Get complete detail on SPHRi exam guide to crack HR Senior Professional in Human Resources - International. You can collect all information on SPHRi tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on HR Senior Professional in Human Resources - International and get ready to crack SPHRi certification. Explore all information on SPHRi exam with number of questions, passing percentage and time duration to complete test.
This document discusses various topics related to human resource development (HRD), including:
- The evolving role of HRD from an operational to more strategic focus.
- Different types of "capital" that are assets for organizations, including human capital, social capital, and intellectual capital.
- Frameworks for conceptualizing the multiple roles of HR, such as strategic, operational, and administrative.
- Challenges for HRD, including changing demographics, globalization, and the need for lifelong learning.
The document provides an overview of key concepts and issues in understanding the field of HRD.
Study Guide for HRCI aPHRi Certification ExamMeghna Arora
Click Here---> https://bit.ly/3Pb6Imu <---Get complete detail on aPHRi exam guide to crack HR Associate Professional in Human Resources - International. You can collect all information on aPHRi tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on HR Associate Professional in Human Resources - International and get ready to crack aPHRi certification. Explore all information on aPHRi exam with number of questions, passing percentage and time duration to complete test.
Best Way to Prepare for HRCI PHRi Certification Exam.pdfMeghna Arora
Click Here---> https://bit.ly/44NvDBO <---Get complete detail on PHRi exam guide to crack HR Professional in Human Resources - International. You can collect all information on PHRi tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on HR Professional in Human Resources - International and get ready to crack PHRi certification. Explore all information on PHRi exam with number of questions, passing percentage and time duration to complete test.
The document provides an overview of human resource development (HRD) and HRD audits. Some key points:
- HRD involves developing employee skills and competencies to perform current and future jobs through systematic training and development activities.
- An HRD audit comprehensively evaluates an organization's HRD strategies, structures, systems, styles and skills to assess current activities and future needs.
- The methodology involves interviews, observations, questionnaires and analyzing secondary data.
- The audit report makes recommendations to improve alignment between HRD functions and business strategy by assessing scores on factors like system maturity, employee competencies, culture and business linkages.
The document provides an overview of the exam content outline for the Senior Professional in Human Resources - International (SPHRi) certification. It is divided into 4 functional areas: Business Leadership (31%), Talent Development and Management (27%), HR Service Delivery (24%), and Measurement and Analysis (18%). Each functional area lists the responsibilities and knowledge required of HR professionals in that area. The knowledge includes topics such as business strategy, organizational development, compensation and benefits, HR metrics, and legal and regulatory compliance. The outline is used to create the SPHRi exam and ensure it reflects current HR practices.
This document provides an overview of human resource management (HRM). It defines HRM and management, describes the primary functions of management as planning, organizing, leading, and controlling, and explains the importance of HRM for hiring the right employees, ensuring their training and development, assessing performance, and maintaining legal and regulatory compliance. The document also outlines the main functional areas of HRM like workforce planning, compensation and benefits, and labor relations. It discusses the challenges that HR managers may face from environmental, organizational, and individual factors and identifies qualities needed for success in an HR career, such as business knowledge, planning skills, and strong communication abilities.
Make your mind for preparing hrci hr associate professional (a phr) examMeghna Arora
Start Here---> http://bit.ly/2OKPCwb <---Get complete detail on aPHR exam guide to crack HR Associate Professional. You can collect all information on aPHR tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on HR Associate Professional and get ready to crack aPHR certification. Explore all information on aPHR exam with the number of questions, passing percentage, and time duration to complete the test.
This document discusses various topics related to human resource development (HRD), including:
- The evolving role of HRD from an operational to more strategic focus.
- Different types of "capital" that are assets for organizations, including human capital, social capital, and intellectual capital.
- Frameworks for conceptualizing the multiple roles of HR, such as strategic, operational, and administrative.
- Challenges for HRD, including changing demographics, globalization, and the need for lifelong learning.
The document provides an overview of key concepts and issues in understanding the field of HRD.
Study Guide for HRCI aPHRi Certification ExamMeghna Arora
Click Here---> https://bit.ly/3Pb6Imu <---Get complete detail on aPHRi exam guide to crack HR Associate Professional in Human Resources - International. You can collect all information on aPHRi tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on HR Associate Professional in Human Resources - International and get ready to crack aPHRi certification. Explore all information on aPHRi exam with number of questions, passing percentage and time duration to complete test.
Best Way to Prepare for HRCI PHRi Certification Exam.pdfMeghna Arora
Click Here---> https://bit.ly/44NvDBO <---Get complete detail on PHRi exam guide to crack HR Professional in Human Resources - International. You can collect all information on PHRi tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on HR Professional in Human Resources - International and get ready to crack PHRi certification. Explore all information on PHRi exam with number of questions, passing percentage and time duration to complete test.
