Pass HRCI PHR Exam in First Attempt Easily

The Human Resources Certification Program

1. The Influence of Contemporary HR

Welcome to the Human Resources Certification Program. After completing this program, you will be able to apply for certification with organisations such as the Human Resources Certification Institute and receive the following certifications APHR the first ever HR certification designed for professionals who are just beginning their HR career journey PHR Certification, which is a great way to establish yourself in the HR field, and SPHR Certification, which solidifies your credibility as an HR leader The programme is aligned with the HR book, a Guide to the Human Resource Body of Knowledge, developed by the abovementioned certification Institute and includes a number of 20 sections, also presented as individual courses for your convenience. Section One Human Resources: Core Knowledge, Skills, Concepts, and Tools This course begins with a quick look at certification and some tips for human resource professionals on how to prepare for and hopefully be successful in completing the Professional in Human Resources or PHR and Senior Professional in Human Resources or SPHR exams. We will also look at key skills required for success as a human resource professional, including the ability to lead and motivate others. Human resource concepts and applications are also examined, as well as the ethics and professional standards that every organisation should follow. And finally, this section provides some insight into environmental scans, organizational structures, and change management. In topic one of this section, PHR and SPHR Exam Considerations, I will share some insights into HR certification, the HR certification exam process, the minimum requirements for PHR and SPHR certification, and a few test taking tips. Now, please pay close attention to the test-taking tips. Many of my past students have told me that these tips gave them the edge they needed to be successful on the HR Certification Exam, and I hope they will do the same for you. In Topic Two of this section and Concepts, our focus will be on communication skills and strategies such as presentation, collaboration, and sensitivity. In the Top Three HR Concepts and Applications, you will be introduced to human relations concepts and applications, including emotional intelligence and organisational behavior. In topic four, Strategic Considerations in the HR Function, we will focus on the basics of environmental scanning, including the SWOT and Slapped Analysis Models, the most common types of organisational structures, and some basics of change management theory. Section Two Human Resources Core Knowledge, Functions, and Activities In this section, the focus will be on HR's personnel and administrative responsibilities, such as meeting documentation requirements of various federal laws and regulations, measuring employee attitudes and opinions, and the job analysis process. We will also take a high level view of a few common budgeting and accounting concepts, qualitative and quantitative analysis methods, and third party supplier management. You will learn about risk management practices, the tools and techniques used to support HR activities such as HR information systems, some common techniques for forecasting HR needs, and we will end with an overview of the project management process. In topic one of this section, Personal Management and Administrative Functions You will be introduced to compliance-related documentation requirements, methods for assessing employee attitudes, opinions, and satisfaction, job analysis techniques and job descriptions, and development and employee records management. In topic two, I analyse financial management and vendor management. Our focus will be on identifying qualitative and quantitative methods and tools for analysis, interpretation, decision making, budgeting concepts, and vendor selection and management. The main challenge for management in any important change is dealing with the uncertainty that is inevitably caused. In the top three tools and techniques to support HR activities, you will be introduced to technologies used to support HR activities, techniques for forecasting and planning HR activities, and risk management practices. If the project is not supported by senior management, it will be difficult, if not impossible, to implement. So, in topic four, Project Management Concepts and Applications, the focus will be on the basics of the project management process. Section 3 Billion Management and Strategy: The HR Function and Business Environment This section examines many of the elements of an organization's corporate strategy, key strategic business concepts, analysis of the business environment, and our first look at the federal legislative and regulatory process. This course is focused on the US. HR legislative and regulatory process. Other countries are not covered, but you can adapt to your system as you complete the following course. Keep in mind that in today's business environment, HR professionals cannot afford to be myopic. We need to look at the big picture and then determine the best ways for HR to engage in the company's overall strategy. This is how HR will become and remain a key strategic partner. In topic one of these sections, Elements of an Organizational Strategy, we