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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.
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

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HR in genuine Questions

global HR traits: a way to stay Human In A Tech-pushed World | PHR test dumps and test dumps

agencies are emerging from the pandemic to more utterly become social corporations, promising workers superior belonging devoid of compromising individuality, job protection via reinvention, and new opportunities from uncertainty. soaking wet in paradox that mixes know-how with the human event, these had been three primary findings from the 2020 Deloitte world Human Capital traits survey of 9,000 company and human substances (HR) leaders worldwide.

HR can blend know-how and humanity together, taking a leading function assisting agencies and the staff adapt to quickly-changing employee and enterprise calls for.


“This statistics gives us cause for hope because it suggests that the improved value comes with the fusion of expertise and humanity in the world today,” said Kristin Starodub, important at Deloitte Consulting LLP. “companies that embed aim, talents, and perspective into the DNA of who they're and how they operate supply you the option to bring a human focus to every thing they contact. this can empower individuals to be productive with know-how, developing lasting cost for the staff and the firm.”

unlike traditional companies, social enterprises aim to balance salary increase and gains with guide for the communities by which they exist. HR has a transparent role in constructing worker resilience throughout these new corporations for competitive enterprise competencies.

fantastic alternate happens when americans unite for shared purpose

whereas worker smartly-being was the excellent ranked personnel style in this examine, most agencies haven’t taken full expertise of this opportunity. for instance, eighty % of survey respondents spoke of that employee smartly-being became critical or very vital for business success over the next 12 to 19 months, yet only 12 p.c felt ready to address that difficulty. In a heightened environment of rapid alternate, groups need to flow past managing personnel for maximum productiveness to more advantageous adaptability. This shifts HR’s role to supply both human and technologically-pushed guide.

“people are really tremendously adaptable to alternate when organizations provide them with a way of purpose, neighborhood, and being cared for,” noted Steve Hunt, chief knowledgeable, work and expertise, SAP North American Innovation workplace. “companies need to equip HR and entrance line managers with event management and worker listening equipment to have in mind worker's’ experiences, in addition to a suite of connected human capital management solutions that allow them to create a tradition that supports people coping with an ever accelerating tempo of exchange.”

It’s now not ample to in simple terms ask employees questions throughout annual surveys. corporations should ask the appropriate questions at the appropriate moments, using embedded analytics to keep in mind and right now act on what personnel are experiencing. This sort of pulse-taking moves beyond anecdotal, averaged comments to actionable insights about individual workers and their managers.

Reinvent body of workers building to unleash abilities

Fifty-three percent of survey respondents referred to that between half and all of their team of workers will should trade their competencies and capabilities within the next three years. instead of anchoring enterprise and HR techniques in what’s regularly occurring concerning the capabilities of their current team of workers, groups deserve to appear forward and locate the right way to boost every employee’s true capabilities.

“We should be cautious about building HR courses or techniques which are influenced by using demographic variables that employees have no manage over, like age,” mentioned Hunt. “Bias impacts all and sundry to a couple degree, although it truly hurts some companies excess of others. Bias prevents individuals from opportunities in line with issues that are beside the point to their capacity to do the genuine job. corporations need to focal point on decreasing bias, which capability assisting all individuals release their capabilities with new opportunities to make contributions in other ways. this is critical to constructing a supportive, inclusive way of life which permits a resilient workforce that may overcome steady disruption.”

viewpoint: transform uncertainty with decisive action

moral challenges are peculiarly mentioned on the intersection of humans and expertise. indeed, eighty-five p.c of respondents during this study believed the future of work raised ethical challenges, but best 27 percent stated they had clear policies and leaders in area to control them.

Hunt saw range and compensation as two main moral considerations, driven by means of every little thing from social media to demands for social justice. The antidote is twofold: agencies need to be transparent about how choices that affect people’s lives are made, and embed that approach in workplace expertise.

“companies need open, honest conversations about how much employees are paid and why. Being pretty paid is set figuring out and accepting the criteria and decisions round somebody’s compensation,” he pointed out. “Transparency and speak are equally crucial when it comes to inclusiveness. They need to have these uncomfortable conversations and root them in transparency that displays the fact of the world and what they deserve to do to make it enhanced.”

Thriving in put up-pandemic workplace

For CHROs, possibly the ultimate information from this analyze changed into that 93 p.c of respondents believed HR is still a definite and demanding feature. HR can blend know-how and humanity together, taking a number one role assisting agencies and the group of workers adapt to quickly-altering employee and business calls for. HR can not control how much change personnel face, however can have a big effect on individuals’s skill to conveniently reply, positioning corporations to recover and thrive some thing the subsequent decade brings. after all, adaptability is barely human.

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