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HR SPHR : Senior Professional in Human Resources (SPHR) Exam

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Test Number : SPHR
Test Name : Senior Professional in Human Resources (SPHR)
Vendor Name : HR
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SPHR exam Format | SPHR Course Contents | SPHR Course Outline | SPHR exam Syllabus | SPHR exam Objectives


Showcase the HR leadership recognition you deserve with the Senior Professional in Human Resources® (SPHR®) from HR Certification Institute® (HRCI®). The SPHR demonstrates your mastery of the strategic and policy-making aspects of HR management as practiced in the U.S. The credential is designed for big-picture thinkers responsible for planning rather than implementing HR policy. Organizations seek out SPHR professionals for their proven accountability for HR department goals, for breadth and depth of knowledge in all HR disciplines, and for understanding business issues beyond the HR function.

Exam time: 3 hours
Exam length: 150 scored questions (mostly multiple-choice) + 25 pretest questions
Computer-based exam at a Pearson VUE testing center

Leadership and Strategy (40%)
Talent Planning and Acquisition (16%)
Learning and Development (12%)
Total Rewards (12%)
Employee Relations and Engagement (20%)

01 Develop and execute HR plans that are aligned to the organizations strategic plan (for example: HR strategic plans, budgets, business plans, service delivery plans, HRIS, technology)
02 Evaluate the applicability of federal laws and regulations to organizational strategy (for example: policies, programs, practices, business expansion/reduction)
03 Analyze and assess organizational practices that impact operations and people management to decide on the best available risk management strategy (for example: avoidance, mitigation, acceptance)
04 Interpret and use business metrics to assess and drive achievement of strategic goals and objectives (for example: key performance indicators, financial statements, budgets)
05 Design and evaluate HR data indicators to inform strategic actions within the organization (for example: turnover rates, cost per hire, retention rates)
06 Evaluate credibility and relevance of external information to make decisions and recommendations (for example: salary data, management trends, published surveys and studies, legal/regulatory analysis)
07 Contribute to the development of the organizational strategy and planning (for example: vision, mission, values, ethical conduct)
08 Develop and manage workplace practices that are aligned with the organizations statements of vision, values, and ethics to shape and reinforce organizational culture
09 Design and manage effective change strategies to align organizational performance with the organizations strategic goals
10 Establish and manage effective relationships with key stakeholders to influence organizational behavior and outcomes

01 Vision, mission, and values of an organization and applicable legal and regulatory requirements
02 Strategic planning process
03 Management functions, including planning, organizing, directing, and controlling
04 Corporate governance procedures and compliance
05 Business elements of an organization (for example: products, competition, customers, technology, demographics, culture, processes, safety and security)
06 Third-party or vendor selection, contract negotiation, and management, including development of requests for proposals (RFPs)
07 Project management (for example: goals, timetables, deliverables, and procedures)
08 Technology to support HR activities
09 Budgeting, accounting, and financial concepts (for example: evaluating financial statements, budgets, accounting terms, and cost management)
10 Techniques and methods for organizational design (for example: outsourcing, shared services, organizational structures)
11 Methods of gathering data for strategic planning purposes (for example: Strengths, Weaknesses, Opportunities, and Threats [SWOT], and Political, Economic, Social, and Technological [PEST])
12 Qualitative and quantitative methods and tools used for analysis, interpretation, and decision making purposes
13 Change management processes and techniques
14 Techniques for forecasting, planning, and predicting the impact of HR activities and programs across functional areas
15 Risk management
16 How to deal with situations that are uncertain, unclear, or chaotic

01 Evaluate and forecast organizational needs throughout the business cycle to create or develop workforce plans (for example: corporate restructuring, workforce expansion, or reduction)
02 Develop, monitor, and assess recruitment strategies to attract desired talent (for example: labor market analysis, compensation strategies, selection process, onboarding, sourcing and branding strategy)
03 Develop and evaluate strategies for engaging new employees and managing cultural integrations (for example: new employee acculturation, downsizing, restructuring, mergers and acquisitions, divestitures, global expansion)

17 Planning techniques (for example: succession planning, forecasting)
18 Talent management practices and techniques (for example: selecting and assessing employees)
19 Recruitment sources and strategies
20 Staffing alternatives (for example: outsourcing, temporary employment)
21 Interviewing and selection techniques and strategies
22 Impact of total rewards on recruitment and retention
23 Termination approaches and strategies
24 Employee engagement strategies
25 Employer marketing and branding techniques
26 Negotiation skills and techniques
27 Due diligence processes (for example: mergers and acquisitions, divestitures)

28 Transition techniques for corporate restructuring, mergers and acquisitions, offshoring, and divestitures
29 Methods to assess past and future staffing effectiveness (for example: cost per hire, selection ratios, adverse impact)

