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Exam Code: GPHR Practice exam 2023 by team
GPHR Global Professional in Human Resource (HRCI) 2023

For each certification offered by HR Certification Institute® (HRCI®), an exam Content Outline is available as a reference. Each provides a description of the concepts, tasks and knowledge you need to successfully understand and perform HR-related duties associated with each specific credential.

Every year, hundreds of HR volunteers worldwide, representing various industries and HR specialties, contribute thousands of hours of time to help HRCI determine knowledge and professional competencies required to master HR practice. exam questions are also peer-reviewed for technical validity and applicability to current HR practice and applied job knowledge.

HR tasks and the knowledge needed to perform them are extensively researched and grouped into functional areas. The final exam content (also known as the exam Content Outline) is used by exam question writers and organizations that develop study/preparation materials for our HRCI certification exams.

Functional Area 01 | Strategic HR Management (25%)

Functional Area 02 | Global Talent Acquisition and Mobility (21%)

Functional Area 03 | Global Compensation and Benefits (17%)

Functional Area 04 | Talent and Organizational Development (22%)

Functional Area 05 | Workforce Relations and Risk Management (15%)

The Global Professional in Human Resources (GPHR®) exam is created using the GPHR exam CONTENT
OUTLINE, which details the responsibilities of and knowledge needed by todays HR professional. The
GPHR exam CONTENT OUTLINE is created by HR subject matter experts through a rigorous practice
analysis study conducted by HR Certification Institute® (HRCI). It is updated periodically to ensure it is
consistent with current practices in the HR profession

Functional Area 01 | Strategic HR Management (25%)
The development of global HR strategies to support the organizations short- and long-term goals,
objectives, and values.


01 Participate in the development and implementation of the organizations global business strategy,
plans, and structure.

02 Develop HR strategies to support the organizations global strategic plans and the business
requirements (examples include outsourcing, off-shoring, new product development, transfer of
technology and human capital, talent management, shared services, mergers and acquisitions).

03 Develop an HR infrastructure and processes that supports global business initiatives where HR
serves as adaptable subject matter expert and credible business partner.

04 Participate in strategic decision-making and due diligence for business changes (examples include
entry strategy, expansions, mergers and acquisitions, joint ventures, new operations, divestitures,

05 Develop HR processes to establish operations in new countries (examples include greenfield
operations and integration of acquired companies).

06 Develop measurement systems to evaluate HRs contribution to the achievement of the
organizations strategic goals.

07 Stay current on economic, geopolitical, legislative, employment, cultural, and social trends in
countries of operation and develop appropriate HR strategies and responses.

08 Provide leadership for the development and integration of the organizations culture, values,
ethical standards, philosophy on corporate social responsibility, risk management, and employer

09 Establish internal and external global relationships and alliances with stakeholders (examples
include diversity councils, joint venture partners, employers groups, unions, works councils,
business leader forums, governments).

10 Determine strategies and business needs for outsourcing and vendor and provider selection
for HR operations (examples include centers of excellence on benefits and payroll processing,
relocation and employee services, training, global assignment management).

11 Develop strategies for optimizing workforce and minimizing related expenses using various
staffing options (examples include consultants, contract, temporary, seasonal workers).

12 Participate in the development and implementation of global change management strategies.

13 Determine strategy for HR technology (examples include HR information systems, intranet) to
meet organizational goals and objectives in a global environment.

14 Participate in the development and implementation of the organizations social media strategy
and policies.

15 Participate in the development and implementation of Corporate Social Responsibility (CSR)
programs consistent with corporate philosophy and goals, host country legal requirements and/or
external influences.

Functional Area 02 | Global Talent Acquisition and Mobility (21%)

The development, implementation, and evaluation of global staffing strategies to support organizational
objectives in a culturally appropriate manner. This includes utilizing the employer brand; performing job and
cost analysis; and attracting, recruiting, hiring, and managing global mobility to meet business objectives.


01 Make sure global talent acquisition and mobility policies, practices, and programs comply with
applicable laws and regulations.

02 Develop a strategic approach for global talent acquisition and mobility that is aligned with
business needs and a diverse workforce.

03 Develop, implement, and evaluate orientation and on-boarding processes that are culturally
relevant and align with organizational strategy.

04 Monitor staffing metrics to evaluate results against global staffing plan (examples include cost-ofhire, retention, return on investment).

05 Comply with required talent acquisition and mobility regulations (examples include immigration,
tax, visas, work permits).

06 Lead all aspects of vendor/supplier management (independent contractor, consultant, agency,
and third-party organization) in areas of staffing and mobility (examples include researching
vendor options, conducting contract negotiations, vendor selection, managing ongoing
relationship, conflict resolution, termination of engagement).

07 Utilize and promote the employer branding strategy to attract diverse talent from global and
local markets.

08 Identify, utilize, and evaluate sources of global talent (examples include personal networks,
professional and business organizations, college recruiting, job boards, social media, other
technological tools).

09 Develop a global staffing plan with key stakeholders that supports business needs.

10 Develop, implement, and evaluate pre- and post-hire policies and procedures that are culturally
appropriate (examples include selection criteria and tools, employment and expatriate
agreements, background checks, medical evaluation).

11 Create position descriptions that define job-specific responsibilities, knowledge, skills, and

12 Prepare cost estimates for global assignments and advise management on budget impacts.

13 Provide consultation to potential global assignees and their managers on terms and conditions of
the assignment.

14 Manage and coordinate relocation services and expenses (examples include host location
destination services, housing disposition including property management, household goods
shipment/storage, travel and temporary living arrangements, logistics of repatriation).

15 Manage and coordinate mobility services and expenses for global assignments (examples include
culture and language training; spouse or partner assistance; employee, spouse or partner and
family mentoring and coaching, repatriation planning and implementation).

16 Establish/maintain ongoing communication practices with global assignees, host and home
country management.

17 Develop repatriation programs for global assignees.

Functional Area 03 | Global Compensation and Benefits (17%)

The establishment and evaluation of a global compensation and benefits strategy aligned with the business
objectives. This includes financial and non-financial rewards.


01 Develop and implement compensation, benefits, and perquisite programs that are appropriately
funded, cost- and tax-effective and comply with applicable laws and regulations.

02 Establish and communicate a global compensation and benefits strategy that aligns with business
objectives and supports employee engagement.

03 Design and/or negotiate compensation and benefits programs for business changes (examples
include start-ups, restructuring, mergers and acquisitions, joint ventures, divestitures).

04 Develop, implement, and assess job valuation systems aligned with global business strategy.

05 Establish and maintain compensation, benefits, and perquisite programs for key executives and
employees in each country of operation, including base salary structures, short- and long-term
incentive plans, supplemental benefits programs, and tax-effective compensation arrangements.

