunities, and timetable of a project endeavor. B. SWOT is an analysis to define the strengths, weaknesses, opportunities, and threats an organization may face. C. SWOT is an analysis to define the strengths, weaknesses, openness, and timeliness of an organization. D. SWOT is an analysis to define the seriousness, weaknesses, openness, and timetable of organizationdevelopment. Answer: B 54 For More exams visit https://killexams.com/vendors-exam-list Kill your test at First Attempt....Guaranteed! | ||||||||
![]() Managers should be nvolved in pay decisions. HUMAN resources (HR) is often seen as a separate function from management. However, the reality is that every manager is also an HR manager. Managers are responsible for the performance and well-being of their team members, and this includes many of the same tasks that HR professionals are responsible for, such as recruitment, selection, onboarding, training, performance management, compensation and benefits, and employee relations. The difference is that HR professionals are technical people, and they have depth in these. Regardless of the level of support that HR professionals offer to managers, managers should have a certain level of HR knowledge to enable them to handle the basics of HR processes. There are a number of reasons why every manager is also an HR manager. First, managers are the ones who spend the most time with their team members. This gives them a unique understanding of their team members' skills, experience, needs, and goals. This information is essential for effective HR management. Second, managers are responsible for the performance of their teams. This means that they need to be able to recruit and select the right people for the job, onboard and train them effectively, and provide them with the support and resources they need to succeed. HR professionals must come in to supply them policy and technical support, but managers must take ownership. Third, managers play a key role in employee engagement, motivation, and retention. Managers, who are able to create a positive and supportive work environment, are more likely to have engaged and motivated team members, who are less likely to leave the company. Case of remuneration During a exact discussion with several managers, a critical issue emerged — remuneration. To my surprise, these managers confessed that they are kept in the dark about their subordinates' salaries. They have no say in these decisions, which are solely handled by the HR department under the guise of policy compliance. One manager recounted a disheartening experience of discovering that a subordinate was earning more than they were without any justifiable explanation. This disconnect between managers and remuneration decisions is a flawed practice that disempowers managers and undermines their authority. Just as managers provide input into promotion decisions, they should be granted the same level of involvement in pay decisions. It is illogical and counter-productive to exclude managers from a process that directly impacts their team members' motivation and performance. The current practice of keeping managers uninformed about their subordinates' salaries creates an atmosphere of distrust and disrespect within organisations. How can employees respect a manager, who does not influence their pay? This lack of involvement breeds resentment and erodes the manager's ability to lead effectively. The correct approach lies in empowering managers with the opportunity to provide input into pay decisions within the confines of established policies. Managers, after all, are the ones, who intimately understand the contributions and performance of their team members. Their insights are invaluable in ensuring fair and equitable remuneration practices. By granting managers a say in pay decisions, organisations can foster a more transparent, collaborative, and respectful work environment. Managers will feel valued for their contributions, and employees will have greater confidence in the fairness of the remuneration process. This, in turn, will lead to increased motivation, productivity, and employee retention. The time has come to move beyond the outdated practice of excluding managers from remuneration decisions. Empowering managers is not just about adhering to policy; it is about creating a workplace where respect, trust, and collaboration thrive. By entrusting managers with a voice in pay decisions, organisations can reap the benefits of a more engaged, motivated, and productive workforce. Other areas to add value One crucial area where managers can add significant value is in training needs analysis, facilitation, and post-training support. By understanding the specific skill gaps and development aspirations of their team members, managers can tailor training programmes that align with individual and organisational goals. This personalised approach ensures that training is relevant, impactful, and utilised effectively. Studies have highlighted the alarming rate of training decay, with research by McNelly et al. (1998) indicating that trainees lose up to 90% of the skills they acquire within a year of training. This rapid decay is particularly evident in cognitive tasks and when training is not reinforced through practice and application. To address this challenge, managers can play a proactive role in creating an environment conducive to skill retention and application. This includes providing opportunities for on-the-job practice, encouraging peer-to-peer learning, and incorporating training content into daily work processes. By embedding learning into the day-to-day operations, managers can maximise the return on investment in training and ensure that acquired skills are translated into tangible outcomes. In addition to training, managers can further enhance employee development by providing regular feedback, offering mentorship opportunities, and fostering a culture of continuous learning. By taking the time to understand the strengths, weaknesses, and aspirations of each team member, managers can tailor development plans that support individual growth and career advancement. Moreover, creating a positive and supportive work environment is essential for employee engagement and motivation. Managers can cultivate a positive work culture by promoting open communication, recognising achievements, and addressing concerns promptly. By fostering a sense of belonging and appreciation, managers can empower their teams to thrive, contribute to organizational success, and cultivate long-lasting professional relationships. Conclusion The notion that "every manager is an HR manager" is not merely a statement; it is a call to action. By empowering managers to take ownership of HR responsibilities, organisations can unlock a wealth of benefits, including enhanced employee performance, improved retention rates, and a more positive and productive work environment. Managers who actively engage in HR practices, such as providing regular feedback, fostering skill development, and creating a supportive work culture, are better equipped to motivate, engage, and retain their teams. This, in turn, leads to higher levels of productivity, innovation, and overall organisational success.
