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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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HR (SPHR) book

A Silenced workforce: four in 5 personnel feel Colleagues Aren’t Heard Equally, Says research from The staff Institute at UKG | SPHR exam Questions and PDF Download

A Silenced workforce: four in 5 personnel feel Colleagues Aren’t Heard Equally, Says research from The workforce Institute at UKG

embody remarks, prevent attrition: One in three personnel global would quite stop than voice their issues

As organizations increasingly struggle to keep their current workforce in addition to employ quickly ample to sustain with customer demand, international research1 throughout 11 countries from The staff Institute at UKG exposes a tough hole between employee voice and organisation action that — if left unresolved — can disengage people, gasoline turnover, and restrict business performance.

This press unencumber features multimedia. View the total unlock right here:

not All worker Voices Heard

The monstrous majority (86%) of personnel feel people at their corporation are not heard pretty or equally — and basically half (47%) say that underrepresented voices remain undervalued via employers. In particular, fundamental workers, more youthful employees, non-caregiving employees, and employees who establish with underserved races and ethnicities believe less heard than their workplace counterparts.

“there is troubling inequity in the feedback loop at corporations throughout the globe. despite many personnel feeling personally heard by using their corporation, the bulk see gigantic disparities by which personnel are — and not — heard,” referred to Chris Mullen, Ph.D., SPHR, SHRM-SCP, govt director of The group of workers Institute at UKG. “At a time when agencies are desperately vying to appeal to and preserve top talent, individuals leaders should first hear after which act upon the voice of the worker so as to maintain lengthy-time period business steadiness and success.”

people Leaders should take heed to personnel — or risk losing Them

Two in three (63%) employees suppose their voice has been omitted in some way via their supervisor or business enterprise, which may additionally have a devastating impact on retention: a 3rd (34%) of personnel would fairly quit or change teams than voice their authentic considerations with administration.

“When personnel don’t feel heard or believe their wants aren’t met, they are less likely to maximize their talents and event at their office — and more likely to are trying to find those opportunities in different places,” observed Dan Schawbel, managing associate at workplace Intelligence, which surveyed 4,000 employees and americans leaders global for the file. “Feeling heard drives a way of purpose and belonging. through implementing employee feedback, individuals leaders can create an organizational culture of psychological safety and trust that prospers when its people thrive.”

comments Isn’t simply respectable for lifestyle — It’s respectable for enterprise

personnel with very excessive senses of belonging (95%) and engagement (ninety two%) are drastically greater more likely to believe heard than these with very low belonging (25%) or engagement (30%). This has a awesome impact on the bottom line: organizations are a good deal greater more likely to operate smartly financially (88%) when their personnel suppose heard, engaged, and a sense of belonging.

To dive deeper into the information and learn why investing in the voices of personnel should be a strategic company crucial, examine The Heard and the Heard-Nots govt document.

assisting elements

  • observe to editors: Please discuss with this as “The Heard and the Heard-Nots document with the aid of The team of workers Institute at UKG and office Intelligence.”
  • Subscribe to The personnel Institute at UKG and follow the feel tank on Twitter and LinkedIn for perception, analysis, blogs, and podcasts on how organizations can control these days’s contemporary team of workers to force engagement and efficiency.
  • observe UKG on fb, Instagram, LinkedIn, Twitter, and YouTube.
  • concerning the workforce Institute at UKG

    The group of workers Institute at UKG provides research and training on critical place of work concerns facing businesses worldwide. by bringing together a worldwide consortium of HR and group of workers administration idea leaders, the consider tank is uniquely placed to empower corporations with functional ideas for optimizing today’s workplace whereas also offering a crucial voice for employees, together with frontline and hourly workers. centered in 2007, an indicator of The team of workers Institute’s analysis and education — including books, podcasts, surveys, blogs, and its annual listing of workplace predictions — is balancing the needs and wants of different worker populations with the pursuits of groups to manage absenteeism, combat burnout, enhance equitable work schedules, and build amazing leaders to pressure impressed efficiency. For additional info, seek advice from and be part of the dialog at @WF_Institute.

    About UKG

    At UKG (top-rated Kronos community), their intention is individuals. developed from a merger that created one of the vital largest cloud groups in the world, UKG believes businesses succeed when they focus on their americans. As a leading global provider of HCM, payroll, HR carrier start, and workforce administration solutions, UKG delivers award-winning pro, Dimensions, and capable options to assist tens of hundreds of businesses throughout geographies and in every business pressure better company outcomes, Strengthen HR effectiveness, streamline the payroll procedure, and help make work a far better, greater related adventure for each person. UKG has 13,000 employees worldwide and is conventional for an inclusive office lifestyle. The enterprise has earned numerous awards for lifestyle, products, and capabilities, together with consecutive years on Fortune’s one hundred highest quality organizations to Work For listing. To study greater, consult with

    Footnote 1: Survey Methodology

    analysis findings are based on a survey performed by using Savanta, Inc. across the USA, the UK, Canada, Mexico, India, Australia, New Zealand, France, Germany, the Netherlands, and Switzerland can also 7–eleven, 2021. For this survey, 4,049 full-time and half-time employees have been requested widespread questions round how personnel communicate their views to their managers and/or agency in an effort to impact concerns, each huge and small, that affect them at work. The examine focused full-time and part-time working employees who're 16+ years of age. Respondents have been recruited through a couple of different mechanisms, by way of distinct sources, to join the panels and take part in market research surveys. All panelists have passed a double decide-in system and complete on regular 300 profiling statistics facets prior to taking half in surveys. Respondents are invited to take part by way of email and are supplied with a small financial incentive for doing so. results of any pattern are area to sampling model. The magnitude of the version is measurable and is affected by the number of interviews and the stage of the chances expressing the consequences. during this certain analyze, the likelihood is ninety five in one hundred that a survey effect does not differ +/- through more than 1.5 percent aspects from the result that would be got if interviews had been performed with all persons in the universe represented by means of the sample.

    Copyright 2021 UKG Inc. All rights reserved. For a full checklist of UKG emblems, please visit All different trademarks, if any, are property of their respective owners. All necessities are subject to alternate.

    UKG Contact: Jessica DeVore +1 978 244

    For revenue tips: UKG +1 800 432

    View source edition on

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