will focus on interpreting and applying information from various internal sources like accounting, marketing, and operations to the development of the strategic plan. We will be deepening our knowledge of the organisation's vision, mission, values, business goals, and objectives, and we will gain a better understanding of corporate governance and regulatory compliance. A strong competitive advantage often translates to customer loyalty, increased profits, and greater value for the organisation and its stakeholders. In topic two, key strategic business concepts, including the expectation that HR be a strategic partner in the organization, are explored. To meet that expectation, you as an HR professional must show you have the knowledge, skills, and abilities necessary to fill such an important role. The organisation must know where it is before it can provide strategies on where to go. In topic three, analysing the business environment, I will highlight the importance of an organisation understanding where it is today. Sweat analysis and sleep analysis are two tools used for this type of analysis. Together, these tools enables you to, as an HR professional, contribute to important information with important information to the organization's strategy plan. HR professionals should strongly consider participating in both the legislative and rulemaking processes. In topic four, Legislative and Regulatory Process, we will discuss the steps necessary for Congress on this side and for other legislative bodies in other countries to pass the bill into law and the subsequent rulemaking process. The value of including the impact of proposed and inactive laws and regulations in our analysis should become apparent. Because of the significant impact, HR professionals again should strongly consider participating as much as they can in both the legislative and rulemaking processes. Section Four: Patent Management and Strategy HR and Strategic Planning Process In addition to the other topic discussed, we will explore strategic decision making at each stage of the organisational lifecycle and how various types of ratio analysis can guide those decisions. We'll complete this section with a discussion of how HR supports the organisational budgeting process, a key strategic planning activity, by providing important human capital data. In topic one of this section, The Strategic Planning Process and the Role of HR, you will identify key stages in the strategic planning process, look at examples of activities from each stage, and gain a better understanding of the alignment of specific HR actions to the strategic plan. Organizational structure is critical as a factor in a successful organisational strategy. In topic two, Organizational Lifecycle and Structure, you will gain a better understanding of the key characteristics associated with each stage of the organisational lifecycle and identify various elements of the organisational structure. Photo cost benefit For analysis to provide the most useful information, most or all of the relevant costs and benefits should be quantifiable using a common unit of measurement. In topic three, Cost Benefit Analysis and Lifecycle Planning, I will explain how HR can conduct a simple cost-benefit analysis and calculate a return on investment and break-even point. Ensure that the department budget is aligned with your organization's strategy. In sections on top four budgetary, planning, and HR information, HR's role in supporting the organization-wide budgeting process is discussed. Section Five, Business Management, HR Functions and Roles This course examines many of the important functions and roles that HR professionals play in an organization. Key management functions include planning, organizing, directing, and controlling various strategic and operational activities. HR professionals also play an important role in developing and executing strategies related to organisational change management. Establishing and nourishing strategic relationships inside and outside the organisation helps solidify our reputation as a subject matter expert and consensus builder and, finally, our participation in enterprises. Management helps ensure organisational risks are identified, analyzed, handled effectively, and monitored on a regular basis. So in topic one, key management functions, the important management functions of planning, organizing, directing, and controlling will be explained. Change is inevitable in topic two of this section: organisational change or managing organizational change? The role HR plays in developing, influencing, and executing organisational change management strategies is discussed. Internal and external stakeholders are critical to the HR function. In Top 3, Establishing Relationships and Alliances, we will explore the value HR strategic, internal, and external relationships bring to organisational decision-making and the achievement of organisational goals and objectives. Risk is a complex, enterprise-wide concern that has potential ramifications in all areas that HR touches. In topic four, "participating in enterprise risk management," we will wrap up the course with a look at how HR can contribute to enterprise risk management through well-developed policies and procedures. We will then go on to discuss some of the advantages and disadvantages of the recruiting methods.

