GPHR reality - Global Professional in Human Resource (HRCI) 2023 Updated: 2024
 |
 |
 |
 |
 |
 |
 |
 |
GPHR Global Professional in Human Resource (HRCI) 2023
For each certification offered by HR Certification Institute® (HRCI®), an test 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. test 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 test content (also known as the test Content Outline) is used by test 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®) test is created using the GPHR test CONTENT
OUTLINE, which details the responsibilities of and knowledge needed by todays HR professional. The
GPHR test 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.
Responsibilities:
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,
restructuring).
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
branding.
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.
Responsibilities:
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
abilities.
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.
Responsibilities:
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.
Responsibilities:
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.
Responsibilities:
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
actions.
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).
CORE KNOWLEDGE OF
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
countries.
16 Best practices and application of community relations, environmental initiatives, and philanthropic
activities
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
registration)
39 Techniques for fostering effective communications with global assignees, management, and
leadership
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
organizations
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
discipline).
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
safety)
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
resources
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
negotiations
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)
HR Professional reality
Other HR exams
GPHR Global Professional in Human Resource (HRCI) 2023PHR Professional in Human Resources (HRCI PHR)
SPHR Senior Professional in Human Resources (HRCI SPHR)
DSST-HRM Human Resource Management
PET Professional Employment Test
GPHR
Global Professional in Human Resource
https://killexams.com/pass4sure/exam-detail/GPHR
Answer: C
Question: 189
A high tech company has decided to adopt a fun culture that inspires hard work and
innovation. There are wacky, colorful pieces of furniture all around the offices, free lunch
is provided on a daily basis in their state-of-the-art kitchen managed by gourmet chefs; all
engineers are required to spend one day a week to work on something new and of their
own creation. According to Trompenaars, which of the following types of corporate
cultures describe this organization?
A. The Family
B. The Eiffel Tower
C. The Incubator
D. The Guided Missile
Answer: C
Question: 190
Which of the following selection methods is NOT an effective tool to determine the
cultural adaptability and a suitable leadership style of an individual for an international
assignment?
A. Simulations
B. Reference checks
C. Work samples
D. Behavioral interviewing
Answer: C
Question: 191
An organization allows its employees to make 2% of compensation contributions to a
retirement plan. After retirement, the company promises to pay employees 50%
compensation using the final pay formula. Which of the following is this an example of?
A. Defined benefit plan
B. Totalization agreement
C. Defined contribution plan
D. Lump sum payment
Answer: A
60
Question: 192
A Singapore-based restaurant chain is experiencing phenomenal growth. The chain offers
a unique for demographic experiencing the growth of two-person income families. It offers
a variety of affordable, healthy alternatives to the fast food chains. Instead of one line of
products shared by the entire company, the corporation has decided its products should be
regional. Each region would share a line of products, which would consist of local dishes.
Although the primary expansion vehicle is franchising, they still have several corporate-
owned stores in each region, which manage the major decisions of the company. For
example, the regional corporate stores work with the franchises in the area to decide upon
the local dishes that the region should serve. However, all stores are aligned with strict
standardized quality practices, which all regions must adhere to. For example, after a
region decides on the list of local foods it would like to serve, corporate headquarters
approves the final recipes for each region. In addition, managers from the various meet
regularly to ensure that each regions goals align with overall corporate strategic goals. For
example, they have built a thorough screening process to ensure the same quality of food
from vendors throughout the regions. Which of the following stages of globalization
would BEST align with strategic business goals of expansion?
A. Global
B. Transnational
C. Domestic
D. Multinational
Answer: B
Question: 193
An organization is evolving from a largely domestic to a multinational company with
offices around the world. There has been some tension between the new offices and
headquarters in regards to the level of freedom of each of the sites. Which of the following
steps should be the next step in this change management process towards further
globalization?
A. Develop a cultural roadmap for the company
B. Communicate the desired change and have senior management sell the idea throughout
the organization
C. Have senior management meet to discuss and decide on the future vision for the
company
D. Assess the external environment to benchmark the need for need for change
Answer: C
Question: 194
61
You are in the process of developing a global compensation structure. Which of the
following factors dose NOT contribute to a balanced and consistent compensation
strategy?
A. Perceptions of fairness by employees
B. Continual communication across functions and locations
C. Cross-cultural training
D. Assumptions of working standards understood, ie hours worked on average in a week,
termination costs.