The document provides an overview of human resource development (HRD) and HRD audits. Some key points:
- HRD involves developing employee skills and competencies to perform current and future jobs through systematic training and development activities.
- An HRD audit comprehensively evaluates an organization's HRD strategies, structures, systems, styles and skills to assess current activities and future needs.
- The methodology involves interviews, observations, questionnaires and analyzing secondary data.
- The audit report makes recommendations to improve alignment between HRD functions and business strategy by assessing scores on factors like system maturity, employee competencies, culture and business linkages.
The document provides an overview of the exam content outline for the Senior Professional in Human Resources - International (SPHRi) certification. It is divided into 4 functional areas: Business Leadership (31%), Talent Development and Management (27%), HR Service Delivery (24%), and Measurement and Analysis (18%). Each functional area lists the responsibilities and knowledge required of HR professionals in that area. The knowledge includes topics such as business strategy, organizational development, compensation and benefits, HR metrics, and legal and regulatory compliance. The outline is used to create the SPHRi exam and ensure it reflects current HR practices.
This document provides an overview of human resource management (HRM). It defines HRM and management, describes the primary functions of management as planning, organizing, leading, and controlling, and explains the importance of HRM for hiring the right employees, ensuring their training and development, assessing performance, and maintaining legal and regulatory compliance. The document also outlines the main functional areas of HRM like workforce planning, compensation and benefits, and labor relations. It discusses the challenges that HR managers may face from environmental, organizational, and individual factors and identifies qualities needed for success in an HR career, such as business knowledge, planning skills, and strong communication abilities.
Make your mind for preparing hrci hr associate professional (a phr) examMeghna Arora
Start Here---> http://bit.ly/2OKPCwb <---Get complete detail on aPHR exam guide to crack HR Associate Professional. You can collect all information on aPHR tutorial, practice test, books, study material, exam questions, and syllabus. Firm your knowledge on HR Associate Professional and get ready to crack aPHR certification. Explore all information on aPHR exam with the number of questions, passing percentage, and time duration to complete the test.
This document provides an overview of strategic human resource management. It discusses key concepts like business models, costs, margins and strategic management processes. It outlines the requirements for HR to support organizational strategy, including having input into strategic planning and understanding strategic goals. The role of HRM in strategy formulation is described. Examples of strategic types like cost reduction and differentiation strategies are provided along with the related HR roles. Common corporate strategies like concentration, internal growth, mergers and acquisitions are summarized along with typical HR roles. Evaluation of strategy and the strategic management of the HR function are also briefly covered.
The document discusses strategic human resource development (HRD) and its importance in organizations. It provides an overview of key topics related to HRD including learning and training, organizational development, and the components and goals of HRD. It also discusses how strategic HRD is aligned with organizational strategies and can help improve performance by developing employee skills and knowledge to support business goals. Barriers to strategic HRD implementation include a lack of incentives for organizations and individuals to invest in development and a short-term focus instead of strategic, long-term thinking.
This document provides an overview of strategic human resource management. It discusses how HR must align with business strategy and outlines some specific HR strategies like talent management, engagement, and knowledge management. It also examines how HR strategies are shaped by factors like the external environment, business needs, and job roles. The goal of strategic HRM is to optimize how employees can contribute to organizational success.
The document provides an overview of strategic human resource management. It discusses key concepts like SHRM, HR strategies, HR competencies, and the changing workplace. The summary is:
[1] The document discusses strategic human resource management and key concepts in SHRM like linking HR to business strategy, developing HR strategies, and identifying HR competencies.
[2] It also examines the changing workplace and challenges for HR, including a more contingent workforce, diversity, engagement, and technology changes impacting work.
[3] Additionally, the document reviews frameworks for strategic HRM and identifies critical areas for HR to contribute to organizational strategy like training, staffing, compensation, and change management.
This document provides an overview of human resource development (HRD). It begins by defining HRD as activities designed by an organization to provide members with necessary skills. It describes the emergence of HRD beyond just training, to include coaching, group work, and problem solving.
The relationship between HRM and HRD is explored, with HRD defined as one function of HRM. Primary HRM functions include planning, staffing, compensation, and development. Secondary functions involve job design and performance management. Specific HRD functions involve training, organizational development, and career development.
The strategic role of HR and HRD is discussed in terms of viewing employees as assets, driving business strategy, and spanning organizational functions. Finally
Human Resource Management involves functions like recruitment, selection, training and development that deal with an organization's human resources or people dimension. The scope of HRM spans from the entry to exit of employees.
Some key functions and objectives of HRM include supplying competent and willing employees to the organization, being socially responsible and compliant with legal regulations, ensuring organizational effectiveness through strategic planning and employee development, and supporting employees' careers and training. Many companies now outsource various HR activities like recruitment and training.