06 Develop and implement global assignment compensation terms and conditions (examples include
balance sheet and alternative approach calculations, allowances, premiums, end-of-assignment
bonuses, localization).

07 Develop and implement global assignment benefit and perquisite programs (examples include
health care, employee assistance programs, club memberships, company cars).

08 Develop, implement, and assess programs to address income and social insurance tax
obligations, including portability for global assignees.

09 Develop, implement, and manage compensation, benefits and perquisite programs for global
assignees and local employees for each country of operation.

10 Manage and evaluate global assignment-related payments, payroll, and activities.
11 Research, develop and implement technological tools (for example, HRIS, performance
management systems) to support the compensation and benefits programs.

Functional Area 04 | Talent and Organizational Development (22%)

The design, implementation, and evaluation of organizational development programs and processes to
effectively develop a global workforce supporting business goals, culture and values.

01 Make sure talent development programs comply with applicable laws and regulations.

02 Align local and regional practices with corporate vision, organizational culture, and values.

03 Create and implement awareness programs (examples include diversity, non-discrimination,
bullying, cultural sensitivity, multi-generational workforce) that are aligned with the organizations
philosophy and adapt to local cultural perspectives.

04 Develop systems that support the implementation of global change management initiatives.
05 Develop and implement communication programs that are effective for a global workforce and
other stakeholders.

06 Make sure employees have the appropriate knowledge, skills, and abilities needed to meet
current and future business requirements.

07 Implement and evaluate a process to measure the effectiveness of organizational development
programs based on global HR metrics/measurements (examples include employee engagement
surveys, turnover rates, training return on investment [ROI], benchmarking data, scorecards).

08 Develop and implement processes, programs, and tools to support organization and workforce
development at all levels of the organization (examples include career and leadership
development, succession planning, retention, repatriated employees, short-term assignments).

09 Develop programs, policies, and guidelines to support geographically dispersed and/or virtual
teams (examples include team building, project management, performance management).

10 Establish work-life balance programs (examples include job sharing, flextime, telecommuting) and
their application and appropriateness to different cultures.

11 Implement culturally appropriate performance management processes that support both global
and local business objectives.

12 Develop and implement global programs to support the organizations growth, restructuring,
redeployment and downsizing initiatives (examples include mergers and acquisitions, joint
ventures, divestitures).

13 Develop and implement competency models to support global and local business goals.

14 Identify and integrate external workforce to provide services to support global and local
objectives (examples include consultants, independent contractors, vendors, suppliers) as it
relates to talent and organizational development.

Functional Area 05 | Workforce Relations and Risk Management (15%)

The design, implementation, and evaluation of processes and practices that protect or enhance
organizational value. This includes managing risk, ensuring compliance, and balancing employer and
employee rights and responsibilities on a global basis.


01 Make sure activities related to employee and labor relations, safety, security, and privacy are
compliant with applicable laws and regulations, from initial employment through termination.

02 Comply with extraterritorial laws to mitigate risk to the organization (examples include US Title
VII, US Americans with Disabilities Act, US Foreign Corrupt Practices Act, EU Data Privacy
Directive and Safe Harbor Privacy Principles, UK Bribery Act).

03 Make sure the organization complies with globally recognized regulations to enable effective
workforce relations and meet acceptable workplace standards (examples include OECD
Guidelines for Multinational Enterprises, ILO conventions, Mercosur, NAFTA, WTO).

04 Monitor employment-related legal compliance and ethical conduct throughout the global supply
chain (examples include consultants, independent contractors, vendors, suppliers) to mitigate the
risk to the organization.

05 Develop assessment procedures for HR internal controls, evaluate results and take corrective

06 Comply with all regulations related to employee records and data (examples include EU Data
Privacy Directive, US HIPAA, Australian Federal Privacy Act).

07 Establish alternative dispute resolution and grievance processes, disciplinary procedures, and
investigative processes in compliance with applicable laws and practices.

08 Develop and implement programs to promote a positive work culture (examples include
employee recognition, constructive discipline, non-monetary rewards, positive reinforcement).

09 Confer with employee representative groups in compliance with statutory requirements
(examples include works councils, unions, joint action committees).

10 Develop, implement, and communicate employment-related corporate policies (examples include
ethics and professional standards, codes of conduct, anti-discrimination, anti-harassment, antibullying).

11 Coordinate global risk management, emergency response, safety, and security practices
(examples include intellectual property, occupational health and safety, disaster and crisis
management, duty of care).


01 The organizations vision, values, mission, business goals, objectives, plans, processes, and culture

02 Strategic/business planning and continuous improvement processes and their implementation

03 Concepts and processes to align the global HR function as a strategic business partner (examples include business environment, markets, consumer segments, industry specific trends and cycles, key business factors)
04 Financial planning processes and budget development

05 Strategies and business models (examples include joint ventures, wholly owned subsidiaries,
representative offices, outsourcing/off-shoring) and their implications

06 Organizational structures (by geography, business unit, product line, and functional discipline)
and their design and implementation

07 HR analytics, methods, and processes for assessing the value and the results of HR programs
(examples include return on investment [ROI], cost/benefit analysis)

08 The organizations values and culture and their fit with the culture, legal systems, and business
practice contexts of other countries, including local and regional differences

09 Business ethics standards and practices at a global level, while maintaining local relevance

10 Role and expectations of customers, suppliers, employees, communities, shareholders, boards of
directors, owners, and other stakeholders

11 HR technology (examples include HR information systems, Intranet) to support global human
resource activities.

12 Procedures and practices for cross-border operation, integration, and divestiture

13 Company and site start-up practices and procedures

14 Organization business philosophies, financial models, and financial statements

15 Due diligence and restructuring processes appropriate to specific regulatory environments and

16 Best practices and application of community relations, environmental initiatives, and philanthropic

17 Corporate social responsibility practices and policies

18 Strategies to promote employer of choice or employment branding initiatives and best practices

19 Social media technologies, trends, and best practices including knowledge of evolving legislation
and regulations

20 Applicable laws and regulations related to hiring and employment

21 Strategies to promote employer of choice or employment branding initiatives

22 Methods for developing, sourcing, and implementing a global workforce staffing plan

23 Global and country-specific recruiting and hiring practices, methods and sources

24 Position description development

25 Culturally appropriate interviewing techniques and selection systems

26 Employment contract content requirements by country

27 Deployment activities (examples include relocation, mobility services, immigration)

28 Company onboarding programs

29 Staffing metrics (examples include cost-of-hire, new hire attrition, return on investment [ROI])

30 Policies and processes related to types of assignments (examples include short-term, long-term,
permanent, commuting) that address specific needs (examples include technology transfer,
leadership and management development, project management)