Answer: C
Question: 195
Lets assume you are a HR Manager at a high tech start-up company in its late stages with
3 rounds of funding. The firms cash balance is $13 million, with a burn rate off $1
million/per month. It anticipates a break-even within 1 1/2 years, and there are no plans for
acquisition or IPO within the next year. The company is an opto-electronics company,
which is a highly specialized niche within the telecommunications industry. You are
building out a team for Operations, which will be made up of experienced individuals from
top competitor. What is the most appropriate compensation philosophy for this
organization?
A. Lag the market
B. Lead the market
C. At the market
D. Compensation that the ideal candidate demands
Answer: C
Question: 196
An organization is in the growth stage of the organizational life cycle. It has five locations,
one in the U.S. (headquarters), two in Asia, one in South America, and one in Europe. The
company has decided to utilize a geographic organizational structure. Although the foreign
locations are relatively new, they are fully operational each running fairly independently.
However, once a year the executive team from headquarters visits each office to meet with
the managers at each site to discuss the coming fiscal years strategic goals and objectives.
According to Hannons framework, which of the following human resource strategies
BEST aligns with this type of organizational structure?
A. Receptive HR Strategy
B. Autonomous HR Strategy
C. Active HR Strategy
D. Reactive HR Strategy
62
Answer: B
Question: 197
Which of the following elements of a competency model allows for clear feedback to
employees regarding their career growth?
A. Highly complex competency model
B. Highly precise competencies
C. Extremely broad competencies
D. Highly integrated competency model across the organization
Answer: B
Question: 198
A company has selected a young Operations manager to start a factory operation in
Malaysia over a three-year period. The assignment may extend another couple of years
depending on the required transition. Which of the following programs is likely the MOST
valuable to this international assignee while on assignment?
A. Programs to help manage his career
B. Creating vehicles for communication with home country
C. Mentoring
D. Training
Answer: C
Question: 199
Which of the following is NOT a cultural impact on the performance appraisal process?
A. Appropriate rewards for achievement
B. Aligning company systems to elicit specific individual performance
C. Value of individual vs. group performance
D. Type of feedback given
Answer: B
Question: 200
63
Which of the following best describes the reason why continual environmental scanning is
important for an organization?
A. To train their managers more effectively
B. To create a technologically advanced workforce
C. To identify potential external opportunities and threats to an organization
D. To attract a talented pool of applicants to choose from for its workforce
Answer: C
Question: 201
Which of the following is NOT a reason why corporations in the 21st century have
decided to accelerate the rate of their global expansion?
A. To compete with their major competitor who is in the global stage of globaliztion
B. Pressure to lower costs
C. Shortage of particular resources
D. Favorable trade agreements and government policies
Answer: A
Question: 202
Which of the following is an advantage of utilizing internal recruitment methods?
A. Reduces training cost
B. Can result in succession of promotions
C. Helps meet diversity goals
D. New ideas/talents
Answer: B
Question: 203
Which of the following situations describes a plan to provide an employee with job
enlargement?
A. Transferring a production worker from assembly work to Q/A inspection
B. give ability to manager of providing his employees with job enlargement tasks
C. Budgeting authority given to first level supervisor
D. Giving an employee the option to participate in a dual ladder program
64
Answer: C
Question: 204
Utilizing Briscoe and Halls framework of defining competencies, which of the following
is disadvantage of utilizing a strategies-based approach to defining competencies?
A. May be too broad to relate to specific jobs in specific locations
B. Aligns with long-term organizational goals
C. Expensive to utilize
D. Characteristic may be interpreted differently in different countries
Answer: A
65
For More exams visit https://killexams.com/vendors-exam-list
Kill your test at First Attempt....Guaranteed!
In the dynamic landscape of human resources, staying ahead of the curve is essential for success. As technology continues to evolve, HR professionals are exploring innovative solutions to enhance training and development processes. One such groundbreaking tool that has emerged as a game-changer is Virtual Reality (VR). This immersive technology is revolutionizing the way HR teams approach employee training, providing a unique and impactful learning experience. In this article, we will delve into the transformative power of VR in training and development, exploring its benefits, applications, and the potential it holds for HR professionals.