The context of HRM includes external factors like political, legal and economic conditions, as well as internal factors within the organization like its culture, unions and professional bodies. Analyzing these contexts helps HR adopt a proactive approach
The document discusses human resource management and recruitment. It defines HRM as managing people within an organization by attracting, developing and retaining qualified employees. It discusses the objectives and functions of HRM. It also defines the recruitment process as attracting potential candidates to apply for jobs. It describes different internal and external sources and methods for recruitment, such as job postings, referrals, agencies and advertisements. It discusses the advantages and disadvantages of external recruitment compared to internal recruitment.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
- Human resource management (HRM) involves acquiring, developing and maintaining the human resources of an organization to achieve its objectives. It applies management principles to all aspects of managing people, including recruitment, training, compensation and benefits, performance appraisal, and labor relations. The goal of HRM is to attract and retain talented employees to help the organization succeed.
The document provides an overview of key concepts in human resource management including defining HRM functions, the scope of HRM, HRM objectives from societal, organizational, and personal perspectives, and common HRM activities like recruitment, selection, training, and development. It also discusses integrating HRM strategy with business strategy and analyzing work and job design. Finally, it covers topics like human resource planning, recruiting human resources, and analyzing and designing jobs.
This document discusses human resource development (HRD) including its key concepts, features, importance, relationship to human resource management, mechanisms, process, outcomes, matrix, interventions, roles of HRD professionals, and competencies required. Some of the main points covered include:
- HRD aims to increase employee knowledge, capabilities and attitudes at all levels through acquiring skills for present and future roles.
- It emphasizes developing human resources and their capabilities for mutual benefit of employees and organization.
- HRD mechanisms include training, performance management, career planning, and organizational development.
- The HRD process involves need assessment, program design, implementation and evaluation.
- Effective HRD leads to outcomes like competent employees, commitment
This document provides an overview of human resource audits. It defines human resource accounting and discusses how organizations record information about human capital. It also outlines the objectives, scope, importance and methods of conducting human resource development audits. This includes examining policies and practices to evaluate the effectiveness of the HR function, identifying gaps, and making recommendations. Finally, it discusses different approaches used in HR audits and the typical audit process of pre-audit assessment, on-site review, records review, and generating an audit report.
This document outlines various core knowledge requirements for human resources professionals. It lists topics such as needs assessment, third-party management, communication skills, organizational documentation, adult learning processes, motivation concepts, leadership concepts, project management, diversity models, ethics and professional standards, technology to support HR, and quantitative and qualitative analysis methods. For each topic, key elements and concepts are defined at a high level.
The document provides a comprehensive overview of HR audits and HRD audits. It defines what they are, their purpose, how they are conducted, and why organizations conduct them. Some key points:
- HR audits evaluate all aspects of HR activities to ensure legal compliance, alignment with goals, and identify areas for improvement.
- HRD audits comprehensively evaluate existing HRD structures, strategies, systems and culture to determine their appropriateness and alignment with organizational goals.
- Audits are conducted through interviews, questionnaires, observations and analyzing records. They help organizations improve HRD systems, increase focus on human capital, and strengthen accountability.
The document discusses recruitment and sourcing. It begins with defining recruitment and its objectives such as attracting skilled candidates and developing an organizational culture that attracts talent. It then discusses the recruitment process which includes identifying vacancies, preparing job descriptions, sourcing candidates, screening and interviewing. It also discusses sourcing skills such as understanding requirements, translating them into search keywords, starting with a focused search string, and being patient. Maintaining ethics is important in recruitment.
Human resource development (HRD) involves systematic activities designed to provide employees with necessary skills for current and future jobs. HRD emerged as employee needs extended beyond training to include coaching, groups work, and problem solving. HRD is one function of human resource management (HRM) which encompasses recruitment, compensation, and other functions. The primary HRD functions are training and development, organizational development, and career development. Training improves short-term skills for specific jobs while development prepares employees for future roles. Organizational development aims to improve organizational effectiveness through behavioral science. An effective HRD program includes needs assessment, design, implementation, and evaluation phases.
This document provides an overview of strategic HR management and planning. It defines strategic HR management as integrating HR strategies to achieve organizational goals while meeting employee needs. Strategic HR planning is described as identifying current and future HR needs to support organizational goals. The document outlines the strategic HR planning process, which includes assessing current HR capacity, forecasting future requirements, analyzing gaps, and developing HR strategies. Key steps are to document the strategic HR plan and then implement it through communication, ensuring legal compliance, addressing organizational needs, and establishing evaluation benchmarks.