31 Assessment and selection tools and models for global assignments

32 Global assignment management, tracking, and reporting

33 Intercultural theory models and their application to overall business success

34 Critical success factors for global assignees (examples include spouse or partner and family
adjustment, support, communications)

35 Global assignee preparation programs (examples include cultural and language training, host
country site orientation, relocation services, destination services)

36 Expenses related to global relocation and mobility services (examples include destination
services, housing, travel and temporary living, shipment and storage of household goods, culture
and language training, dependent education)

37 Assignment assessment measures to evaluate global assignee fit and impact on the business

38 Immigration issues related to global mobility (examples include visas, work permits, residency

39 Techniques for fostering effective communications with global assignees, management, and

40 Tools, best practices, and support services for repatriation

41 Corporate income tax ramifications of employee and employment activities in various
jurisdictions, including unintentional permanent establishment

42 Local laws regarding compensation, benefits, and taxes (examples include tax equalization or
protection, mandatory or voluntary benefits)

43 Global assignment tax planning and compliance requirements and processes

44 Payroll requirements and global assignment payment methods (examples include split payroll,
home and host country payments)

45 Localization concepts and processes (examples include compensation and benefits adjustments,
tax implications, social insurance issues)

46 Global assignment compensation packages (examples include net-to-net, regional and host
location based, headquarters based, balance sheet, host country-plus)

47 Cost-of-living models and their impact on global assignments (examples include goods and
services allowances, efficient purchaser indices)

48 Global and country-specific benefit programs (examples include retirement, social insurance,
health care, life and disability income protection)

49 Global and country-specific perquisite programs (examples include company cars, club
memberships, housing, meal allowances, entertainment allowances)

50 Equity-based programs (examples include stock options, phantom stock, restricted shares, stock
purchase) and their global application and taxation issues for the employee and the company

51 The impact of cross-border moves on long- and short-term incentive programs

52 Portability of health and welfare programs (examples include retirement, social insurance, health
care, life and disability insurance)

53 Finance, payroll, and accounting practices related to local compensation and benefits

54 Procedures to collect and analyze data from global, regional, and local compensation and
benefits surveys

55 Appropriate mix of compensation and benefits for different local and regional markets

56 Global executive compensation, benefits, and perquisites programs (examples include bonuses,
deferred compensation, long-term incentives, tax-effective compensation methods)

57 Financing of benefits programs, including insured programs, multinational insurance pooling and
retirement funding options

58 Information sources on global and local compensation, benefits, and tax trends

59 Due diligence procedures for business changes (examples include mergers and acquisitions, joint
ventures, divestitures, restructuring) with respect to compensation, benefits, and perquisites

60 Job valuation tools (examples include point-factor systems, salary surveys, benchmarking)

61 Tax treaties and bilateral / reciprocal social security agreements (Totalization Agreements)

62 Collective bargaining agreements and works council mandated compensation and benefits

63 Applicable laws and regulations related to talent development activities

64 Work-life balance programs

65 Techniques to promote and align corporate vision, culture, and values with local and regional

66 Global organizational development programs and practices (examples include succession
planning, leadership development)

67 Needs assessment for talent and organizational development in a global environment

68 Training programs and their application in global environments

69 Global learning models and methodologies

70 Performance management, feedback, and coaching methods as they apply locally and globally

71 Techniques to measure organizational effectiveness in a global business environment (examples
include engagement surveys, benchmarking, productivity measurement tools)

72 Retention strategies and principles and their application in different cultures and countries

73 Redeployment, downsizing, and exit management strategies and principles and their application
in different cultures and countries

74 Career planning models

75 Critical success factors for global assignees (examples include family adjustment and support,
communication, career planning, mentoring)

76 Best practices and processes for utilizing the experience of repatriated employees

77 Competency models and their global applicability

78 Trends and practices for employee engagement

79 Interpersonal and organizational behavior concepts and their application in a global context
(examples include the use of geographically dispersed teams, virtual teams, culture training,
cross-cultural communications)

80 Applicable laws affecting employee and labor relations (including termination of employment),
workplace health, safety, security, and privacy

81 Major laws that apply extraterritorially (examples include US Title VII, US Americans with
Disabilities Act, US Foreign Corrupt Practices Act, EU Data Privacy Directive and Safe Harbor
Privacy Principles, UK Bribery Act)

82 Globally-recognized regulations, conventions and agreements (examples include OECD
Guidelines for Multinational Enterprises, ILO Conventions, Mercosur, NAFTA, WTO, UN Compact)

83 Employment-related legal compliance and ethical conduct of vendors, suppliers and contractors

84 Internal controls, compliance, and audit processes

85 Employee rights to privacy and record-keeping requirements (examples include EU Data Privacy
Directive and Safe Harbor Principles, US HIPAA, Australian Federal Privacy Act).

86 Individual employment rights (examples include employees rights to bargain, grievance
procedures, required recognition of unions)

87 Appropriate global and local techniques for managing employee relations (examples include small
group facilitation, dispute resolution, grievance handling, employee recognition, constructive

88 Legal and customary roles of works councils and trade unions

89 Local collective bargaining processes, strategies, and concepts

90 Employment litigation

91 Workplace security risks including physical threats and piracy of intellectual property and other
company-proprietary information

92 Local conditions relating to personal security (examples include kidnapping, terrorism, hijacking)

93 Emergency response and crisis-management planning (examples include plans for medical
emergencies, pandemics, disasters, evacuation, riots, civil disorder, other physical threats, facility

94 Basic business, global, political, and socioeconomic conditions, demographics, law, and trade
agreements, and how they relate to business operations

95 Globalization and its drivers, opportunities, consequences, and trends

96 Global management techniques, including planning, directing, controlling, and coordinating

97 Global project management methods and applications

98 Global application of human resource ethics and professional standards

99 Change management strategies,processes, and tools

100 Global leadership concepts and applications

101 Qualitative and quantitative methods and tools for analysis, interpretation and decision-making
purposes and their application

102 Intercultural theory and specific cultural behaviors

103 Cross-cultural management techniques

104 Strategies for managing global vendor/supplier relationships, selection processes, and contract

105 Communication processes and techniques and their worldwide applicability

106 Effective use of interpreters, translators, and translations

107 Techniques to promote creativity and innovation

108 Principles and practices that foster a diverse workforce

109 Strategies of globalization versus localization of HR policies and programs

110 HR capability within the organization (both global and local)

Global Professional in Human Resource (HRCI) 2023
HR Professional Topics
Killexams : HR Professional Topics - BingNews Search results Killexams : HR Professional Topics - BingNews Killexams : Remote work and pro-employee movements are hot topics
Credit: tomertu/Adobe Stock

As with any organizational division, the laws and regulations surrounding human resources and people operations grow and evolve alongside societal expectations and views. The year 2023 represents a time of shifting attitudes toward the workplace and workforce, with the effects of the COVID-19 pandemic continuing to wax and wane, pro-employee movements taking place in high-profile industries, and the make-up of the U.S. Supreme Court and the rest of the federal court system on a conservative shift. Keeping up with the hot Topics ensures employers understand their workforce and the issues facing them.

