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Test Number : PHR
Test Name : Professional in Human Resources (PHR)
Vendor Name : HR
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PHR test Format | PHR Course Contents | PHR Course Outline | PHR test Syllabus | PHR test Objectives


- 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



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HR Professional learning

2020 was The year Of learning For HR | PHR PDF obtain and Questions and Answers

Chief Human elements Officer at Reflektive, helping personnel and executives work improved collectively. 

getty

Do you bear in mind Andra Day's music "rise up" from 2015? here is what comes to intellect once I look returned at 2020, feeling like we're on a merry-go-circular whereas making an attempt to rise above all of it. they all needed reminders to "stand up" collectively.

when I pause and provide some thought to the previous days, weeks and months, 2020 could be remembered for providing inordinate challenges. these of us in HR felt deeply the value, and often overwhelming challenge, of their function in keeping employees secure and sane all through this time of disaster-pushed alternate — with a worldwide pandemic, economic volatility, widespread racial injustice and a contentious presidential election all happening whereas they have been remoted and physically apart. 

beginning in late February, I had established conversations with my peers on the government crew and fellow HR professionals to examine how to reply. exchange become occurring all of a sudden, as the preliminary tips they were receiving from fitness authorities and the govt changed into scattershot and never always in sync. without reputable advice or a "what to do in a pandemic" playbook, they questioned what their next steps should be.

We have been learning on the fly, each about the virus itself and what their employees mandatory. As they acquired extra records concerning the virus and started to take into account its severity, they realized that personnel needed reassurance from HR and consistency in their strategy. This, coupled with the capacity to adapt, grew to become a core a part of their playbook.

We recognized that right through instances of uncertainty, a in fact caring work ambiance makes an incredible difference in people's lives. They as leaders attempt to provide this for their personnel.

We also identified that as personnel adapted to working remotely, two-approach communication to support foster collaboration and employee connection are key to boosting employee morale. HR leaders made sure to hold employee feedback front and middle and to promote clear and ordinary verbal exchange between managers and employees.

records emerged as a vital device to understand how employees had been doing and additionally to examine the success of new programs. Leaders relied heavily on insights garnered from engagement surveys to inform their new initiatives. or not it's vital to be intentional about your goals and the way you might be going to measure them. check-ins have to be aligned with what personnel locate most effective, in addition to with the behavior the company should see.

At my enterprise especially, they applied new courses to be certain personnel felt productive, linked and in general had been doing adequate while working remotely. Two of them blanketed month-to-month fireside chats with the CEO and a gratitude program to assist personnel show appreciation for one one other, to build resilience.

it will possibly look counterintuitive, however exceptionally right through doubtful times, it is vital to proceed with evaluate cycles. employees are trying to find certainty, and businesses can supply this to them by using answering two of the proper questions about their minds: 1) How am I doing? and 2) How am i able to develop here? 

2020 Takeaways

As they embark on 2021, the optimum HR leaders are taking inventory of what they learned, what they would like they had carried out and what they will carry ahead from 2020. listed here are some of those training discovered and takeaways:

• statistics is your friend. they now have access to greater information than ever, and understanding that facts can in reality assist grow and evolve your HR group.

• don't be reactionary; consider of the way you respond.

• select credible sources wisely — deliberately come to a decision who to listen to. Make choices in accordance with your culture, your americans and your information.

• the way you speak will proceed to be vital, because the team of workers will stay remote for the foreseeable future. Given this new truth, HR groups and executives should be certain widespread communique and feedback forums to preserve the enterprise related.

• expect the unpredictable.

• admire the intellectual toll 2020 is having on employees. intellectual health is a key problem and will proceed to be vital.

• reach out to your peers. similar to their personnel, HR realized that accomplishing out and connecting to other HR professionals changed into paramount to their smartly-being. It became helpful to peer what others have been doing and how they have been responding. Coming collectively as a neighborhood, they shared most appropriate practices and instructions discovered.

• study disaster administration. HR professionals needed to find out how to be disaster managers, which is not usually part of their job description. searching returned at 2020, it is an advantage that would have been very useful.

• all the way through a crisis, personnel — like all of us — admire any semblance of normalcy. They continue to want to operate to their optimum capability, and toward that goal, recognize honest and authentic feedback and alternatives to study and develop. 

closing yr changed into one in every of getting to know — and hopefully, one from which their HR teams have emerged more desirable, greater resilient and greater geared up to take care of future challenges and crises.

Forbes Human materials Council is an invite-simplest corporation for HR executives throughout all industries. Do I qualify?


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