This document discusses key concepts in human resource development (HRD). It begins by defining HRD and explaining its emergence beyond traditional training. HRD encompasses activities like coaching, group work, and career development. The document then examines the relationship between HRD and human resource management (HRM), noting that HRD is one function within the broader HRM framework. Several HRD functions like training and development, organizational development, and career development are also outlined. The document concludes by looking at challenges for HRD like changing demographics, the need for lifelong learning, and developing learning organizations.
HR Professional Practice Standards Launch - Marius MeyerSABPP
The document discusses the development of HR Professional Practice Standards (PPS) in South Africa. It provides context on the development of PPS as more specific standards that supplement the broader HR Management System Standard. 19 initial PPS were developed through collaboration in areas like workforce planning, learning and development, performance management, and leadership development. Feedback from HR practitioners was positive and saw PPS as revitalizing HR practice. The document outlines next steps like expanding PPS coverage and resources to help practitioners apply the standards.
MM Bagali.............HR and Management research, PhD, Research....2015......dr m m bagali, phd in hr
This document discusses various topics related to human resources research including objectives of HR research, challenges for HR chiefs, trends in HR research reporting from 2011-2012, and questions that are important for HR's future. It provides an overview of common objectives of HR research such as addressing gaps in existing literature, exploring overlooked areas, and developing new and testing old theories. It also summarizes surveys on the biggest challenges for HR chiefs, including talent acquisition, succession planning, and compensation and benefits. Finally, it lists five questions that are important for HR's future around alignment with business, developing leadership, assessing future talent needs, incentive structures, and adopting new technologies.
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Optimize Your Preparation for the ASQ Medical Device Auditor (CMDA) ExamMeghna Arora
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This document provides an overview of strategic human resource management. It discusses key concepts like business models, costs, margins and strategic management processes. It outlines the requirements for HR to support organizational strategy, including having input into strategic planning and understanding strategic goals. The role of HRM in strategy formulation is described. Examples of strategic types like cost reduction and differentiation strategies are provided along with the related HR roles. Common corporate strategies like concentration, internal growth, mergers and acquisitions are summarized along with typical HR roles. Evaluation of strategy and the strategic management of the HR function are also briefly covered.
The document discusses strategic human resource development (HRD) and its importance in organizations. It provides an overview of key topics related to HRD including learning and training, organizational development, and the components and goals of HRD. It also discusses how strategic HRD is aligned with organizational strategies and can help improve performance by developing employee skills and knowledge to support business goals. Barriers to strategic HRD implementation include a lack of incentives for organizations and individuals to invest in development and a short-term focus instead of strategic, long-term thinking.
This document provides an overview of strategic human resource management. It discusses how HR must align with business strategy and outlines some specific HR strategies like talent management, engagement, and knowledge management. It also examines how HR strategies are shaped by factors like the external environment, business needs, and job roles. The goal of strategic HRM is to optimize how employees can contribute to organizational success.
The document provides an overview of strategic human resource management. It discusses key concepts like SHRM, HR strategies, HR competencies, and the changing workplace. The summary is:
[1] The document discusses strategic human resource management and key concepts in SHRM like linking HR to business strategy, developing HR strategies, and identifying HR competencies.
[2] It also examines the changing workplace and challenges for HR, including a more contingent workforce, diversity, engagement, and technology changes impacting work.
[3] Additionally, the document reviews frameworks for strategic HRM and identifies critical areas for HR to contribute to organizational strategy like training, staffing, compensation, and change management.
This document provides an overview of human resource development (HRD). It begins by defining HRD as activities designed by an organization to provide members with necessary skills. It describes the emergence of HRD beyond just training, to include coaching, group work, and problem solving.
The relationship between HRM and HRD is explored, with HRD defined as one function of HRM. Primary HRM functions include planning, staffing, compensation, and development. Secondary functions involve job design and performance management. Specific HRD functions involve training, organizational development, and career development.
The strategic role of HR and HRD is discussed in terms of viewing employees as assets, driving business strategy, and spanning organizational functions. Finally
Human Resource Management involves functions like recruitment, selection, training and development that deal with an organization's human resources or people dimension. The scope of HRM spans from the entry to exit of employees.
Some key functions and objectives of HRM include supplying competent and willing employees to the organization, being socially responsible and compliant with legal regulations, ensuring organizational effectiveness through strategic planning and employee development, and supporting employees' careers and training. Many companies now outsource various HR activities like recruitment and training.