Tue, 22 Aug 2023 03:33:00 -0500 en text/html
Killexams : How to Maintain HR Compliance
  • HR compliance is the implementation of human resources policies and procedures that comply with laws and regulations.
  • Businesses must maintain HR compliance to avoid penalties, fees or legal action.
  • HR compliance involves various human resources functions, including recruitment and onboarding, payroll and benefits, training and development, and risk management and safety.
  • This article is for small business owners and HR professionals who want to learn how to keep their company compliant with HR regulations.

A human resources manager or department has many responsibilities. They recruit, hire, onboard and terminate employees; perform administrative tasks; manage payroll and employee benefits; help with employee training and development; foster a strong company culture; and manage risk and safety measures. Perhaps most importantly, they help their company maintain legal compliance.

Businesses must follow several labor and employment laws to maintain HR compliance, but managing people in accordance with those laws can raise many challenges. All business owners and HR managers must clearly understand HR compliance and how to maintain it.

What is HR compliance?

HR compliance is the process of creating and enforcing internal HR policies that follow labor laws, employment laws and other regulations. HR compliance is a legal requirement that can help you prevent employment disputes and litigation.

Regardless of how big or small your organization is, HR compliance can be a massive undertaking. Many companies have full-time human resources employees or outsource HR to experienced professionals.  

“You need an expert, someone who stays on top of the changes and interpretations of the different laws,” advised Jilian Dimitt, vice president of human resources at Optima Office. “If your organization cannot afford a strong HR manager, director or internal HR team, then utilize the service of a strong HR consultant that you can call upon when [needed].”

HR functions are expanding continuously and now often include duties such as succession planning, training protocols and marketing plan creation.

What HR compliance tasks should businesses know about?

Whoever handles your business’s human resources functions should know about vital HR compliance tasks. These tasks cover a multitude of categories, including the following: 

There are too many potential HR compliance tasks to list. However, Dimitt pointed out five critical HR compliance tasks many businesses forget:  

1. Acquire the mandatory federal and state posters.

Federal and state laws require businesses to acquire and hang posters listing specific labor laws for their entire staff to see. These posters should be updated frequently, because laws and regulations change. 

Dimitt said businesses can purchase federal and state “all-in-one” posters to maintain compliance. “Up-to-date posters are one of the first things I check for when asked to do an HR audit for a client,” Dimitt noted.

2. Correctly classify your workers.

Members of your team can be classified in various ways, including the following:

No matter how unintentional, misclassifying workers can cause trouble for your business.

3. Update your employee handbook.

Although you might not be legally required to create an employee handbook, it’s recommended. Employee handbooks can help you communicate policies to staff and mitigate legal disputes. An employee handbook is a living document you should update as laws and policies change.

“I met with a client recently who was so proud of their 50-page handbook — but it was 10 years old, and they were continuing to follow outdated and now-illegal policies, all because they just did not know that the laws had changed,” Dimitt said.

4. supply all new hires their required documents.

Handing out vital information might seem like a no-brainer, but an essential part of HR compliance is providing new employees with key documents as soon as the employees start. Some paperwork is legally necessary, while other documents can help avoid disputes down the road. This same policy applies when employees depart the company.

5. Follow “final paycheck” laws.

According to Dimitt, many employers don’t realize that an employee who gives their resignation notice or is terminated must be paid on their last day. Paying employees on their last day is a straightforward way to maintain HR compliance.

No laws require employees to supply two weeks’ notice. Businesses must abide by state laws governing final paychecks even if an employee quits suddenly.

What challenges do small businesses face in compliance?

Knowing and understanding all current laws and regulations that apply to your business can be challenging. Hiring or consulting an experienced HR professional can help your business mitigate many compliance challenges.

In addition to creating compliant policies and procedures, managing human capital can be challenging. For example, employee behavior can present small businesses with various HR compliance issues, and external factors can also impact compliance. 

Margo Wolf O’Donnell, co-chair and partner of the Labor and Employment Practice Group at Benesch, said workplace harassment, discrimination and disability claims have been top of mind for companies lately.

“How to handle claims of harassment and discrimination and, in particular, disability claims relating to COVID-19 and issues relating to claims of sexual harassment are the top compliance issues facing small business right now,” Wolf O’Donnell noted.

How can small businesses stay HR compliant?

Although maintaining HR compliance can take time and money, it’s worth the effort. Noncompliant businesses risk significant penalties, fees and litigation. To help your business stay HR compliant, follow these six steps:

1. Hire the right HR people to stay HR compliant.

Having the right people in place to manage human resources is essential for small businesses. Every business is unique and should have tailored HR support. 

You have several options, depending on your business’s size, HR needs and budget. For example, you can hire an internal HR manager or an in-house HR department. Alternatively, you could outsource your HR functions to one of the best professional employer organizations (PEOs) or an HR consultant.

If you want to keep your HR functions in-house but can’t afford an entire HR team, consider hiring an HR generalist, Dimitt suggested.

“If you are small, perhaps hire a strong HR generalist who has five to eight years of overall experience but, most importantly, one who ‘knows what they don’t know’ and who will research or reach out to experts if they find themselves in a situation they can’t handle on their own,” Dimitt advised.

Even if you have an internal HR manager, it can still be helpful to confer with an experienced HR consultant as needed.

PEOs use a co-employment model, meaning your employees will appear on the PEO organization’s books for tax and legal purposes.

2. Create clear policies and procedures to stay HR compliant.

Every organization should establish a clear set of policies and procedures for employees to follow. They should follow federal, state and local guidelines and accommodate your business’s specific needs. 

When you’re writing your policies, be explicit about what is expected and what will not be tolerated. It’s also crucial to list clear steps for employees to report policy violations.

“Make sure that all safety policies, attendance requirements and benefits are clearly stated and in compliance with federal, state and local guidance and orders,” Wolf O’Donnell advised. “Make sure anti-harassment and anti-discrimination policies have understandable procedures in place for employees to report their complaints.”

An employee handbook is vital to establishing and communicating clear policies and procedures. Don’t forget to update your company guidelines as laws and regulations change.

3. Train your employees on HR compliance.

Creating compliance policies and procedures is not enough. To ensure your team is compliant, you must facilitate open communication with your employees and train them on your policies.

