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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 exam Questions

employee construction nonetheless concerns. right here's how to Get It appropriate | SPHR Test Prep and PDF Questions

Aram Lulla is President, AF | HR | IT Divisions at Lucas neighborhood

Getty

This time of year, early summer time, my group usually gears as much as attend the Society for Human useful resource management (SHRM) annual conference and expo. They affectionately name the convention the “middle of the HR universe,” an electrical ambiance buzzing with most excellent-apply conversations and industry speak. final year greater than 20,000 HR professionals attended 200 classes, met with 600 exhibitors and listened to superstar keynotes audio system like Martha Stewart and Brené Brown. however this year, SHRM is canceled, just like other primary industry conferences.

whereas these cancelations are basic to public health and wellness, they also imply that employees are lacking out on advantageous knowledgeable growth alternatives. here’s the respectable information: Conferences and networking movements could be on hiatus, but with standard digital solutions, your group’s knowledgeable development doesn’t need to be.

Why skilled development concerns Now more than Ever

In exact years, I’ve stated a turning out to be reluctance for organizations to invest in worker development, together with conference attendance. I agree with this reluctance is driven via the perception that shrinking employee tenure ability any development costs past probably the most basic are a foul funding. unfortunately, convention cancelations because of the pandemic make it even simpler for agencies to justify skipping over worker building. That’s a mistake.

in this unheard of second, we’re all facing uncharted territory. amazing connections are fundamental for sharing most beneficial practices and establishing greater bendy, nimble and resilient businesses. right here’s a way to aid your group build theirs with digital networking, leadership training and industry most beneficial practices.

virtual knowledgeable construction opportunities

1. Formalize mentorships inside your company.

in case your company has an advert hoc mentoring program, now is the time to take this to the next degree. A structured approach improves worker purchase-in, defines mentor/mentee relationship expectations and establishes a constant communication cadence. HR may are looking to tackle the function of matchmaker, working with division leaders to pair up mentors/mentees and set habitual calendar invites for weekly or biweekly virtual “espresso dates” or investigate-ins.

believe your application desires: Is mentorship about teaching young friends to sharpen a collection of skills or strategic considering? is that this a reverse mentorship, where junior employees are gaining management self belief by using mentoring greater senior employees? Mentor/mentee relationships may also be all this stuff and greater. Your mission is to supply enough constitution to nurture the connection with out constraining chances for boom.

2. establish digital employee dialogue organizations.

while states reopen, employees may additionally nevertheless be feeling the effects of stay-at-domestic orders and missing co-worker camaraderie. digital discussion agencies meet this need for mighty connections and are a chance for greatest-practice conversations about issues like leadership, time administration and productivity hacks. personnel may already try this informally, comparable to passing around the latest industry notion items by way of a protracted-working e-mail chain.

identical to with mentoring, formalizing these discussion groups encourages participation and constant engagement. Like a publication membership, discussion neighborhood contributors select an editorial (or article collection) to study, sending out idea-starter questions in develop. a pretty good beginning aspect is business and administration-focused publications, equivalent to HBR, or business-concentrated publications, reminiscent of HR magazine. If here's a companywide initiative, establish move-departmental agencies for a much wider latitude of perspectives and experiences. move-departmental companies also aid employees construct ties with co-worker's they always don’t engage with every day and who they're much more disconnected from in a piece-from-domestic world.

3. prepare an internal ‘trade convention.’

upset to be missing the huge annual convention? Create your personal. opt for a theme that’s valuable to your team’s getting to know wants, and assign subject matters. reckoning on your team’s present workload, designate one morning or afternoon as the conference, and have team participants lead mini sessions on key issues. for instance, an HR team could study remote work challenges, with subject matters reminiscent of virtual interview most suitable practices, digital onboarding and employee engagement, and return-to-work protocol.

combine short displays with guided mp;As. To simplify training, leverage latest convention components the place viable. SHRM, as an example, is providing superior digital exclusives to attendees who sign in for his or her 2021 conference. You could also explore large-photograph issues like, “What’s next for the way forward for work?” and “Does the workplace nonetheless depend?”

four. believe virtual management tools.

virtual management tools and employee development platforms make it less complicated for organizations to present impactful practicing anytime, any place, but are they worth the investment for your business? a whole lot of digital alternate options can be found, from formal on-line lessons to AI-powered apps with push notifications to remind participants about optimum practices. a great deal goes into opting for a solution, from functional considerations equivalent to expense and licensing charges to platform content and ease of use. helpful solutions put the conclusion consumer first via adapting to a range of researching patterns and seeing that how users will combine the device into the natural rhythm of their workday.

able to look at various the waters? delivery via conducting a needs analysis so everyone is on the equal web page about answer requirements and expectations, after which demo alternatives with a pilot community earlier than a much wider business rollout. in comparison with the other building alternatives on this checklist, a full-scale digital device rollout can have a lots longer implementation timeline. Get this appropriate, youngsters, and also you’ll be setting teams up for faraway learning success no count number what the future holds.

Forbes Human substances Council is an invitation-only corporation for HR executives throughout all industries. Do I qualify?


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