Traditional training methods have long been the norm in HR, relying on lectures, presentations, and written materials. While these methods have their merits, they often lack engagement and fail to provide a hands-on, practical experience. Virtual Reality, however, brings a new dimension to training by creating a simulated environment that replicates real-world scenarios.
Benefits of VR in Training and Development:
Immersive Learning Experience:
VR offers a level of immersion that traditional training methods cannot match. HR professionals can create realistic scenarios that mirror the challenges employees may face in their roles. This immersive experience allows trainees to learn by doing, enhancing their understanding and retention of crucial information.
Safe and Controlled Environment:
One of the significant advantages of VR in training is the ability to simulate hazardous or challenging situations in a safe and controlled environment. HR professionals can expose employees to scenarios such as conflict resolution, customer interactions, or emergency procedures without any real-world consequences. This not only ensures safety but also prepares employees for real-life situations effectively.
Personalized Training Programs:
Every employee is unique, with distinct learning styles and preferences. VR in training and development allows HR professionals to tailor programs to individual needs. Whether it’s a sales simulation, leadership training, or technical skill development, VR can be customized to meet the specific requirements of each employee, maximizing the effectiveness of the training.
Real-time Feedback:
In traditional training, feedback is often delayed or limited. VR changes the game by providing real-time feedback to trainees. HR professionals can monitor performance metrics, identify areas of improvement, and offer instant guidance. This immediate feedback loop accelerates the learning process, ensuring that employees grasp concepts more efficiently.
Applications of VR in HR Training:
Onboarding Programs:
The onboarding process sets the tone for an employee’s journey within a company. VR can be used to create immersive onboarding experiences, allowing new hires to explore the workplace, meet virtual colleagues, and familiarize themselves with company culture. This not only expedites the onboarding process but also ensures that employees feel more connected and engaged from the start.
Soft Skills Development:
Soft skills, such as communication, teamwork, and leadership, are integral to professional success. VR provides a platform for HR professionals to design interactive scenarios that challenge employees to apply and refine their soft skills. Through simulated interactions, employees can hone their abilities in a risk-free environment, boosting their confidence and effectiveness in the workplace.
Diversity and Inclusion Training:
Promoting diversity and inclusion is a top priority for many organizations. VR enables HR professionals to develop training programs that immerse employees in diverse perspectives and experiences. By fostering empathy and understanding, VR contributes to creating a more inclusive work environment.
Technical and Practical Training:
For industries requiring hands-on skills, such as manufacturing or healthcare, VR offers a practical solution. HR professionals can simulate complex procedures, equipment operation, or medical scenarios, allowing employees to practice and refine their skills in a virtual setting before applying them in real-life situations.
The Future of VR in HR:
As technology continues to advance, the potential applications of VR in HR are limitless. From advanced analytics that track employee performance to virtual mentorship programs, the future holds exciting possibilities. HR professionals must stay abreast of these developments to harness the full potential of VR in training and development.
Conclusion:
Virtual Reality has emerged as a game-changer for HR professionals seeking to elevate their training and development initiatives. The immersive nature of VR provides a unique and impactful learning experience, allowing employees to engage with realistic scenarios in a safe and controlled environment. The benefits of VR in HR training are vast, ranging from personalized learning programs to real-time feedback and applications in various domains such as onboarding, soft skills development, diversity training, and technical skill enhancement. As we look to the future, the integration of VR in HR is poised to evolve, offering even more innovative solutions to meet the dynamic challenges of the modern workplace. HR professionals who embrace this transformative technology will undoubtedly lead the way in shaping the future of employee training and development.
Major human resources agendas have been dominated by the same syllabus for a while now — recruiting, benefits, diversity, and health and wellness. While these focus areas are table stakes for HR professionals today, they are no longer enough to satisfy what employees seek in 2024.
We’ve seen a revolution among employees who are confidently asking for more than employers have historically offered. And there’s good reason for those employers to be listening intently. We are in an economic period where the inability to attract and retain employees impacts companies’ growth, operating profitability, and often, brand experience as well.
HR has a pivotal role in helping companies adapt to this new reality, and it requires moving beyond the status quo to embracing new priorities. As a result of the pandemic, HR gained additional influence among C-suite executives as new priorities like the future of work, retention, engagement and labor optimization came to the forefront.