Effective employee training can be conducted online or in person and can be facilitated by your internal HR team or an external party. The type of training you offer will depend on your team and the topic. For example, Wolf O’Donnell suggested having an external party conduct anti-harassment and anti-discrimination training.

“Having a third party, such as an employment attorney or consultant, conduct a live anti-discrimination and anti-harassment [training session] can help prevent future claims and demonstrates the commitment of your company to keeping your workplace free of unfair treatment,” Wolf O’Donnell explained.

4. Thoroughly investigate employee complaints to stay HR compliant.

Part of maintaining a compliant organization is listening to your employees. When an employee makes a complaint, it’s essential to investigate it. According to Wolf O’Donnell, businesses should investigate all complaints relating to safety issues, harassment and discrimination — whether written or oral — even if they’re anonymous (via blogs, tweets or hotlines).

The best way to ensure compliance is to create a standard procedure for investigating complaints.

“I find that an investigation works best if it starts with an interview of the complainant,” Wolf O’Donnell said. “After the complainant is interviewed, proceed next with interviews of any other individuals who might have knowledge. Investigations should usually end with an interview of the accused.”

In your investigation, multiple individuals (e.g., a manager and an HR professional) should be present at your interviews to avoid any disputes on what is discussed. When the investigation is complete, encourage the complainant to follow up with management if any other issues arise.

“Touch base with the complainant on a set time frame — 15, 30 and 60 days after the complaint is probably sufficient unless the complainant demands more and these requests are made in good faith,” Wolf O’Donnell said.

The best HR software can facilitate safe, easy and secure reporting of workplace harassment and other complaints.

5. Enforce disciplinary actions fairly across the board to stay HR compliant.

Once an investigation is complete and you’ve determined an employee has violated a policy, take the appropriate remedial action outlined in your employee handbook and disciplinary action policy.

“Such actions could include separating the complainant and the accused in the workplace (staggering their hours, moving their offices), disciplining the accused, or terminating the accused,” Wolf O’Donnell said. “If terminating the accused is deemed the appropriate response, think about what claims, if any, the accused might have against the company, and consider getting a release in return for a payment.”

Fair and equal treatment of all employees is essential to HR compliance. No employee should get special treatment or be let off the hook due to their position or favoritism. This is critical to ensuring your company doesn’t face litigation.

6. Always keep proper documentation to stay HR compliant.

When you’re performing an investigation, keep comprehensive documentation of the situation. This could come in handy later, especially in the unfortunate circumstance that the case goes to litigation. Proper HR compliance documentation will also be helpful if your company is hit with an HR audit.

Staying HR compliant for the foreseeable future

Although HR compliance can quickly get time-consuming, you don’t have to go it alone. In fact, the companies with the best HR track records typically work with a PEO or one of the best HR outsourcing services. Alternatively, if your business is new, you can start small and hire an in-house HR person. When you approach human resources with others on your side, compliance becomes much more likely.

Max Freedman contributed to this article. Source interviews were conducted for a previous version of this article.

Tue, 08 Aug 2023 12:00:00 -0500 en text/html
Killexams : HR struggles with efficiency as function evolves

Only 9% of HR leaders say their HR function is both highly efficient and highly aligned to their organisation’s needs, according to management consultancy Gartner.

The survey of 217 HR leaders found 55% said they were getting more requests on a wider variety of topics, while 80% claimed their function is facing different challenges to those they faced before the pandemic.

Post-pandemic, 51% of HR leaders reported they had received more requests for support, and 45% said it is more difficult now to handle conflicting demands.

More on HR's role:

HR's role in employee activism

HR's role as cultural champions

Addressing employee expectations of mental health support

Piers Hudson, senior director in the Gartner HR practice said HR’s role has evolved and encompasses an increasing number of topics, from DEI concerns to climate change efforts.

He said: “Unfortunately, today’s new world of work has not only burdened HR with new demands but increased obstacles to effectiveness.

“To address these types of new demands and obstacles, most HR leaders look to restructure their function or change their internal ways of working. Unfortunately, those approaches are only marginally increasing efficiency because they fail to recognise a shift in the role of HR in organisations.”

The study found 71% percent of respondents reported burnout among HR staff was more challenging than pre-pandemic.

More than half of HR leaders surveyed reported increased difficulty in both retaining and recruiting HR employees.

Hudson said HR needs to encourage more internal mobility to fill HR roles.

He said: “HR needs to allow a more permeable movement of talent into and out of the function, yet only one quarter of HR leaders say their staffing model allows them to bring non-HR people into HR roles.

“This type of collaboration with the wider organisation will help HR address the novel workforce issues they are now facing.”

Digitalisation is a key way that HR is tackling increasing challenges, as 60% of business leaders intend to incorporate more AI and automation into their HR department, according to separate research from Personio.

According to the same study, 66% think AI will make them more efficient and productive.

Dan Phipps, HR solutions director at HR technology provider AdviserPlus, said HR leaders can use AI as an opportunity to improve productivity and focus less on administrative tasks. 

Speaking to HR magazine, he said: “HR professionals can adapt, upskill and use AI as a tool to enhance their work and provide value-added services. 

“AI can generate valuable insights from data, spotting trends, improving data-driven decision-making and analysing employee relations cases for patterns and trends.  

“It can also automate repeatable tasks that don’t require the specialist skills of HR professionals, helping to simplify ways of working and free humans to spend their time on tasks that require empathy and human connection.” 

Tue, 15 Aug 2023 21:22:00 -0500 en text/html
Killexams : Best Online Master’s In Human Resources Of 2023

Consider Your Future Goals

As you research where to pursue your master’s, consider which degree type best supports your interests and aspirations. Most master’s-level HR programs fall into one of three categories: human resource management (HRM) programs, human resource development (HRD) programs and MBA programs.

  • HRM: HRM programs provide in-depth education on HR departments’ day-to-day functions and overarching goals. Covering the field’s underlying concepts, emerging trends and key competencies, this degree helps students prepare for HR leadership roles at public and private organizations.
  • HRD: Often including psychology, education and organizational leadership courses, HRD programs like those at Villanova and Drexel emphasize the field’s strategic side over its everyday operational aspects. This degree can benefit individuals seeking many HR positions. They may particularly interest students pursuing training and development careers, Ph.D. programs in human resources or research-oriented roles.
  • MBA: An MBA in human resources pairs general business courses with HR-specific topics. Unlike learners pursuing other HR master’s degrees, MBA candidates typically take classes in accounting, marketing, finance and management information systems. This option may appeal to learners seeking a more versatile business degree.

You might also consider which certifications you plan to earn. For example, if you’re seeking SHRM-CP® or SHRM-SCP® certification, look for programs that align with SHRM curriculum guidelines.