The context of HRM includes external factors like political, legal and economic conditions, as well as internal factors within the organization like its culture, unions and professional bodies. Analyzing these contexts helps HR adopt a proactive approach
The document discusses human resource management and recruitment. It defines HRM as managing people within an organization by attracting, developing and retaining qualified employees. It discusses the objectives and functions of HRM. It also defines the recruitment process as attracting potential candidates to apply for jobs. It describes different internal and external sources and methods for recruitment, such as job postings, referrals, agencies and advertisements. It discusses the advantages and disadvantages of external recruitment compared to internal recruitment.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
- Human resource management (HRM) involves acquiring, developing and maintaining the human resources of an organization to achieve its objectives. It applies management principles to all aspects of managing people, including recruitment, training, compensation and benefits, performance appraisal, and labor relations. The goal of HRM is to attract and retain talented employees to help the organization succeed.
The document provides an overview of key concepts in human resource management including defining HRM functions, the scope of HRM, HRM objectives from societal, organizational, and personal perspectives, and common HRM activities like recruitment, selection, training, and development. It also discusses integrating HRM strategy with business strategy and analyzing work and job design. Finally, it covers topics like human resource planning, recruiting human resources, and analyzing and designing jobs.
This document discusses human resource development (HRD) including its key concepts, features, importance, relationship to human resource management, mechanisms, process, outcomes, matrix, interventions, roles of HRD professionals, and competencies required. Some of the main points covered include:
- HRD aims to increase employee knowledge, capabilities and attitudes at all levels through acquiring skills for present and future roles.
- It emphasizes developing human resources and their capabilities for mutual benefit of employees and organization.
- HRD mechanisms include training, performance management, career planning, and organizational development.
- The HRD process involves need assessment, program design, implementation and evaluation.
- Effective HRD leads to outcomes like competent employees, commitment
This document provides an overview of human resource audits. It defines human resource accounting and discusses how organizations record information about human capital. It also outlines the objectives, scope, importance and methods of conducting human resource development audits. This includes examining policies and practices to evaluate the effectiveness of the HR function, identifying gaps, and making recommendations. Finally, it discusses different approaches used in HR audits and the typical audit process of pre-audit assessment, on-site review, records review, and generating an audit report.
This document outlines various core knowledge requirements for human resources professionals. It lists topics such as needs assessment, third-party management, communication skills, organizational documentation, adult learning processes, motivation concepts, leadership concepts, project management, diversity models, ethics and professional standards, technology to support HR, and quantitative and qualitative analysis methods. For each topic, key elements and concepts are defined at a high level.
The document provides a comprehensive overview of HR audits and HRD audits. It defines what they are, their purpose, how they are conducted, and why organizations conduct them. Some key points:
- HR audits evaluate all aspects of HR activities to ensure legal compliance, alignment with goals, and identify areas for improvement.
- HRD audits comprehensively evaluate existing HRD structures, strategies, systems and culture to determine their appropriateness and alignment with organizational goals.
- Audits are conducted through interviews, questionnaires, observations and analyzing records. They help organizations improve HRD systems, increase focus on human capital, and strengthen accountability.
The document discusses recruitment and sourcing. It begins with defining recruitment and its objectives such as attracting skilled candidates and developing an organizational culture that attracts talent. It then discusses the recruitment process which includes identifying vacancies, preparing job descriptions, sourcing candidates, screening and interviewing. It also discusses sourcing skills such as understanding requirements, translating them into search keywords, starting with a focused search string, and being patient. Maintaining ethics is important in recruitment.
Human resource development (HRD) involves systematic activities designed to provide employees with necessary skills for current and future jobs. HRD emerged as employee needs extended beyond training to include coaching, groups work, and problem solving. HRD is one function of human resource management (HRM) which encompasses recruitment, compensation, and other functions. The primary HRD functions are training and development, organizational development, and career development. Training improves short-term skills for specific jobs while development prepares employees for future roles. Organizational development aims to improve organizational effectiveness through behavioral science. An effective HRD program includes needs assessment, design, implementation, and evaluation phases.
This document provides an overview of strategic HR management and planning. It defines strategic HR management as integrating HR strategies to achieve organizational goals while meeting employee needs. Strategic HR planning is described as identifying current and future HR needs to support organizational goals. The document outlines the strategic HR planning process, which includes assessing current HR capacity, forecasting future requirements, analyzing gaps, and developing HR strategies. Key steps are to document the strategic HR plan and then implement it through communication, ensuring legal compliance, addressing organizational needs, and establishing evaluation benchmarks.
This document discusses key concepts in human resource development (HRD). It begins by defining HRD and explaining its emergence beyond traditional training. HRD encompasses activities like coaching, group work, and career development. The document then examines the relationship between HRD and human resource management (HRM), noting that HRD is one function within the broader HRM framework. Several HRD functions like training and development, organizational development, and career development are also outlined. The document concludes by looking at challenges for HRD like changing demographics, the need for lifelong learning, and developing learning organizations.