So, how does HR keep its seat at the table and help become a driving force in business results moving forward in 2024? Here are five predictions about what’s to come and how HR can play a leading role in their organization’s business success.
HR becomes a true business partner
In 2024, HR can prove itself as a partner to the business to unlock new value. By leading the organization to address highly valued employee experiences, employee retention becomes the new recruiting. Companies benefit significantly when they shift focus from enlisting new talent to keeping the employees they already have. The productivity of a tenured employee can outweigh new hires, not to mention the training costs companies incur with turnover.
HR can be an essential partner to operations to demonstrate its ability to provide solutions to meet operational challenges. This involves investing in modern technologies that leverage data to automate manager’s actions, detect and prescribe actions to Excellerate employee engagement, safety and experience, and digitizing critical HR processes to ensure compliance with company policy and regulatory requirements rapidly and in concert with operational change.
In addition, there’s a tremendous opportunity to both boost employee engagement and reap the rewards of improvements in operational performance by gathering quality feedback from the individuals performing the work. Too often, employee feedback is restricted in frequency and scope to surveys about how happy individuals are in their roles, but the people on the front lines have the most knowledge and understanding about how the work happens and can share insights on barriers to performing their work more efficiently. They often have information about how to Excellerate processes and how the business can optimize. Acting on those insights can bring significant value to the operational managers and help HR drive better performance.
Labor optimization draws new focus
Businesses are used to leveraging technology to Excellerate business processes, but often operational leaders don’t think about the role HR can play in helping them drive change. By adopting a total workforce mindset, HR and operations can be partners in optimizing investments in people. Digitizing HR systems allows employers to regain control of their labor costs and increases their ability to support employee demands.
For instance, 77% of American workers believe a four-day work week would positively impact their wellbeing. It may sound impossible to managers initially, but new thinking around how work schedules are organized can be applied to even the most complex operating challenges. Think back to Amazon revolutionizing shopping with two-day delivery, thought impossible before them. Now it’s become the industry standard, with Amazon reaping the rewards of this innovation with greater than 50% of all purchases beginning there. The traditional 40-hour work week is ripe for its own upending. Employers delivering the flexibility today’s employees want will reap the benefits of more engaged, productive, and retained staff. They’ll also be able to maintain or Excellerate the bottom line through digitized systems that provide new insights into optimizing labor costs.
Scheduling becomes easier
Many large global employers still rely on Excel and other manual processes for scheduling, with individual schedulers trying to make it all work. Without digitizing scheduling – including the regulatory, union rules, skills required, and cost implications of those decisions – organizations miss out on valuable optimization opportunities. In addition, enabling employee scheduling flexibility and control can be safely offered when scheduling is managed with technology. Enabling shift swaps without the guardrails of workforce technology can quickly increase labor costs and put organizations at risk of non-compliance.
This is especially important when it comes to deskless workers considering the majority (84%) of employees want to work for an employer that offers scheduling flexibility – and 3 in 5 staff members (60%) are willing to leave to find an employer who will. Having a better process for scheduling and allowing the employees to have flexibility with their shifts can make the difference in retaining or attracting talent.
Employee advocacy will continue
With the tight labor market in many industries, we’ll continue to see more unionization efforts and walkouts from employees dissatisfied with working conditions and who are seeking more equitable treatment. There was an exodus in the hospitality and manufacturing sectors when the pandemic hit, and the only way to get those employees back is to create a value proposition that’s meaningful to them.
The United Auto Workers deal is the new benchmark for shift-based workers, and the SAG-AFTRA and Writers Guild of America strikes drew plenty of attention. These labor wins will set the stage for more employee advocacy in 2024.
Companies would do well to listen to employees’ needs and be proactive in offering better pay, benefits, working conditions and employee experiences rather than wait until demands are forced upon them. HR technology can help satisfy employee desires by squeezing out wasteful spending by the company, which can be purposeful with how it spends its budget.
AI will unlock new analytics
Predictive capabilities, through AI/Machine Learning, can help companies reduce turnover by identifying behaviors that precede attrition. AI can also help identify new insights like scheduling’s impact on safety or correlations between fatigue and accidents. This technology can find patterns humans can’t see and more importantly, prescribe the actions managers should take to avoid unwanted outcomes.
Related: How technology better connects employees with their benefits
Gartner has highlighted AI as a trend for HR leaders to think about in 2024, and when the technology pairs with the data from HR software and technology, it can be transformative for any business.