Understand Your Expenses and Financing Options

Online and on-campus programs typically cost about the same in tuition, but remote students often save on commuting- and relocation-related expenses. Moreover, some public universities extend in-state tuition rates to all online learners, regardless of where they live.

As of 2021, the National Center for Education Statistics reports that the average U.S. university charges $19,749 in graduate tuition and fees per year.

The programs on our list generally align with this statistic. Annual tuition costs for these programs range from about $9,000 to $36,000, with an average of just under $19,000. Master’s candidates can use financial aid to help defray their degree costs. Forms of aid available to graduate students include:

  • Graduate assistantships
  • Federal, state, institutional and private grants
  • Institutional and private scholarships and fellowships
  • Military tuition benefits
  • Employee tuition assistance
  • Federal and private student loans
Wed, 16 Aug 2023 02:36:00 -0500 Ilana Hamilton en-US text/html
Killexams : Human Resource Management Minor

Shape the Workforce of the Future

Over the last few years, our understanding of the workplace has shifted rapidly. One thing, however, remains the same: a company's most valuable asset is talent. Keeping employees engaged and performing at their best is the key to the success of any organization.

This is where human resources professionals come in. If you are looking to innovate how organizations foster a successful working environment, a minor in human resource management will enhance your bachelor's degree. Find out how you can help maximize the human potential of any company. 

Why Study Human Resource Management?

Human resource management courses allow you to focus on the tools and skills necessary to lead organizational change. The curriculum is designed to teach you strategic aspects of the field. The projects you complete will help you develop approaches to secure positive outcomes for both the organization and the employee. You will also learn how to analyze performance measurement, human resource management metrics and compensation.

What You’ll Learn

  • Building effective teams
  • Compensation and benefits
  • Human resource management
  • Human resource strategy
  • Organizational behavior
  • Talent recruitment and attrition
  • Workplace safety and health

Review the full curriculum below. 

Students are required to complete the following courses:

  • OS286/PY286/EM286 Organizational Behavior
  • OS352 Strategic Human Resource Management
  • OS452 Advanced Human Resource Management

The remaining two courses will be chosen from the following:

  • EC475 Personnel Economics
  • EHS309 Introduction to Environmental and Occupational Health
  • EHS330 Occupational Safety and Ergonomics
  • LW466 Law of the Workplace
  • OS466 Negotiations and Relationship Management

Coursework centers around the tools and approaches human resources professionals use on a daily basis. Various co-curricular and extracurricular activities help you build additional experience.

The minor takes the basic Topics learned in core business classes to the next level. We dove deeper into employee rights and learned how to implement HR policies to assist those in need and in protected classes. The professors bring a large amount of real-world experiences to the classroom.

Micah Larrow '19 BS in Global Supply Chain Management with a minor in human resource management

Career Possibilities

Students have found success in many roles, including as a:

  • Compensation analyst
  • Diversity officer
  • Human resources coordinator
  • Human resources manager
  • Recruiter


Our students have found that their skills are in high demand. The Clarkson Class of 2022 had a 96-percent placement rate, with an average starting salary of roughly $69,000 for graduates of the program.

Some of the most recent employers of Reh School of Business students include:

  • Accenture
  • Amazon
  • Anheuser-Busch Companies
  • Apple
  • BNY Mellon
  • BOSE
  • British Petroleum
  • Corning
  • Deloitte
  • Epic
  • ExxonMobil
  • Fidelity Investments
  • GE
  • General Dynamics
  • Goldman Sachs
  • IBM
  • Johnson & Johnson
  • Northwestern Mutual
  • Veritas Prime

Graduate Schools

Many of our graduates choose to pursue advanced degree programs. Many have pursued graduate degrees through Coulter School of Engineering or Reh School of Business programs or Clarkson's other graduate programs. Other graduate schools where our students have recently enrolled include:

  • Boston College
  • Carnegie Mellon University
  • Duke University
  • IESEG School of Management
  • New York University
  • University of Michigan

Contact Us

Reh School of Business
Phone: 315-268-6613

Interested in learning more about the human resource management minor? Contact the Reh School of Business today with your questions.

Mon, 24 Jul 2023 09:41:00 -0500 en text/html
Killexams : CHAUDHRI: Upcoming HR trends to watch out for No result found, try new keyword!In preparing for a talk I am giving to over 200 HR professionals next week, I have spent the last few weeks thinking about where employment law is headed. Here are the hot button Topics I will be ... Sat, 19 Aug 2023 15:06:00 -0500 en-us text/html Killexams : MBA in Human Resources Online

Register By: September 16 Classes Start: September 18

The MBA That Fits Your Life

  • Just over $19K total tuition
  • Earn credentials along the way
  • Program accredited by ACBSP
  • Aligns with SHRM BoCK key competencies1
  • Complete in about 1 year
  • No GRE/GMAT required

MBA in HR Online Program Overview

A human resources concentration built into an MBA? That's the type of degree that can fit well into your career-advancement goals.

The Master of Business Administration (MBA) in Human Resources at Southern New Hampshire University prepares you to take on this increasingly important role. And because it’s an MBA, its approach to the HR discipline is to enhance your business acumen first and foremost, along with your ability to drive change.

The program lays a foundation in standard business administration topics, weaving Topics like leadership, marketing, finance and operations throughout your coursework. You'll dive into them in different ways. For example, you won't just learn about leadership, you'll learn how to lead people, organizations and organizational change.

The comprehensive nature of this program makes it a great option for anyone interested in honing their business skill sets, strengthening marketability and increasing career opportunities – whether you're a recent undergraduate, a well-established professional or somewhere in between.

With only 30 credits required to graduate for just over $19k, the new MBA program also allows you to move through your core coursework faster and for less, even giving you the ability to finish in about a year should you choose to take part full time.

However, despite the accelerated timeline, you can still anticipate the same level of rigor and complexity that you would find in a traditional MBA, allowing you to get the most out of your program in the least amount of time.

"Everything is business as you progress up the ranks of leadership,” said Kate Noor, an MBA academic advisor at SNHU. 

As with all of our HR programs, the MBA in Human Resources aligns with SHRM’s guiding principle – that human resource professionals must be prepared to play a key role in the success of today's agile companies. SHRM is considered the industry standard in HR credentialing.

The coursework was designed to include competencies found in the SHRM Book of Competency and Knowledge (SHRM BoCK™), which forms the basis for SHRM-issued HR credentialing opportunities. The SHRM BoCK covers the 8 behavioral competencies and HR knowledge human resources professionals need to do their best work.1

Melanie Rowe ’18G says her MBA in HR prepared her on many levels.