2. Program Overview (2)

Section Six, Workforce Planning and Employment Legislation The materials presented in this course relate to the area of workforce planning and employment. Here we will examine employment legislation and regulations and how you, as HR professionals, are expected to ensure compliance. The four key knowledge areas we will discuss are employment legislation and compliance, affirmative action planning and equal employment opportunity, internal workforce planning and staffing effectiveness, and workforce planning techniques and metrics. Improvers must make efforts to increase the presence of women, minorities, covert veterans, and disabled individuals in the workplace. In this second topic, Affirmative Action Planning and Equal Employment Opportunity, we will examine the development, implementation, and evaluation of an affirmative action plan according to the requirements. When we conclude this topic, you should be able to recognise these key aspects. HR planning has to consider the organisational strategy in order to anticipate employee skills and labour needs. Our next topic examines internal workforce and staffing effectiveness assessments. Here, you should develop a knowledge of internal workforce assessment techniques and methods to examine past and future staffing effectiveness. Pay close attention to the details involved in the various analysed methods, as they can be especially difficult as part of the exam. While attracting a large quantity of applicants may be desirable, the quality of the candidates is the most critical factor. This is why in Topic Four of this section, Workforce Planning Techniques and Metrics, we will look at recruiting objectives and selection criteria as well as sources and methods of recruitment. Section Seven, Workforce Planning and Employment Recruitment Strategies In this course, the focus will be on the process of analysing jobs and some key elements of the job description. The ability of an HR professional to establish key criteria for hiring, retention, and promotion and understand how to successfully employ various recruitment efforts is vital in meeting the organization's strategic objectives. In our first topic of this section, The Job Analysis and Job Functions, you will gain a better understanding of the job analysis and how the information taken from that analysis is used to create or update a job description, identify key competencies needed for success in the job, and pinpoint essential functions. The number one reason that employees have to leave an organisation is because of dissatisfaction with their manager. In topic two, hiring, retention, and promotion criteria, HR plays an important role in using the results of the job analysis, the job description, and the job specifications to establish the necessary criteria. In these three activities, evaluating the success of the organisation's recruitment efforts is critical. In the top three recruitment strategies, you will become more familiar with the tactics HR professionals use to help ensure the right people are in the right roles at the right times in a flexible staffing arrangement. Be cautious of standardised forms for staffing alternatives and labour market assessments. The options available through alternative staffing arrangements are explored and labour market trends are discussed. Section Eight, Workforce Planning and Employment Sourcing and Selecting Candidates HR professionals must have a solid understanding of internal and external recruitment strategies as well as the most effective sources for qualified applicants. In addition, we will explore selection procedures, preemployment testing, and interviewing strategies. We will end this section with information on job offers and negotiation in our first topic of this section, internal and external recruitment sources, and employment branding. Our focus will be on internal and external recruitment sources, developing and implementing our selected recruitment methods, and marketing the company to potential qualified applicants. In topic two, develop and implement selection Procedures HR is responsible for developing and implementing selection procedures related to applicant tracking, interviewing, and reference and background checks. The best selection process is useless if its cost is prohibitive. In the top three selection tests and interviews, you will be introduced to the concepts of reliability and validity of selection tools and increase your knowledge of various selection tests and interviewing techniques. Rewards are only a part of an overall compensation package. The employment offer process is explored in Top Four Mega Offers and Conduct Negotiations, and it concludes with a look at employment contracts. Section Nine Workforce Planning and Employment Orientation, Onboarding, and Exit Strategies In this section, the focus will be on several key elements of the organisation's orientation, onboarding, and exit strategies. The importance of relevant and effective orientation and onboarding programs, as well as HR's role in post off or employment activities, will be discussed. Also important in this discussion is the supporting role retention strategies play in organisational success, and finally, you will learn about key organisational exit procedures and processes. In topic one of this section, posted for employment activities, HR's role goes beyond the offer and acceptance page with a look at activities like Form I-9 verification, orientation and onboarding practices, and proper records management. Onboarding can mean the difference between a competent employee and a star performer. In topic two, orientation and onboarding processes, you will go deeper into orientation and onboarding processes and learn the importance of proper records management and retention. Poor retention strategies usually lead to high turnover costs. In our top three employee retention strategies and practices, our focus will be on HR's role in reinforcing the company's driving principles and behavioural expectations through modeling, communication, and coaching activities. Giving inconsistent reasons for reducing the workforce opens the door to claims of unlawful discrimination in topics such as organisational exit and reductions in force. The value of HR's unique knowledge, skills, and abilities will be evident as we discuss voluntary and involuntary terminations, downsizing, restructuring, and outplacement strategies and practices. Section Ten, Human Resource Development Regulations and Organizational Development In this section, the focus will be on human resource development, or HRD, and organisational development, or OD, and the activities and initiatives involved. This provides an overview of HRD and its key components, along with key US federal legislation that affects both the development and delivery of HRD programs. This course also examines organisational development theories and applications and provides directions to HR professionals on how to ensure OD initiatives support organisational objectives. Employee development theories are also addressed, as well as how to approach employee training programme activities. In topic one of this section, the relationships of human resource development to the organisation, the area of adult learning processes, human relations concepts and applications, and ethical and professional standards will be addressed. Ideas and facts cannot be copyrighted in Topic Two, federal laws and regulations related to HRD activities. Astronomy culture is usually associated with high-performing organizations. This is why in Topic Three, Organizational Development Theories and Applications, you will become more familiar with the theories and applications used in organisational development. Program quality efforts are an integral part of ensuring employees are productive and engaged in their topics. For organisational development tasks and process analysis, you will gain a better understanding of quality management, system theory, and some of the tools they employ. The adult learner values the ability to apply learning immediately to solve current problems. In topic five, the last one of this section, Employee Development Theories and Applications, you will look at some important theories on how adult learners learn and what motivates them.