HR Professional Practice Standards Launch - Marius MeyerSABPP
The document discusses the development of HR Professional Practice Standards (PPS) in South Africa. It provides context on the development of PPS as more specific standards that supplement the broader HR Management System Standard. 19 initial PPS were developed through collaboration in areas like workforce planning, learning and development, performance management, and leadership development. Feedback from HR practitioners was positive and saw PPS as revitalizing HR practice. The document outlines next steps like expanding PPS coverage and resources to help practitioners apply the standards.
MM Bagali.............HR and Management research, PhD, Research....2015......dr m m bagali, phd in hr
This document discusses various topics related to human resources research including objectives of HR research, challenges for HR chiefs, trends in HR research reporting from 2011-2012, and questions that are important for HR's future. It provides an overview of common objectives of HR research such as addressing gaps in existing literature, exploring overlooked areas, and developing new and testing old theories. It also summarizes surveys on the biggest challenges for HR chiefs, including talent acquisition, succession planning, and compensation and benefits. Finally, it lists five questions that are important for HR's future around alignment with business, developing leadership, assessing future talent needs, incentive structures, and adopting new technologies.
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[PDF] ISTQB Test Manager (CTAL-TM) ExamMeghna Arora
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Begin Your Preparation for the ISTQB Agile Tester (CTFL-AT) ExamMeghna Arora
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How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
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Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
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Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Setup Warehouse & Location in Odoo 17 Inventory
ENHANCE YOUR PERFORMANCE WITH HRCI SPHRI CERTIFICATION EXAM
1. SPHRi Exam Questions
HRCI Senior Professional in Human Resources - International (SPHRi)
0
SPHRi Practice Test and Preparation Guide
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NUMBER OF QUESTIONS, PASSING PERCENTAGE AND TIME DURATION TO COMPLETE TEST.
ENHANCE YOUR
PERFORMANCE WITH HRCI
SPHRI CERTIFICATION EXAM
2. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 1
SPHRi Practice Test
SPHRi is HRCI Senior Professional in Human Resources - International– Certification
offered by the HRCI. Since you want to comprehend the SPHRi Question Bank, I am
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3. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 2
SPHRi Exam Details
Exam Name HRCI Senior Professional in Human Resources - International
Exam Code SPHRi
Exam Fee USD $495
Application Fee USD $100
Exam Duration 165 Minutes plus 30 minutes administration time
Number of
Questions
140
Passing Score 72%
Format Multiple Choice Questions
Schedule Exam Pearson VUE
Sample
Questions
HRCI HR Senior Professional in Human Resources -
International Exam Sample Questions and Answers
Practice Exam
HRCI Senior Professional in Human Resources -
International (SPHRi) Practice Test
4. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 3
SPHRi Exam Syllabus
Topic Details Weights
Business
Leadership
- Leading the HR function, providing strategic HR
consultation to senior management, and developing
partnerships with all areas in the organization.
Contributing to the overall strategy of the organization
through activities such as evaluating organizations
considered for mergers and acquisitions, conducting
human capital analyses, and understanding global HR
issues.
Responsibilities:
• Contribute to the development of the
organization’s strategy
• Determine how the organization’s strategy guides
workforce requirements (for example: decide how
human capital strategy will support the business)
• Assess future business opportunities from an HR
perspective (for example: building new operations,
global expansion, mergers and acquisitions)
• Conduct due diligence before acquiring another
company (for example: evaluate important
information about the potential acquisition)
• Manage the integration of people, systems and
cultures during organizational transitions
• Design and lead an HR function by establishing
major HR roles and responsibilities
• Co-lead in establishing the organization’s values
and ethics that support its strategy
• Promote the organization’s corporate social
responsibility initiatives
• Advise business leaders and others on HR matters
• Align the human capital strategy with the
organization’s business strategy
• Align local HR strategy with global HR strategy
• Lead the executive management team in HR
discussions and decisions
• Conduct a human capital risk analysis, (for
example: workforce needs)
• Promote the organization’s employer brand
• Promote and support the organizational culture
31%
5. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 4
Topic Details Weights
• Promote a culture that welcomes new ideas and
innovation
• Develop and manage the HR budget
Knowledge of:
• Business elements of an organization (for
example: products, competition, customers,
technology, demographics, culture, processes,
safety and security)
• Financial knowledge (for example: evaluating
financial statements, budgets, accounting terms,
and cost management)
• Vision, mission and values of an organization
• Strategic planning process
• Global and local economic and geopolitical trends
that affect the business
• Methods of gathering data for strategic planning
purposes (for example: using methods such as a
SWOT analysis [Strengths, Weaknesses,
Opportunities, Threats] and a PEST analysis
[Political, Economical, Socio-Political and
Technological])
• Legal and regulatory requirements
• Merger and acquisition processes
• Expectations of HR from the internal and external
stakeholders
• Cultural and social sensitivity (for example:
awareness of and appreciation for cultural
differences in the workplace)
• Corporate social responsibility (for example:
environmental practices, sustainability and
protection of resources)
• Management functions (such as planning,
directing, assessing, implementing, delegating,
coaching, etc.)