“The classes at SNHU have taught me a lot about change management, people management, group dynamics, company culture and leadership,” she said. “I’ve used this knowledge in my relationship management and to position myself as an informal leader, which makes it easier for me to recommend and implement change.”

What You'll Learn

  • The complexities of HR management
  • Data analysis and interpretation
  • Adaptable strategies for an organization
  • The cultivation of culturally aware and responsive teams
  • Plans around culture, ethical and legal standards, and sustainable practices

How You'll Learn

At SNHU, you'll get support from day 1 to graduation and beyond. And with no set class times, 24/7 access to the online classroom and helpful learning resources along the way, you'll have everything you need to reach your goals.

Career Outlook

The HR role will continue to evolve as companies in every industry adjust to the long-term effects of events like the COVID-19 pandemic.

But whether the workforce expands or contracts as organizations retool, there could always be demand for strong human resource leadership.

Results from the 2021 Graduate Management Admission Council (GMAC) Demand for Graduate Management Talent Survey show that businesses are seeking qualified MBA degree holders to assist with organizational restructuring fueled by the pandemic. And according to the 2021 GMAC Enrolled Student Survey, almost 8 in 10 enrolled students who responded agree that a graduate business education is a worthwhile investment, even in times of economic uncertainty.2

Likewise, most survey respondents feel confident in their employability in the face of the many challenges imposed by the global pandemic.2

This speaks to the value that earning your MBA in Human Resources can add to your resume, despite the ever-changing landscape. It's one of the most respected and versatile degrees in business, and it can help qualify you for a number of roles at the management level or above by furnishing you with both the strategic and soft skills needed to succeed in times of uncertainty.

Some of the top needed skills from MBA degree holders include leadership, strategy and innovation, decision making, and strategic and systems skills, according to GMAC.2 All of these skills are woven into SNHU's MBA in HR, plus embedded industry-aligned credentials are offered in many of these key areas.

Deborah Gogliettino with text Deborah GogliettinoDeborah Gogliettino, SNHU’s associate dean for human resources, explains it further.

“HR professionals need to understand business and think business first,” she said. “They also need to recognize that almost everything they need to do is to be done through other people – line managers, employees and their colleagues. Hence, they need to be able to build effective influencing and relationship skills.”

Earning your MBA in Human Resources can prepare you to pursue a variety of positions, including:

  • Human resources manager
  • Human resources director
  • Human resources consultant
  • Compensation and benefits manager
  • Training and development manager
  • Operations management

The outlook is good for these roles. According to the 2021 GMAC Demand for Graduate Management Talent Survey, demand for graduate management talent is returning to pre-pandemic levels.2 So whether you’re entering the HR field or looking to step up into management with your current employer, the MBA in HR can take you in a number of directions. 

You’ll find your MBA HR degree opens doors in managerial and executive positions across a diverse range of industries. According to the BLS,3 those industries include:

  • Educational services – state, local and private
  • Finance and insurance
  • Government
  • Healthcare and social assistance
  • Management of companies and enterprises
  • Manufacturing
  • Professional, scientific and technical services

Results from the 2021 GMAC Demand for Graduate Management Talent Survey also show that growth in the technology sector specifically has fueled the hiring of business school graduates.2

The beauty of an MBA in Human Resources is its versatility to cut across industries and areas of interest.

“A student’s decision to be in one industry or another has to do with their passions,” said Gogliettino. “I like mission-driven organizations. I like the multi-layers of complex issues you get in healthcare. But a student who’s adept at HR can work in any industry.”

If the C-suite is in your sights, an MBA in HR can help you get there faster. While every business values people management skills, many employers place greater emphasis on the ability to manage programs that affect their entire workforce. And, according to the BLS, employers generally compensate better for these skill sets.2

However, no matter which direction or industry you choose, MBA degree holders command some of the highest average starting salaries according to GMAC, with a median starting salary of $115,000.2 So not only is the program designed to equip you with the necessary skills to excel in business and HR, getting your MBA in HR degree could lead to higher earning potential.

Job Growth and Salary

The MBA in HR could put you on a growing, lucrative path.

Job Growth

The outlook looks good for roles through 20313:

  • Human resources managers: 7% job growth
  • Training and development managers: 7% job growth


And the 2021 median salaries for jobs were much higher than the pay of all workers combined3:

  • Human resource managers: $126,230
  • Training and development managers: $120,130

Where Could You Work?

Some of the largest employers of HR managers are:

Professional, Scientific and Technical Services

Provide a number of services, such as payroll, consulting, training and acquisition, among other roles.

Corporations and Enterprises

Serve in an HR leadership position that gives you the opportunity to make decisions that can move organizations forward.


Manage HR functions in an industry that you're passionate about, like computers, furniture, textiles, food and more.


Become an HR leader in a fast-growing field, making employee-focused, data-driven decisions aimed at improving patient outcomes.

Start Your Journey Towards an Online Human Resources Degree

Why SNHU for Your MBA in Human Resources Online

Admission Requirements

How to Apply

Melanie Rowe

What SNHU Graduates are Saying

Melanie Rowe ’18G

“As a director, it’s important to have a good business foundation in addition to expertise in your field. SNHU’s MBA program allows me to take the core business classes I need to be a director in addition to the HR classes I would take if I was just pursuing a master’s degree in HR.”

Courses & Curriculum

The business world needs well-educated human resource professionals more than ever.

SNHU's MBA in Human Resources online was designed to expand your expertise on a wide range of human resource management topics. Like all of our online MBA programs, it explores today’s most relevant themes, including ethics and corporate social responsibility, leadership, strategy, management, technology and innovation. And because it’s an online program, it allows you to build relationships with a diverse group of students while enhancing the “soft skills” that are so essential to success in business.

Kate Noor with text Kate Noor“An MBA is great for those in a ‘traditional’ business setting, but every industry has room for an MBA in some capacity. What you learn is beyond just crunching numbers," said SNHU academic advisor Kate Noor.

The MBA in HR consists of 7 core MBA courses and 3 human resource courses. Depending on your academic background, you may need to supplement the core courses with business foundation coursework. However, those with a bachelor’s in business administration, human resources or a related area may be able to waive one or more foundations – and jump into the core more quickly. 

The MBA in HR program follows the same structure as our other MBA programs, allowing you to:

  • Earn credentials embedded throughout the program. Not only gain a master's degree, but build up your resume along the way with industry-recognized certifications in tools like Power BI, MS Excel and Tableau – plus, enhancement of soft skills like human intelligence and strategy implementation.
  • Take part in scenario-based learning. Using both disciplinary and interdisciplinary knowledge, as well as creative thinking and problem-solving skills, you'll participate in interactive scenarios that provide you with real-world experience, while receiving guidance from professors with real-world expertise.
  • Participate in a flex learning pathway. You'll get more fluidity in assignment due dates. Some even span across multiple modules with related themes, allowing you to draw relationships between business principles.
  • Learn through multimedia exposure. Strengthen your understanding of complex Topics with animations, video communication tools and videos featuring industry leaders sharing business insights.
  • Access timely resources. Take advantage of hand-selected, relevant resource material from leading professional organizations and publications.