3. Program Overview (3)

Section Eleven, Human Resources Development Employee Training In this section, the focus will be on human resource development theories and activities. This will be used to help increase the effectiveness of individual contributors and the organisation as a whole. We will look at how to assess an organization's training needs and how to develop general and specialised employee training and development initiatives and programs. In addition, information on training facilitation techniques, instructional methods, and programme delivery mechanisms is also provided, and to bring it all together, approaches and tools for assessing the effectiveness of training and development initiatives are also addressed. So in Topic One of this session, Assessing an Organization's Training Needs, you will gain a better understanding of how to conduct a needs assessment that will identify and establish priorities for HRD activities. Review training and development programmes already available in the organisation so that resources are not wasted. In topic two, Training Program Development Techniques, you will increase your knowledge of training programme development techniques to create general and specialised training initiatives. Not every location is conducive to teaching. In tier three, Implement and Facilitate Employee Training Programs, the proper ways to implement and facilitate employee training programmes will be addressed. The evaluation phase is not an area that should be treated lightly. In the Top Four Techniques to Assess Training Program Effectiveness, you will increase your knowledge of the techniques used to evaluate the effectiveness of employee training programs. Section Twelve, Human Resource Development, Performance Appraisers, and Talent Management In this section, the focus will be on performance appraisals, talent management, and leadership. One of the most important aspects of human resource development is retaining and extracting the greatest value from high-potential employees. Instruction on how to develop and evaluate performance management programmes is provided, as well as methods to evaluate performance. This course, or this section, also provides information on how to develop and assess the performance evaluation process and talent management programs. Mentoring, executive coaching, and leadership techniques used to help manage organisational talent are also discussed. So in topic one, "Develop and Evaluate Performance Management Programs," you will gain a basic understanding of performance management methods as well as a better understanding of how to develop, implement, and evaluate performance management programmes and procedures. The most common complaint from employees is that performance reviews are not done on time. In topic two, Performance Appraisal Methods, you will increase your knowledge and understanding of the methods used in the performance appraisal process. Talent management approaches should be easily understood by everyone in the organization. This is why in Topic Three of this section, Develop and Evaluate Talent Management Programs, you will become more familiar with the tactics that HR professionals use to develop, implement, and evaluate talent management programs. This includes assessing talent, developing career paths, and managing the placement of high-potential employees. A leader's level of emotional intelligence has a direct impact on his or her ability to manage and develop effective teams. You will gain a better understanding of career development and leadership development by studying the top four theories and applications of leadership development. Theories and Applications Section 13: Compensation and Regulations Strategies and needs Assessments This course examines compensation and benefit programs. This section is often referred to as "total rewards" because of its importance and impact on reaching organisational goals and objectives. Again, we will look at federal rules and regulations in the US or within the US related to compensation and benefits programs. We will not cover other countries or the state level, including a brief review of related tax regulations. From there, we will move to budgeting and accounting for compensation and benefits programs, common compensation and benefit strategies, and how to perform a compensation and benefits need assessment. In topic one of this section, Compensation Legislation, you will expand your knowledge of legislation affecting compensation programmes and ways to ensure compensation programmes are compliant with applicable feather laws and regulations. Employees may bring civil cases against their employers for failing to inform them of their rights under the FMLA. In topic two, "Legislation Affecting Benefits," our focus will shift to legislation related to benefits and ways to ensure benefits programmes are compliant with applicable federal laws and regulations. As we said, User, for instance, prohibits employers from discriminating against covered individuals in employment decisions because of their military service. In OB 3, tax and benefits legislation and compensation accounting practices, the focus will be on tax laws related to compensation and benefits, as well as budgeting and accounting practises related to compensation and benefits. Compensation packages that lack strategy focus are often costly for organisations and their employees. In our top four common compensation and benefit strategies, we will look at some of the more common compensation and benefit strategies that HR professionals should be aware of. A structured needs assessment is essential in Topic 5, "Needs Assessment for Compensation and Benefits Programs." The primary focus will be on identifying key elements and conducting compensation and benefits programs. Assessment needs, including benchmarking, employee surveys, analyses Section 14, Compensation and Benefits Managing Policies, Programs, and Activities In this section, the focus will be on compensation policies, programs, and activities. As the title says, we will examine methods for job evaluations, pay structures, and common compensation structures. Then the discussion will turn to compensation policies and programmes as well as how to manage payroll-related information. In topic one, job evaluation, pricing, and Structures You will learn about job evaluation methods, job pricing, and pay structures. A well-documented and accurately used performance evaluation system is a must when using the performance-based system. In topic two, organisational pay programs, our focus will be on pay programmes such as variable systems including flat rate and step rate, as well as marriage systems including productivity-based and person-based incentive plans or incentive pay plans that don't work for every organization. In our top three compensation policies and programs, we will discuss external labour markets and economic factors, as well as how to develop, implement, and evaluate compensation policies and programs. Payroll systems should reduce the number of human errors. In topic four, Managing Payroll Related information: the focus will be on noncash compensation systems such as equity programmes and noncash rewards, as well as common benefit programmes such as health coverage and employee assistance programs. Next, we will discuss legally mandated benefits, in particular Social Security and Medicare. Then we will end with a review of the importance of effective and regular employee communications regarding compensation and benefits programmes and employee self-service technologies. So, in topic one of this section, Noncash Compensation Methods, you'll learn about noncash compensation methods such as equity programmes and noncash reward systems. Employees need to be physically, mentally, and emotionally fit to cope with the stresses of the modern workplace. In topic two, common benefit programs, the focus will be on health and welfare benefits, retirement plans, and employee assistance programs. While workers compensation benefits are extensive, they don't provide coverage for all worker health issues. In our top three fiduciary responsibilities, we will discuss legally mandated benefits. In particular, Social Security and Medicare HR professionals should communicate with employees above and beyond what is mandated by law. In the top four, communication and training, you will gain a better understanding of the importance of communication, including communicating with employees regarding the company's compensation and benefits programs, policies, and processes, as well as providing related training.