By embracing shifts in flexibility, optimization, and analytics, HR leaders can help their companies adapt to the new reality of employee expectations and the new demands on business for improved execution. The workforce revolution is here — HR technology allows business leaders to catch up and keep employees satisfied while enabling businesses to thrive.
Sandra Moran, Chief Marketing and Customer Experience Officer at WorkForce Software
“The needs of the workforce are constantly shifting, and 2023 has only thrown this reality further into the light,” Bar Huberman, Head of HR Strategy & Practice at XpertHR, comments. “The ongoing cost of living crisis, changing employee expectations following the pandemic, and social shifts are forcing organisations to reconceptualise how best to remain competitive when it comes to attracting and retaining employees. As we look to 2024, HR teams are tasked with keeping their finger on the pulse of upcoming changes. By harnessing data, organisations can assess what skills to invest in, how best to use AI and shifting benefit packages.”
With this in mind, XpertHR has put together five key priorities for HR leaders to be aware of as we enter the new year:
Getting people in place with the right skills
Organisations are currently facing a tight labour market and skill shortages in the workforce; 78% of companies reported that they were struggling with a skills shortage in the XpertHR recruitment and retention survey. HR teams can harness employee data through benchmarking exercises and internal surveys to create competitive benefits and rewards packages, in turn attracting and retaining talent. Alongside this, organisations can consider their current talent and pursue upskilling or reskilling some of their workforce to meet the demands of the business. Building an internal talent marketplace via project work outside of employees’ regular roles can help to build a culture of continuous learning and skill specific training, which can fill the skills gaps plaguing companies.
Building people centric organisations
Cultural shifts have changed the way that employees view their life at work, with many now having different expectations regarding pay, benefits, purpose and flexible working arrangements. To meet these shifting expectations organisations are turning to a people centric approach, with listening at its heart. For example, XpertHR has found that 53% of employers are now using employee survey findings to ensure they are providing adequate benefits packages to their workforce. Organisations should continue to focus on this people centric approach, using data and benchmarking tools not only to review the relevancy of benefit packages but also hybrid working arrangements, training initiatives and DEI programmes.
Supporting employees with pay and benefits
The cost of living crisis has placed financial strain on the workforce and companies alike. As employees seek to gain pay and benefit increases to combat this period of financial difficulty, organisations should be prepared to adapt accordingly whilst also keeping in mind affordability issues of their own. Strategies revealed in the XpertHR benefits and allowances survey, including the increased emphasis on communicating benefit packages to employees and the fact that 39% of companies now use some level of flexible benefits, are likely to become more relevant in 2024.
Upskilling leaders and managers
As a key point of contact with the wider workforce, leaders and managers play a vital role in managing both the output of the company and the environment for the workforce. But in order to walk the line between evolving employee expectations and the needs of the business, these managers need to be better equipped to support their employees and handle discussions around topical concerns such as hybrid working and the cost of living. With an upskilled managerial cohort, HR can rely on this group to support their talent strategy. In 2024 HR can support this upskilling by providing training for line managers on areas like managing a hybrid workforce and supporting employee wellbeing.
Generative AI and technology
HR teams play a crucial role in implementing the use of AI in businesses, and it is important that they continue to assess the impact of its use on people’s roles whilst helping to allay employee concerns. AI is also impacting the roles and responsibilities of HR teams; whilst the accurate XpertHR survey found only 2.2% of organisations used AI to draft HR policies in 2023, the use of AI is likely to expand over the next few years in areas like recruitment and learning and development. Not only can this assist HR teams with administrative tasks, but it will also free up time for HR professionals to focus on the more ‘human facing’ aspects of their role.
Learn more about the HR priorities for 2024, and how to prepare, with the XpertHR webinar: http://bit.ly/41c1Vpw
This article was first published on Jan. 2, 2024, by HR Daily Advisor, a sibling publication to HealthLeaders.
We all want to avoid failure whenever possible, but the reality is nobody’s perfect, and we’re all bound to fail repeatedly over time. In a world that often celebrates success while shunning failure, understanding how to constructively deal with setbacks is crucial, and it’s a key ability employers should seek to empower their staff with.
The Reality and Psychology of Failure
Failure is a complex experience, often met with reactions that hinder our growth. The “sour-grape effect” and the “ostrich effect” are common psychological responses often seen from employees.