01 Develop and evaluate training strategies (for example: modes of delivery, timing, content) to increase individual and organizational effectiveness
02 Analyze business needs to develop a succession plan for key roles (for example: identify talent, outline career progression, coaching and development) to promote business continuity
03 Develop and evaluate employee retention strategies and practices (for example: assessing talent, developing career paths, managing job movement within the organization)

30 Training program design and development
31 Adult learning processes
32 Training and facilitation techniques
33 Instructional design principles and processes (for example: needs analysis, content chunking, process flow mapping)
34 Techniques to assess training program effectiveness, including use of applicable metrics
35 Career and leadership development theories and applications
36 Organizational development (OD) methods, motivation methods, and problem-solving techniques
37 Coaching and mentoring techniques
38 Effective communication skills and strategies (for example: presentation, collaboration, sensitivity)
39 Employee retention strategies
40 Techniques to encourage creativity and innovation

01 Analyze and evaluate compensation strategies (for example: philosophy, classification, direct, indirect, incentives, bonuses, equity, executive compensation) that attract, reward, and retain talent
02 Analyze and evaluate benefit strategies (for example: health, welfare, retirement, recognition programs, work-life balance, wellness) that attract, reward, and retain talent

41 Compensation strategies and philosophy
42 Job analysis and evaluation methods
43 Job pricing and pay structures
44 External labor markets and economic factors
45 Executive compensation methods
46 Non-cash compensation methods
47 Benefits program strategies
48 Fiduciary responsibilities
49 Motivation concepts and applications
50 Benchmarking techniques

01 Design and evaluate strategies for employee satisfaction (for example: recognition, career path) and performance management (for example: performance evaluation, corrective action, coaching)
02 Analyze and evaluate strategies to promote diversity and inclusion
03 Evaluate employee safety and security strategies (for example: OSHA, HIPAA, emergency response plan, building access, data security/privacy)
04 Develop and evaluate labor strategies (for example: collective bargaining, grievance program, concerted activity, staying union free, strategically aligning with labor)

51 Strategies to facilitate positive employee relations
52 Methods for assessing employee attitudes, opinions, and satisfaction
53 Performance management strategies
54 Human relations concepts and applications
55 Ethical and professional standards
56 Diversity and inclusion concepts and applications
57 Occupational injury and illness prevention techniques
58 Workplace safety and security risks, and strategies
59 Emergency response, business continuity and disaster recovery strategies
60 Internal investigation, monitoring, and surveillance techniques
61 Data security and privacy
62 The collective bargaining process, strategies, and concepts (for example: contract negotiation, costing, administration)



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HR Study Guide

may HR be the most records pushed characteristic? | SPHR Latest subjects and exam Questions

if you analyze capabilities like finance, IT, and advertising you are going to find regular drivers of success. They consist of: people, records-pushed analytical choice-making, and showing how their actions at once affect strategic desires at the end of the day. traditionally, HR executives and practitioners have faced insurmountable challenges from lack of records.

This aggressive urgency to make the most of HR analytics isn’t new; besides the fact that children, during the past 5 years there has been a dramatic boost “statistics-driven equals high enterprise impact” faculty of notion. most likely, most HR capabilities are yet to make an immense shift to the high business affect strategy. happily, there are a few corporations like IBM, Google, and Amazon that have validated the success of this “statistics-pushed” analytical approach to HR.

based on Deloitte’s international Human Capital developments 2016, “As expertise makes facts-driven HR decision-making a probability, 77 % of executives now rate americans analytics as a key priority, up just a little from last yr. In response, companies are constructing americans analytics teams, swiftly changing legacy systems, and mixing separate analytics businesses inside HR into one strategic function.”

earlier than considering that this shift, HR executives need to fully remember the numerous benefits of HR analytics. a whole lot development is being made and increasingly extra organizations are actually looking to join their people and company records as a single source of resolution-making. With a knowledge-pushed company method, HR can assist the organization increase a workforce plan that makes most excellent use of talent investments while at the identical time without difficulty video display conclusion-to-conclusion HR features, including many other initiatives.

HR Data Driven Function

A accurate analyze by the Harvard company overview group found that companies that agencies that managed their personnel the use of data and analytics had been able to increase their earnings by way of as a whole lot as sixty five percent.

alas, the economy has staggered in last few months; hundreds of new jobs created has now been perished, corporations that had been making gains are actually writing Chapter 7 or eleven filings. Innovation in skill administration and team of workers panning innovations is required to aid organizations make earnings once again.

the coming years will seemingly stay difficult for HR executives. Senior HR leaders will need to be in a position to stand alongside the CEO to make greater business choices on areas akin to:

Turnover

this is tied in with foreseeing the possibility for the most turnover — by which capabilities, which instruments, which areas, and what positions and demonstrating the situations ahead of time to mitigate the challenges.