4. Program Overview (4)

Section 16 Employee and Labor Relations, Employment Regulations, and Organizational Programs In this section, the focus will be on federal laws and regulations affecting employee and labour relations, individual employment rights, assessing the organization's climate to go to employee relations, employee involvement strategies, and the measurement of employee relations and programmes to improve employee relations in the organization. So in Topic One, Employment Regulations and Employee Rights, you will increase your knowledge of federal laws governing the employment relationship in union and nonunion environments. We will discuss antidiscrimination laws and policies, sexual and other forms of harassment, labour relations, and privacy. We will also look at how employers can ensure that employee and labour relations activities are compliant with the appropriate federal laws and regulations or with the laws of every country. If you choose to adapt the content in Topic Two, Individual Employment Rights, our focus will be on individual employment rights issues and practises such as Health Week, employment doctrine, negligent hiring, and defamation. In top three, Facilitating Positive Employee Relations, you will become more familiar with the techniques and tools for facilitating positive employee relations like employee surveys, conflict resolution, and labor management cooperative strategies. In addition, employee involvement strategies such as employee management committees, self directed work teams, and staff meetings will be explored. In topic four, Measuring Employee Relations in the Organization, we will focus on assessing the organization's climate by obtaining employee input through focus groups, employee surveys, and staff meetings, as well as evaluating the effectiveness of the employee relations programme through the use of exit interviews, employee surveys, and turnover rate data. Section 17: Employee and Labor Relations, Behavioral and Disciplinary Issues, and Resolution In this section, the focus will be on examining problematic employee behaviours and performance issues and the steps an employer can take to improve them. We will also look at a disciplinary process designed to give employees a chance to improve and help the employer avoid employment litigation. Next is a discussion of using alternative dispute resolution approaches as a way to prevent disciplinary actions and terminations from resulting in lawsuits. And finally, we will look at the roles and importance of organisational policies, procedures, and the workforce, as well as how managers and HR professionals can work to make sure that the employees understand and follow them. In topic one, organisational policies, procedures, and work rules, you will gain a better understanding of the importance of establishing, updating, and communicating workplace policies, procedures, and workloads and the significance of monitoring their application and enforcement. To ensure consistency, it is important to handle insubordination issues professionally and without making them personal. In topic two, Workplace Behavior Issues, our focus will be on increasing your knowledge of workplace behaviour issues and practices, including absenteeism and performance improvement plans. Never rely on rumours or assumptions. In Topic Three, The Disciplinary Process, you will become more familiar with developing and implementing a discipline policy based on the organization's code of conduct and ethics, the importance of ensuring that there is no disparate impact on protected classes, and that disciplinary actions and terminations are handled lawfully. The ADR process is generally more flexible than the cold process. In topic four, Grievance and Dispute Resolution, you will gain a better understanding of how to develop, administer, and evaluate Grievance and Dispute Resolution processes and performance improvement policies and procedures. Section 18: Employee and Labor Relations, Unions, and CollectiveBargaining In this course or in this section, the focus will be on the key goals of a labour union to gain employee recognition as the exclusive bargaining representative of a bargaining unit. We will also examine the union organising process as prescribed by the National Labor Regulations Act, employee rights and employer rights, employer and union unfair labour practices, and the details of collective bargaining and its process. This section ends with a discussion of strikes, picketing, and secondary boycotts as well as lockouts. So in Topic One, Labor Relations and Unionization, we will now narrow our focus to the federal laws specifically affecting employment in union environments. Again, this is about the legislation