“In the past decade, a wealth of psychological research has shown that most people struggle to handle failure constructively,” writes David Robson in an article for BBC Worklife. Instead of addressing failure constructively, he says, “we find ways to devalue the task at which we failed, meaning that we may be less motivated to persevere and reach our goal.” This, he says, is the “sour-grape effect.” Or, employees might take an “ostrich effect” approach.
This, writes Robson, is when we “simply fail to notice our errors and blithely continue as if nothing has happened, something that prevents us from learning a better strategy to Excellerate our performance in the future.”
Case Studies and Research Findings
As Robson reports in the BBC Worklife article, Hallgeir Sjåstad’s research on the “sour-grape effect” reveals our tendency to abandon goals prematurely, while Lauren Eskreis-Winkler and Ayelet Fishbach’s exploration of the “ostrich effect” shows our inclination to overlook negative information. It’s really nothing new.
We can all likely recall situations where we turned a blind eye to bad news or a negative outcome. That’s a tendency, though, that can have a negative impact on our ability to learn from these situations.
Strategies for Learning from Failure
To combat these tendencies, two strategies stand out. “The first is a process called ‘self-distancing’, in which you adopt a third-person perspective,” says Robson, a technique that helps soften negative emotions and allows for more objective self-evaluation.
Second, advising others on similar challenges can boost our confidence and engagement with our own experiences.
The Importance of Embracing Failure
Understanding and embracing failure is essential for growth.
As Sjåstad notes, “If you never fail, you’re probably aiming too low.” From this standpoint, those experiencing failures should view setbacks not as endpoints but as steppingstones to greater achievements.
Learning from failure is an art that takes practice and requires understanding our psychological responses to failure and actively employing strategies to overcome those responses. Employees and organizations that can master this art will give themselves a valuable advantage over others who only appreciate the negative side of failure.
HR Daily Advisor is BLR’s FREE daily source of HR tips, news, and advice. HR Daily Advisor offers free webcasts, articles, and reports on syllabus important to HR and compensation professionals.
To choose the best HR software, it’s important to first understand the different types of HR software and essential features to look out for. Then, consider the size of your company and whether the HR software integrates into your tech stack.
Types of HR Software
There are three main types of HR software:
- Human resource information systems (HRIS): At its core, an HRIS is a database that stores employee information and runs automated reports. It’s for HR teams and employees to manage and update employee information and typically, but not always, includes basic HR functions, such as payroll, benefits administration and time-tracking features.
- Human resource management systems (HRMS): An HRMS layers additional functionality on top of the HRIS, drawing from a wider set of data to support not only employees and HR staff but also managers. To that end, an HRMS typically includes recruiting features, an applicant tracking system as well as performance management and employee engagement tools.
- Human capital management (HCM) software: An HCM solution stores the most data of the three types and thus offers even more sophisticated functionality to support HR at a strategic level, such as predictive analytics and workforce planning, to ensure that people management aligns with overarching business goals. An HCM system often syncs with other parts of a business through a customer relationship management (CRM) or enterprise resource planning (ERP) platform.
These terms are often mistakenly used interchangeably, and some providers refer to their product using a label that doesn’t match the breadth or depth of its features. So, it’s crucial to look past the provider’s marketing language and check out the extent of its product’s functionality to assess what type of HR software it is.
Essential HR Software Features
Core features of HR software include payroll, benefits administration, automatic alerts and reminders, e-signatures and mobile access.
- Payroll: Payroll software helps HR staff or payroll administrators run payroll more efficiently and error-free through automatic payroll runs, compliance checks, tax filing and other helpful features. Payroll is essential because paying your employees correctly and on time should be a key priority.
- Benefits administration: For employers offering benefits to their employees, benefits administration tools help them select the right benefits package. They also help companies administer benefits in a manner that’s compliant with federal regulations such as the Affordable Care Act (ACA), the Consolidated Omnibus Budget Reconciliation Act (COBRA) and Employee Retirement Income Security Act (ERISA).
- Automatic alerts and reminders: HR teams typically juggle several different tasks, so HR software’s automatic alerts remind them to complete tasks, such as running payroll and collecting new hire benefits elections, in a timely and compliant way.