The MBA human resource management concentration stresses the strategic nature of the HR role. You’ll learn how the HR system helps drive the overall organizational mission and see its impact from both a human resource and business perspective. Broad themes include:

  • Strategic decision-making
  • Market-driven connectivity
  • Human resources technology
  • Recruitment and hiring
  • Compensation and benefits

The human resource courses that make up SNHU’s concentration align with the guiding principles of the Society for Human Resource Management (SHRM), the industry standard in HR credentialing. Coursework emphasizes competencies in the SHRM Book of Competency and Knowledge (SHRM BoCK™), which forms the basis for SHRM credentials.1

As you progress through the MBA in HR program, you may take these 3 concentration courses:

  • Strategic Human Resource Management: Examine key regulatory procedures and human resource requirements as they apply to organizations. Analyze the strategic role of the HR manager in recruitment, hiring, training, career development and other functions within the organizational setting.
  • Total Rewards: Examine the impact of compensation and benefits within the organizational structure to design a compensation and benefits program. Topics include job analysis, surveys, wage scales, incentives, benefits, human resource information systems (HRIS) and pay delivery administration.
  • Leading Change: Discover the various techniques and strategies used to effect systematic change and transform organizations. Coursework integrates Kotter's processes for leading change, organizational development and transformation theory and practice, emphasizing the use of teams as a key change factor.

As you complete your MBA in Human Resources concentration courses, you’ll learn to lead and operate within cross-functional teams by effectively navigating the complexities of HR management.

“HR is complex, because it has a lot of different variables to it,” said Deborah Gogliettino, SNHU’s associate dean for human resources. “It’s not something you can wing. You have to know the business plus employment laws, federal and state. You answer questions every day in your work.”

Melanie Rowe '18G works for a nonprofit and believes “it’s important to have a good business foundation in addition to expertise in your field.” She most enjoys working in compliance, because she likes “being involved in the action."

“Compliance lets me get involved in every department in the organization,” she said. “I get to learn how everything functions, help fix things that aren’t working and ensure that our process and programs are supporting the organization’s sustainability.”

SNHU also offers a graduate certificate in human resource management, which MBA in HR students can take as a standalone or fold into their program with minimal additional courses. Taking advantage of this opportunity lets you walk away with not one but two in-demand credentials. Together, these two credentials provide robust competency in multiple areas of business as well as HR – an ideal way to increase your knowledge, skills and marketability.

Don't have a business background? No problem. Our MBA is accessible to everyone. Interested students must have a conferred undergraduate degree for acceptance, but it can be in any field. Those without an undergraduate degree in business or a related field may be asked to complete up to 2 foundation courses to get started. These foundations cover essential business skill sets and can be used to satisfy elective requirements for the general-track MBA. With foundations, the maximum length of your online MBA would be 36 credits.

Attend full time or part time. Students in the MBA have the option to enroll full time (at 2 classes per term) or part time (with 1 class per term). Full-time students should be able to complete the program in about 1 year, while part-time students could finish in about 2 years. Our students are busy, often juggling jobs, family and other obligations, so you may want to work with your academic advisor to identify the course plan that works for you. The good news is, you can switch from full time to part time and back again as often as you want.

Minimum Hardware Requirements

Master of Business Administration (MBA) Technical Requirements

University Accreditation

New England Commission of Higher Education Southern New Hampshire University is a private, nonprofit institution accredited by the New England Commission of Higher Education (NECHE) as well as several other accrediting bodies.

Tuition & Fees

Tuition rates for SNHU's online degree programs are among the lowest in the nation. We offer a 25% tuition discount for U.S. service members, both full and part time, and the spouses of those on active duty.

Online Graduate Programs Per Course Per Credit Hour Annual Cost for 15 credits 
Degree/Certificates $1,911 $637 $9,555 
(U.S. service members, both full and part time, and the spouses of those on active duty)*
$1,410 $470 $7,050 

Tuition rates are subject to change and are reviewed annually.
*Note: students receiving this rate are not eligible for additional discounts.

Additional Costs:
Course Materials ($ varies by course)

Frequently Asked Questions

What can you do with an MBA in Human Resources?

Where can I get a master's in human resources?

Is HR a good career choice?

Which is better, an MBA or MHRM?

How much does a master's in HR cost?

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Sources & Citations (1, 2, 3)

Wed, 09 Aug 2023 12:00:00 -0500 en text/html
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Mon, 21 Aug 2023 23:14:00 -0500 en-US text/html
Killexams : Ron Storn Joins Leadership Team at Truckstop

[Stay on top of transportation news: Get TTNews in your inbox.]

A human resources professional for two decades, Ron Storn has been appointed as the new chief people and culture officer at Idaho-based Truckstop to help shape and advance its employees’ organizational capabilities.

“Ron’s in-depth experience as an HR and business leader as well as his extensive knowledge of organizational design and development are just some of the reasons why we are excited to have him at Truckstop,” said Kendra Tucker, CEO of Truckstop. “His role is crucial to help further deliver on our growth strategy and our unwavering commitment to our customers’ success.”

Most recently, Storn served as chief people and business operations officer at Booster, a leading mobile energy delivery platform for fleets, businesses and consumers. Before that, he was chief people officer at a startup company focused on modernizing the transportation industry.

“I am privileged and excited to join Truckstop and look forward to supporting the continued growth of the business,” Storn stated. “I am eager to work alongside our talented team to further enhance our people and organizational capabilities, enabling us to better serve our customers and drive the company’s strategic vision.”

Truckstop is a trusted partner for carriers, brokers and shippers that provides a platform of innovative solutions for the entire freight life cycle to increase efficiency, automate processes and accelerate growth.

Want more news? Listen to today's daily briefing below or go here for more info:

Mon, 21 Aug 2023 03:01:00 -0500 en text/html
Killexams : What can I expect from each training session?

Each training session will be virtual unless noted otherwise. Some training sessions are geared towards supervisors (as some are a part of the supervisor certificate) but the Topics are often valuable and applicable to any employee on campus. Each training is set to last approximately 1 hour and are intended to be approachable to all beginners of the Topic while offering something new or refreshing for those of more advanced competency levels. There will also be opportunities to engage with the content and fellow participants in each training session.

Thu, 10 Aug 2023 10:18:00 -0500 en text/html
GPHR exam dump and training guide direct download
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