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HR SPHR : Senior Professional in Human Resources (SPHR) Exam

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Test Number : SPHR
Test Name : Senior Professional in Human Resources (SPHR)
Vendor Name : HR
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SPHR test Format | SPHR Course Contents | SPHR Course Outline | SPHR test Syllabus | SPHR test 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 test 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 Senior dumps

city officially dumps landfill associate regardless of some opposition | SPHR test Cram and Study Guide

'At this point, we're acting like know-it-alls with the answers and they shouldn't have the other facet of the story.'

however there changed into some opposition, a majority of the individuals of North Bay city Council voted in favour of bringing the operations of the city-owned Merrick Landfill in-condo, as of January 1, 2022.

A notion and business plan presented via Senior environment and facilities Engineer Karin Pratte at the committee level two weeks in the past formed the basis for permitting the contract at the moment fulfilled by Bruman building — including compaction of waste, administration and upkeep of day by day and closing covers, maintenance and repair of entry roads and litter control — to lapse when it expires at the end of this 12 months.

See long-established story: city clearing a direction to swap to in-condo landfill operations

in addition to Pratte, the idea is supported via CAO David Euler, CFO Margaret Karpenko, Director of Public Works Domenic Schiavone, and Chief Human materials and guidance Officer Lea Janisse, who shaped the review committee that put the Merrick thought together.

And, now, it has been supported with the aid of a majority of Council, by using a margin of eight-three, with Councillors Mark King, George Maroosis and Marcus Tignanelli vote casting in opposition t.

Coun. Chris Mayne, additionally chair of Council's infrastructure and operations committee, voted in favour and led off the discussion announcing he's "joyful to look operations coming in-apartment. We're positive to be saving $a hundred and eighty,000–$200,000 per yr for the subsequent variety of years to be put toward their subsequent landfill."

additionally in aid, Coun. Mac Bain cited he's "pleased that personnel has idea outdoor the container. The crew has done its due diligence. they will manage their personal landfill. We're now not going to contract it out to somebody else. If there is going to be an issue, we're going to own it."

The city's plan for Merrick would require "immense capital funding," in line with Pratte, including the purchase of a few pieces of heavy device objects, akin to a landfill compactor, loader, bulldozer, three-quarter-ton pickup truck. The compactor on my own is estimated to charge greater than $1 million, with the entire for the equipment coming in at about $1.85 million.

As he did when the business plan with capital expenses was lacking from the initial record and only brought in the course of the committee meeting two weeks ago, Tignanelli wondered the timing and pressure positioned on Council to make a right away choice on the be counted.

"the place is the damage in going and getting extra information and more advice and getting an precise cost from the private sector?" he asked. "And, you recognize what, if that cost comes lower back and it says the city can function it greater, then they will stay with the city."

Tignanelli added, "At this point, we're performing like be aware of-it-alls with the solutions and they do not have the different side of the story. unless they do, I don't consider it's a prudent decision"

The city will use landfill and fleet reserves to cowl the gadget purchases, then substitute the reserves with the annual reductions executed by way of taking up the landfill operations. these reserves are forecasted to be replenished through 2027. Subsequent operational rate reductions would then go toward funding the metropolis's landfill enlargement. 

Maroosis mentioned Tignanelli's stance and echoed his sentiments about being "painted into a nook." He also observed he doubts the plan will keep cash in the long run however did believe it turned into possible the operation of the site would improve.

"Financially, it doesn't add up as a result of they will be taking some huge cash out of reserves [for equipment purchase]," he referred to. Maroosis added a dialogue with a senior team of workers member established the plan is according to manage of the asset, not the financial particulars. "this is no longer what they have been offered on in this file."

Maroosis noted Bruman is already working below an extension of their contract. "I don't be aware hearing that. That turned into whatever I learned. Why do not they get an extension with Bruman, i'm certain they will supply us one, they gave us one before. Why do not they RFP it? If they desire a much better excellent landfill web site, let's put that within the rules and let the private sector bid and let the inner city staff bid. bring it to us and examine it."

The thought anticipates a $1.12 million common annual operating funds for the landfill and ordinary annual discounts of $a hundred and eighty,000 realized with the aid of keeping the work in-condominium, together with the introduction of positions for metropolis of North Bay employees, instead of using a contractor. 

akin to Maroosis, King additionally feels except the private sector from the technique is a mistake. He informed the members he spoke with the administration of E&E Seegmiller, the owners of Bruman, concerning the thought and "they had been organized to renegotiate an extension. This may be the 2d extension if Council approves it."

King requested, "What sign are they sending to the business neighborhood when they stop the soft manner?" before including "the opportunity should still be given to the inner most sector to at least quote against the metropolis's concept."

The in-condominium thought recognizes a chance for savings however is pushed with the aid of enhanced protection and sustainability of the metropolis's own asset, some thing Coun. Scott Robertson wired in guide. "the key point is holding one among their most essential public assets. The auditor always elements out it be a fiscal liability lurking within the history."

an identical in-house mannequin changed into adopted on the metropolis’s water and wastewater amenities a number of years ago.

"We took over the wastewater treatment plant, they operate the water medication plant, they operate their most essential belongings," referred to Deputy Mayor Tanya Vrebosch, noting the importance of building reserves for a future landfill so that you can "cost us means greater than they might put into a budget. They need to start planning now.

"it be going to can charge a little bit up front but it surely can have these mark downs in the end."

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