applicable in the US. You will have to research your own situation in your own country and study the relevant legislation. Employers can't keep employees from participating in union activities. In the top two unfair labour practices, you will become more familiar with the complex areas of employer and union relations and fair labour practices. The employer and the union are required to bargain in good faith. We will look at collective bargaining strategies and concepts such as contract negotiation, mandatory, voluntary, and unlawful bargaining subjects, good faith bargaining, contract costing, and contract administration in top three. There are only two types of lawful protected strikes: those for economic reasons or strikes against employers who have engaged in unfair labour practices. In topic four, strikes, picketing, and secondary boycott codes, we will focus on the union's protected concerted activities, including lawful strikes, picketing, and boycott codes, as well as lowfall employer boycotts. Section 19 (Risk Management, Organizational Risk, Safety, and Health Legislation This course or this section focuses on the HR professional's involvement with various aspects of risk management, especially people risk. Areas of risk management we will cover include business continuity risk, the risks associated with not complying with employment laws, employee health, safety, and security regulations such as OSHA, and workplace privacy laws. The risk management process and risk management strategies regarding business continuity planning and liability insurance will be examined as well. And then we will discuss a few other important regulations that HR professionals should be aware of as part of their risk management responsibilities. In topic one, organisational risk management, you will learn what is necessary to develop, monitor, and test business continuity and disaster recovery plans and how to communicate and train employees on those plans. While the process of business continuity planning is a natural extension of disaster recovery planning, the two processes are not the same. In Topic Two, Business Continuity and Liability Insurance, you will further expand your knowledge of business continuity and disaster recovery plans, including data storage and backup alternative work locations, the related procedures, as well as the various types of insurance available to mitigate common business risks. Employers must also take appropriate personal action when apparent drug-related cases arise. On top of other workplace safety and security legislation, we will expand our regulatory discussions to include other federal laws and regulations related to workplace health, safety, security, and privacy. This will include the Drug Free Workplace Act, the ADA/HIPAA, and the Sarbanes-Oxley Act. Section 20 (Risk Management, Workplace Safety, Security, and Privacy In this section, we will examine the importance of safeguarding employee safety and health, as well as workplace security and privacy, and why those safeguards are essential for business continuity and success. Next, we will explore various aspects of employee safety and health hazards and support systems that employers can offer, such as employee assistance programmes and an employee wellness program. And finally, we will cover security risk analysis methods and security measures, as well as workplace privacy issues, privacy policies, and how you can best address employer and employee privacy concerns. In topic one, employee safety, you will gain insight into the importance of safety needs analysis, the development and implementation of occupational injury and illness prevention programmes and return to work programs, identifying workplace safety risk and establishing general health and safety practices, and an overview of ocean investigation procedures. Ignoring the possible impact of drug and alcohol abuse on any company may be a costly error. In topic two, employee health, our focus will be on identifying employee health hazards, substance abuse, and the programmes employers can offer to assist employees in these areas. Workplace security involves physical and procedural measures taken to protect company assets. In the top three workplace security topics, we will discuss workplace and organisational threats, security risk analysis methods, emergency response planning, and workplace violence. The biggest privacy concern for employers is protecting proprietary information, and before examining workplace privacy, we will examine internal and external security and privacy policies, the appropriate use of electronic media and hardware such as email, social media, and Internet access, data integrity techniques, and technology applications.