- E-signatures: The ability to electronically send, sign and submit documents streamlines and accelerates workflows such as the onboarding process, as opposed to printing out, scanning and sending emails back and forth.
- Mobile access: Mobile app availability is an essential feature, especially for primarily remote workforces. Mobile app versions of HR software enable on-the-go access to functions your employees might need to check on anywhere at any time, such as a candidate messaging tool for recruiters to stay connected with job candidates.
Company Size Considerations
An HRIS, HRMS and HCM broadly serve the needs of small, midsized and enterprise businesses, respectively. However, to arrive at the HR software solution that’s best for your company, take current size and needs into account while also considering anticipated workforce and business growth that will require more data and more sophisticated features.
ADP, Rippling, Sage and UKG are all vendors that provide a range of products to different market segments, so they’re worth checking out if you anticipate a lot of future growth in headcount. That way, you can add on features as needed or upgrade to a new price tier or product from that vendor.
BambooHR targets small to midsized business needs. So, if you anticipate remaining relatively small (at around 1,000 employees or fewer) and serving a niche market, BambooHR is an excellent choice.
Paycor and UKG Pro are designed for enterprise businesses because they include advanced tools such as predictive analytics and competitive benchmarking data. Generally speaking, enterprise businesses employ more than 1,000 employees, thus having enough head count volume and budget to invest in an HCM system.
Software Integrations
If you’re looking for modular, à la carte-style solutions such as ADP or a less comprehensive HR software system, such as BambooHR or Rippling Unity, you’ll need to ensure that those systems will communicate with other applications your company currently uses. For instance, if you opt for your current payroll software over BambooHR’s payroll add-on, you’ll need to make sure your payroll software will communicate with BambooHR.
Moreover, the HR software solution might integrate with your other software applications, but the ease of implementation will depend on whether your IT team or the vendor’s support team will need to manually build APIs to get the two (or more) systems to communicate with one another. Some HR systems have built-in integrations to work with other software, while others require manual API connection or don’t work at all with a particular solution.
Featured Partners
Benefits administration
Yes
Base Price
$35/month plus $8 PEPM
Benefits administration
Yes
Base monthly price
$40 per month + $6 per user
Benefits administration
Yes
Base monthly price
$39-plus per month, depending on company size and needs (6 month free offer)
Benefits Administration
Yes
Base Price
$29.99/mo plus $5 per employee
Benefits administration
Yes
Base monthly price
$40 per month plus $6 per user
Maintaining independence and editorial freedom is essential to our mission of empowering investor success. We provide a platform for our authors to report on investments fairly, accurately, and from the investor’s point of view. We also respect individual opinions––they represent the unvarnished thinking of our people and exacting analysis of our research processes. Our authors can publish views that we may or may not agree with, but they show their work, distinguish facts from opinions, and make sure their analysis is clear and in no way misleading or deceptive.
To further protect the integrity of our editorial content, we keep a strict separation between our sales teams and authors to remove any pressure or influence on our analyses and research.
Read our editorial policy to learn more about our process.
Gwen Stefani and Blake Shelton owe their marriage to meeting while co-hosting "The Voice," but their match made in heaven might've never been had it not been for the original series, "The Voice of Holland."
Originating in the titular European country, "The Voice of Holland" debuted in 2010 and had singing contestants trained by the coaches—themselves successful musicians—in teams. Their mentees then performed in untelevised auditions, and the singers with the most promise would make it to the blind auditions, where the hosts' chairs are turned around while they perform and only turn to the front when they are chosen by a coach or finish singing to create new teams to advance to the next round.
Europe's American counterpart "The Voice" has been running since 2011 and shows no signs of stopping; however, "The Voice of Holland" ended in 2022 after 13 years on the air due to scandal. Even so, the franchise has variations of the show in over 50 countries worldwide.
Story editing by Carren Jao. Copy editing by Paris Close. Photo selection by Clarese Moller.
This story originally appeared on OLBG and was produced and distributed in partnership with Stacker Studio.
Strictly Necessary Cookie should be enabled at all times so that we can save your preferences for cookie settings.
GPHR basics | GPHR information search | GPHR basics | GPHR study tips | GPHR study help | GPHR testing | GPHR test syllabus | GPHR mission | GPHR student | GPHR basics |
Killexams test Simulator
Killexams Questions and Answers
Killexams Exams List
Search Exams
