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Format | SPHR Course Contents | SPHR Course Outline | SPHR test
Syllabus | SPHR test
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
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,
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
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,
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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in case you can establish a disillusioned employee, you could be able to work to retain them before they head for greener pastures.
TechRepublic's Karen Roby spoke with Kon Leong, CEO and founding father of ZL technologies, about HR analytics and the impact of the high-quality Resignation. here is an edited transcript of their dialog.
SEE: The highest quality programming languages to learn--and the worst (TechRepublic top rate)
Karen Roby: nowadays we're focusing on HR analytics. The top notch Resignation is upon us. I actually have a sense we'll get uninterested in the usage of that term and a few different terms that have been used, but there's little question there are issues businesses are having with maintaining respectable skill. And we're in an enchanting pinch presently as a result of COVID it appears, would you agree?
Kon Leong: absolutely. there has been quite a lot of terms attached to this phenomenon. people being cooped up for a long durations and then reexamining their lifestyles, their goal and so on. and that's resulted in reasonably a phenomenon for HR managers. They call it by various phrases the turnover contagion, the wonderful Resignation, the mass attrition, and so forth. however some have in fact long gone the other way and stated, "possibly here's the super awareness," attempting to position a positive spin to it. At any price, the financial loss and the have an impact on on morale and naturally, the succeeding domino effect is making a lot of executives sit down up and pay consideration.
it's no longer just a direct loss of an worker, nonetheless it's additionally the morale and have an impact on the signaling or the empathy effect on the surrounding americans who may be asking, "Why am I still here?" or perhaps a greater purposeful concerns corresponding to greater work for the ultimate team of workers. All of this has large have an effect on on the enterprise, specifically with regard to the cost of alternative, the recruiter phase, the interview time through management and the onboarding costs. It just adds up on and on. it could be plenty simpler to assault the challenge at its source, which is how will we, A, become aware of this type of movement to leave the business, and B, what will they do to definitely continue the ones they in fact want to.
Karen Roby: And Kon, when they analyze those people that are inclined or in danger for leaving, how can they pinpoint them?
Kon Leong: truly nowadays of the digital period, they speak a great deal about digital transformation, the underlying abilities is that every thing is captured in digital kind somewhere or the other. we're 24/7 on the handset, they have laptops, they now have all styles of issues, we're very related. And as such, the connections generate an incredible volume of digital work product that are attempting to a few might say and buried in that mass of assistance, there is a variety of assistance about where the individuals are, what are they considering and feeling etc. So, this is basically an untapped supply of managerial tips that will also be used to top notch effect. and that's, I feel the rising vogue to analyze this advice that nobody had ever in reality checked out twice earlier than and discovering that or not it's actually a gold mine to make use of to manage the enterprise in a better vogue.
Karen Roby: Kon, just variety of provide us an example of what the facts would look like, what wouldn't it demonstrate or say about a specific worker, once again, who could be at risk for leaving?
SEE: Juggling remote work with children' education is a titanic project. right here's how employers can assist (free PDF) (TechRepublic)
Kon Leong: as an instance, in case you wanted to know who should be would becould very well be prone to leaving, most of the time individuals don't simply awaken one morning and say, "i am quitting." usually it takes the recruiters say, a couple of six-month technique through which they re-investigate where they're, where they're going etc. And in that six month duration, they go away breadcrumbs far and wide when it comes to disengagement, when it comes to lag time between emails or messages, in terms of number of projects fantastic, in terms of even a couple of dental and doctor appointments racking up. All of those are indicators. And if you can work out that, "hey, they now have obtained a disenchanted worker or unfulfilled worker," then you could definitely head them off at the flow and say, "good enough, let's sit down and see what they can do to increase your work life." this is an awful lot extra productive than trying to do hurt handle after they leave.
Karen Roby: And Kon, do you think some HR departments, just groups in widespread can be shocked to understand about the know-how that is available, that these innovations are out there?
Kon Leong: I believe so. really, it truly goes all the way down to a extremely core subject and sometimes once they convey it out it explanations americans to pause and feel, if they are able to keep every little bit of human work product and you've gathered over time, it is basically your corporate reminiscence that has big implications. as an example, institutional memory is vital to determine lots of managerial considerations, including the strengths and weaknesses, the place you're headed and even useful issues like who is aware of what about what, and when. The implications are big, and or not it's in reality the flip aspect of what has been occurring in enterprise IT. For the closing 70, eighty years, we've got been specializing in structured records, ERP data, SAP records. now they have omitted the different facet, which is the human facet. And now this opens up a brand new period of IT, concentrated on the human elements. We're fairly excited in regards to the implications.
Karen Roby: It sounds love it. All appropriate, Kon, searching forward here, how does HR analytics, how does it seem distinctive, say, a 12 months or two years down the road?
Kon Leong: I suppose it's an absolute godsend and a necessity since the COVID, even publish-COVID has completely changed the work ambiance. They may not be going returned to the place they were. So, in other phrases, lots of your body of workers could be out of sight and optimistically now not out of intellect, however how does one control someone you can't see as a result of they have been used to the shut proximity, and herein lies the key to that using expertise to hold all of the players engaged and productive: that is an absolute necessity. And whether they love it or now not, it will play a relevant role.
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