• Decision making processes in the organization
(problem solving, consensus building, rational,
etc.)
• Drivers and impact of organizational culture
• Labor legislation and compliance (for example:
labor categories, health care, retirement and
cross-border legislation)
6. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 5
Topic Details Weights
• Effective communication skills locally and globally
(for example: interpersonal skills, listening,
speaking, and cross-cultural communication)
• Human relations concepts and applications (for
example: relationship building, emotional
intelligence, interpersonal communication)
• Dealing with situations that are uncertain, unclear
or chaotic
• Corporate governance procedures and compliance
(for example: Board of Directors)
Talent
Development
and
Management
- Identifying and developing relevant individual and
organizational competencies; developing and using a
talent management strategy to sustain long- term,
effective alignment with organizational strategies to
achieve human capital objectives; establishing a learning
environment in which continuous professional
development includes staying current in HR practices.
Using a set of systematic and planned activities designed
by the organization to help people develop the necessary
skills to meet current and future organizational needs and
objectives. Creating an organizational environment that
encourages and retains the employees.
Responsibilities:
• Design and implement programs or processes in
order to develop and engage the workforce (for
example: training and development programs,
knowledge management)
• Analyze labor market trends that influence
workforce availability
• Train and coach managers on performance
management systems and processes
• Facilitate change in the organization
• Develop programs and processes that promote
diversity and inclusion
• Establish programs to identify and develop high
potential employees
• Create succession and career development plans
• Engage in continuous professional development
• Provide mentorship to the HR team and overall
organization
Knowledge of:
27%
7. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 6
Topic Details Weights
• Organizational development methods and
problem-solving techniques
• Change management processes and techniques
• Leadership theories and applications
• Adult learning principles and methods
• Training design and development
• Techniques for integrating employees into the
organization after a merger, acquisition or
restructure
• Methods to motivate employees
• Employee collaboration methods (for example:
team building)
• Cross cultural and multigenerational awareness
(for example: dynamics of global teams)
• Retention strategies
• Benchmarking
• Performance management theories and
approaches
• Talent management practices (selecting, assessing
and developing employees)
• Organizational demographics (for example: the
generations of employees, their ages, cultures,
and genders)
• Conflict management (recognizing and resolving
difficult issues and problems)
• Coaching and mentoring techniques (helping
others develop, providing guidance and feedback,
executive coaching)
• Facilitation (for example: managing teams, leading
meetings and focus groups)
• Succession planning frameworks
• Techniques to encourage creativity and innovation
• Career development paths (structuring
promotional and developmental opportunities
within an organization)
• Compensation and benefits philosophy
HR Service
Delivery
- Using effective HR Service Delivery methods to deliver
accurate and consistent programs that support
sustainable organizational growth. Creating an
environment where all employees can find answers to HR
questions; using effective communication plans, HR
24%
8. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 7
Topic Details Weights
technology and tools; identifying HR service delivery
methods used by a group that may be applicable across
the organization; defining and implementing
compensation and benefit programs and managing
employee arrivals and departures from the organization
as appropriate.
Responsibilities:
• Develop and implement effective recruiting and
hiring processes
• Establish programs that support flexible work
practices
• Analyze internal and external labor market
conditions (for example: skills available locally,
salary expectations)
• Optimize technology and tools to deliver HR
services (for example: payroll, employee self-
service, social networking, and Human Resource
Information Systems [HRIS])
• Plan and implement employee benefits programs
• Develop and implement total rewards programs
(for example: salary, bonus and other forms of
employee recognition, expatriate and foreign
national compensation programs)
• Establish on-boarding processes and employee
integration plans
• Develop and manage programs to balance the
organizational and employee needs (for example:
expatriates, disability challenges, dependent care,
employee health and safety)
• Manage the return of employees to the
organization (for example: people returning from
maternity leave, expatriates returning to home
country, people ending sabbaticals, or employees
returning from layoffs)
• Manage employee’s exit from the organization
(both voluntary and involuntary)
Knowledge of:
• Industry trends in HR (for example: population
statistics, economics, sources of talent)
• Industry benchmarks for compensation (for
example: salary surveys, benefit packages)
9. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 8
Topic Details Weights
• Local labor conditions, including laws, legislation
and international practices
• Organizational needs and practices
• Employee relocation, domestic and international
• Forecasting techniques (for example: determining
staffing needs for the future)
• Assessment methodology (survey, observer
ratings, gap analysis, etc.)