Retention

Distinguish the place the most possibility of churn can be, and who's in risk for it. determine what assets may still be finest utilized for training, onboarding and retention activities.

risk

Create profiles of which applicants are at excessive possibility of leaving and when. Make models of which candidates are likely going to adventure a drop in engagement and productivity.

talent

Forecast who, among these days recruited personnel, should be the famous person performers, and judge if their onboarding and working towards may still be quick-tracked.

Most groups need innovation that can also be utilized seamlessly and is conveniently available the use of the cloud so it’s consistent no matter how you analyze it, is sufficiently accurate, and agile enough to refocus. here's exactly what information-pushed analytics presents: the skill to take the previous and have in mind it in terms of commonplace components and a must-have relationships, and to make the most of that records to display and forecast the long run, yet to make sound business choices.

with a view to satisfy these wants, the next section offers action steps in the optimum have an impact on areas, such as retention, practicing, workforce productiveness, and innovation.

first-rate Hires

In nowadays’s hyper-competitive business world, CEOs are expecting HR to take part in key company goals together with salary, innovation, and productiveness. the usage of records and analytics, HR can display where and the way it affects the firm’s strategic dreams. as an instance, through designing a fantastic recruitment and reward device, HR can directly lessen attrition and boost the earnings of the company by way of saving the cost of coaching new hires.

A accurate examine through the Harvard enterprise evaluation neighborhood found that groups that managed their staff using records and analytics had been capable of enhance their earnings through as an awful lot as 65 p.c.

team of workers productivity

Out of all strategic business functions, HR is responsible for one: expanding the efficiency and productiveness of the workforce.

HR can make the most of analytics to establish key elements that without delay have an effect on productiveness (i.e. motivators, rewards, training procedures, and so forth). Working with the CHRO, HR can take steps to quantify the affect of any raise in productiveness, all due to greater hires.

Adaptability

In a swiftly altering world, organizations can most effective prevail in the event that they’re agile and adapt instantly.  HR can make a contribution to this effort by using analytics to get a hold of a hiring process that selects individuals with these two key skill sets. 

Analytics is additionally used to enhance development and working towards methods in an effort to boost the pace and adaptability of latest people.  information may additionally additionally aid managers determine contingent workers so the body of workers may be flexible and unexpectedly adapt to the ever-evolving ranges of enterprise growth.

corporate Innovation

the realm’s most useful corporations like Apple, Google, Microsoft, and Amazon have one component in commonplace – they are all serial innovators. expanding innovation is tied to strategic desires.

the use of analytics, HR can enhance their contribution in opposition t the company goals of the corporation. HR executives can support design recruiting teams that with no trouble attract the most suitable innovators to the enterprise. facts can additionally support HR lessen the attrition price of its properly performers.

skill management

The biggest problem in the any ability management process is getting managers to follow HR’s plans and protocols. happily, it’s all in regards to the numbers when it involves influencing and changing conduct of executives and managers.

Use facts to quantify this have an impact on and get managers to take extra initiatives right through the recruitment technique. There’s nothing business executives love more than analytics and incorporating them into their regular plans and devise new plans as a way to boost the likelihood of innovation.

Predictive Analytics

Even essentially the most neatly-meant employee retention options may also be restrained, doing little to raise employee engagement and morale. In most agencies, retention courses are too weak, which raises expenses and reduces common effectiveness.

The reply? Spending your bucks on retention courses that’ll have the most have an impact on. This requires groups to make use of refined tools and applied sciences, and undertake a greater analytical approach to boost their capability to rent and hold talent.

HR, with its realizing of people analytics, is uniquely located within the corporation to make strategic group of workers decisions with statistics to again them up.

individuals analytics is the artwork of connecting facts to dig and share insights about your workforce with the intention to assist you make more desirable enterprise choices. For a company to cut back turnover cost, leaders need to turn into greater facts-driven and are searching for solutions from exploratory analytics and predictive analytics.

materials

facts can assist HR show with courses and initiatives have the optimum strategic affects. the use of that assistance, HR can extra accurately funnel their resources into courses that pressure highest have an effect on. records can additionally support determine ability, teams and departments that have the maximum influence on the strategic desires of the company.

at the identical time, analytics can help HR measure the effectiveness of new initiatives and programs. the use of the analytics model, HR can even assist in the company decision making to aid functions such as advertising, finance and IT.

Hiring effectivity

in keeping with research by means of the Boston Consulting community, recruitment characteristic has the maximum affect on a firm’s company revenues and gains. HR can make the highest quality of latest hires using pleasant records. and eventually, records can be used to Strengthen the efficiency of accurate hires.

The strategic shift towards the incorporation of records and analytics is lengthy over for HR. This most important shift will enable HR to more comfortably engage with other enterprise capabilities.


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