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Human Resources Core Knowledge - Skills, Concepts, and Tools

1. PHR and SPHR Exam Considerations (1)

So PHR and SPHR Exam Considerations in Topic One, as we said, PHR and SPHR Exam Considerations will share some insights into HR certification, the HR certification exam process, the minimum requirements for PHR and SPHR certification, and a few test-taking tips. As I said, and I repeat this, please pay close attention to the test-taking tips. Many of my past students have told me that these tips gave them the edge they needed to be successful on the HR exam. I hope they will do the same for you. After several years of conducting HR certification preparation workshops, I am still asked some basic questions that I would like to address here. First, why should HR professionals attempt to earn their PHR or SPHR certification? Well, for many HR professionals included, the answer is a combination of factors: increased credibility with peers and business leaders, increased professional confidence, and a competitive advantage when searching for new opportunities. the personal challenge and satisfaction of preparing for and passing the exam, developing professional skills in unfamiliar areas of HR, and broadening professional networks. I'm sure that all of that sounds great, but before I go any further, I need to explain what certification is. From a high-level perspective? Certification is a designation from a professional certifying agency that is earned and maintained. earned by passing a test or other evaluation, and kept by completing a certain number of approved professional development and continuing education credits within a certain time frame. Like to say that certification requires the three elements of experience, specific education, and successful completion of an exam?

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