• Recruitment practices and sources in target
markets
• Employer marketing and branding techniques
• Techniques and methods for organizational design
(for example: outsourcing, shared services,
organizational structures [matrix, hierarchy])
• Evaluation of HR information systems (HRIS) and
technology (for example: their use for payroll,
talent development, and employee data)
• Social media and web applications
• Project management (for example: goals,
timetables, deliverables, and procedures)
• Negotiation techniques (including influencing
others)
• Interviewing techniques
• Investigation techniques
• Parameters around giving advice to employees
• Supporting ideas and concepts to the appropriate
audience (advocacy)
• Compensation and benefits administration
(including non-cash rewards, stock programs)
• Termination processes
• Data security and privacy
• Organizational documentation and electronic
record retention and storage requirements
• Workplace security (including disaster
preparedness, recovery, business continuity)
• Workplace health, wellness and safety practices
• Service standards for HR service delivery
Measurement
and Analysis
- Developing and utilizing key HR and business metrics
such as those related to individual and organizational
18%
10. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 9
Topic Details Weights
performance. Interpreting data to improve employee
performance and increase the value of the organization.
Responsibilities:
• Monitor the effectiveness of an employee
performance management system
• Establish and analyze HR metrics as they relate to
the organization’s goals (for example: employment
statistics, return on investment [ROI] of HR
activities, training evaluation, employee
satisfaction surveys, productivity data,
organizational analysis)
• Integrate individual and team performance results
with organizational measures of success
• Develop and utilize key HR and relevant business
metrics to measure achievement of the
organization’s strategic goals and objectives
Knowledge of:
• Quantitative metrics
• Qualitative measures
• Performance management data interpretation
• Financial metrics (for example: ROI, cost per hire,
gross profit, cost-benefit analysis)
• Operational metrics (for example: measures of
production, service measures, customer
satisfaction)
• HR measures (established measures, benchmarks
and scorecards)
• Data appropriate to different audiences
(customized reports for appropriate audiences)
• Methods of reporting organizational metrics (for
example: dashboard indicators)
• Technology available to evaluate and present
metrics (for example: Enterprise Resource
Planning system [ERP], desktop software, HRIS)
• HR audit and evaluation (for example: payroll
reconciliation, head count)
• Techniques to assess training program
effectiveness (for example: participant surveys,
pre- and post-testing)
• Basic research principles
11. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 10
SPHRi Questions and Answers Set
01. Which of the following is a characteristic of effective HR data
governance?
a) Ensuring data accuracy and integrity
b) Allowing unrestricted access to HR data
c) Ignoring data privacy and confidentiality
d) Relying solely on subjective opinions
Answer: a
02. Which HR function is responsible for designing and implementing
training programs?
a) Recruitment and selection
b) Training and development
c) Compensation and benefits
d) Performance management
Answer: b
03. Which of the following laws establishes minimum standards for
retirement plans in private industry?
a) Americans with Disabilities Act (ADA)
b) Family and Medical Leave Act (FMLA)
c) Occupational Safety and Health Act (OSHA)
d) Employee Retirement Income Security Act (ERISA)
Answer: d
12. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 11
04. Which of the following is a characteristic of effective HR service
delivery through a ticketing system?
a) In-person HR consultations
b) Manual and paper-based HR processes
c) Automated tracking and resolution of HR inquiries
d) Restrictive access to HR resources for employees
Answer: c
05. Which of the following is a characteristic of a service center in HR
service delivery?
a) Decentralized and scattered HR functions
b) Manual and paper-based HR processes
c) Single point of contact for HR services and inquiries
d) Restrictive access to HR resources for employees
Answer: c
06. Which of the following is an example of a predictive analytics analysis
in HR?
a) Assessing employee performance based on historical data
b) Using data to predict future employee turnover rates
c) Determining compensation levels based on job requirements
d) Ignoring the use of data to inform HR decision-making
Answer: b
07. Which leadership style focuses on building trust, empowering others,
and enabling personal growth?
a) Transactional leadership
b) Authoritarian leadership
c) Transformational leadership
d) Laissez-faire leadership
Answer: c
13. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 12
08. Which HR function is responsible for managing employee relations and
resolving conflicts in the workplace?
a) Employee relations
b) Training and development
c) Compensation and benefits
d) Recruitment and selection
Answer: a
09. Which of the following is an example of an HR metric related to
diversity and inclusion?
a) Absenteeism rate
b) Turnover rate
c) Cost per hire
d) Diversity index
Answer: d
10. Which of the following laws sets minimum wage and overtime pay
requirements?
a) Americans with Disabilities Act (ADA)
b) Family and Medical Leave Act (FMLA)
c) Occupational Safety and Health Act (OSHA)
d) Fair Labor Standards Act (FLSA)
Answer: d
14. HRCI HR Senior Professional in Human Resources - International Certification Practice Exam 13
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