Related TopicsKaterina Goros is the senior vice president and head of human resources at Euna Solutions. The days have long passed when the core duties of human resources experts only centered on welcoming new staff members and ensuring a safe, fair working environment. Today, HR leaders are a crucial instrument for unleashing human potential and driving an organization's progress. They're also uniquely positioned to redefine how the CEO views their business and workforce. The crux of this fresh perspective involves more than simply giving HR a seat at the leadership table; it entails a thoughtful reconsideration of HR's fundamental role within the organization. Taking into account prevailing statistics regarding the typical perception of HR, more than 60% of C-suite leaders simply view HR's role as administrative, not seeing its potential as a thought partner. While more companies have HR experts in executive roles, a mindset shift still needs to take place so these professionals can be seen as another true right hand to the CEO. To change this mindset and empower HR leaders to make a meaningful contribution to the organization’s advancement, CEOs and leadership teams need to look inward and address three areas. How do you shake up the current HR mandate?The modern workforce and the operational dynamics of organizations are undergoing rapid changes, and some of the challenges that the leadership team grapples with are also changing. According to Gallup, there are fewer engaged employees across all demographics, including age, gender and job type. Other challenges are a large percentage of remote and hybrid employees, as well as greater employee turnover. Incorporating HR leadership into the executive team provides the strategic advantage of leveraging their invaluable expertise to address these issues. They can concentrate on optimizing employee engagement, a pivotal factor in achieving business success, impacting both talent acquisition and retention and the company's overall performance. How do you invest in HR as a more strategic asset?A major opportunity exists to add new perspectives to the leadership team that can enhance its ability to provide strategic value. For HR to fill this role, it’s essential to create a space that frees them from the redundant administrative tasks that have traditionally consumed their days. This can be achieved by embracing emerging HR technologies that can automate tasks like reporting, time tracking, payroll and more. According to an HR workflow report, more than 50% of an HR team's time is spent on tasks like processing employee information and answering questions. Freeing up this time, especially for seasoned HR leaders, will allow them to spend more energy on being strategic partners to the CEO. How do you ensure a more comprehensive HR skill set?To support HR leaders in taking on strategic responsibilities, it’s critical to build the right team. One of the key components of building a successful team, whether it's sales, marketing or, in this case, HR, is having a well-rounded base of skill sets. HR teams require individuals with the conventional expertise in HR responsibilities like employee relations and talent management, as well as a blend of strong leadership skills, data analysis proficiency and capacity for comprehensive and strategic thinking. Furthermore, bringing in talent with a diverse range of career expertise and experiences can enhance the HR team's effectiveness, foster innovation and propel the company toward enhanced overall success. With the shifting of the modern workforce and how organizations operate, the structure of an HR team needs to align with this new paradigm. In the ever-evolving landscape of business, the role of HR has transcended its traditional boundaries, propelling it into the nucleus of organizational progress. HR professionals are serving in essential roles on leadership teams and collaborating to steer companies toward new heights. The paradigm shift beckons these leaders to play a pivotal role in the executive leadership team. To fully harness the potential of HR in this journey, three crucial areas demand introspection: the redefinition of HR's mandate, strategic investment and the cultivation of a diversified skill set. Addressing these imperatives will fortify the partnership between HR and the C-suite and empower organizations to navigate the multifaceted challenges of the modern business landscape with agility and purpose. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify? [author: Noel Diem] As the face of HR changes, so too do the methodologies used. HR technology has paved the way for streamlined operations, seamless collaboration, and data-driven decision-making. From recruitment and onboarding to performance management and employee engagement, this powerful solution empowers organizations to optimize their workforce like never before. But does all of this change truly benefit employees, HR leaders, and organizations? Let’s take a look. The Evolution of HR TechnologyOver the years, HR technology has undergone a remarkable transformation alongside the importance of the department. Today, organizations rely on sophisticated software systems to streamline their HR processes and enhance overall efficiency while keeping the heart of HR the same. In the early stages, HR technology mainly focused on automating administrative tasks such as payroll processing and employee record management. However, as businesses recognized the potential for greater optimization, more advanced solutions were developed. One notable evolution is the rise of employee self-service portals. These online platforms empower employees to independently manage their personal information and professional development.This shift towards self-service not only reduces administrative burden but also enhances employee engagement by providing instant access to critical resources. With the emergence of mobile applications explicitly tailored for HR functions – such as recruitment apps or performance tracking tools – accessing vital information has become even more accessible through smartphones or tablets. As we continue into an increasingly digital age with rapid technological advancements – including data analytics capabilities like predictive analytics – it’s safe to say that this evolution will persist. The future holds exciting possibilities for leveraging AI-powered chatbots for candidate sourcing or utilizing virtual reality simulations for immersive training experiences. It also holds hope for Human Resources compliance, a growing area of risk and concern for organizations. Benefits of HR Technology in the WorkplaceHR technology has revolutionized how businesses manage their workforce, bringing numerous benefits to the workplace. One of the key advantages is increased efficiency and productivity. With automated processes for tasks such as recruitment, onboarding, and performance management, HR professionals can save time and focus on more strategic initiatives. Alongside this shift is an improvement in data accuracy and analysis. HR technology enables organizations to collect and analyze vast amounts of employee data, providing valuable insights for decision-making. From identifying skill gaps to tracking employee engagement levels, this data-driven approach helps companies make informed choices about talent management. HR Technology for ComplianceAdditionally, HR technology enhances compliance with labor laws and regulations. By automating processes related to payroll calculations or leave management, companies can ensure accurate record-keeping while minimizing errors that could lead to legal issues. Challenges in Adopting HR TechnologyImplementing HR technology can revolutionize the way organizations manage their workforce, but it has its challenges. One of the main hurdles companies face when adopting HR technology is resistance to change. Employees may be hesitant to embrace new systems and processes, causing a reluctance to fully engage with the technology. Another challenge is ensuring that the chosen HR technology aligns with the organization’s needs and goals. With numerous options available in the market, selecting the right solution can be overwhelming and time-consuming. It requires careful evaluation of various factors such as scalability, integration capabilities, and user-friendliness. Integration with existing systems poses yet another challenge. Many organizations have legacy systems in place that need to seamlessly integrate with new HR technology platforms. This can require significant effort from IT departments to ensure smooth data migration and synchronization between systems. Data security is also a concern when implementing HR technology. Organizations must ensure that sensitive employee information remains protected from unauthorized access or breaches. This means investing in robust cybersecurity measures and staying up-to-date on compliance regulations. While there are challenges involved in adopting HR technology, they can all be overcome through proper planning, communication, training, and support from management teams. Future Trends and Predictions for HR TechnologyThe world of HR technology is constantly evolving, with new trends and advancements emerging each year. As organizations strive to stay ahead in the competitive market, it’s essential to keep an eye on the future of HR technology. Here are some exciting trends and predictions that we can expect to see in this field.
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