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PHR courses - Professional in Human Resources (HRCI PHR) Updated: 2024

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Exam Code: PHR Professional in Human Resources (HRCI PHR) courses January 2024 by team

PHR Professional in Human Resources (HRCI PHR)

- Business Management (20%)

- Talent Planning and Acquisition (16%)

- Learning and Development (10%)

- Total Rewards (15%)

- Employee and Labor Relations (39%)

Functional Area 01 | Business Management (20%)

Using information about the organization and business environment to reinforce expectations, influence decision making, and avoid risk.


01 Interpret and apply information related to general business environment and industry best practices

02 Reinforce the organizations core values, ethical and behavioral expectations through modeling, communication, and coaching

03 Understand the role of cross-functional stakeholders in the organization and establish relationships to influence decision making

04 Recommend and implement best practices to mitigate risk (for example: lawsuits, internal/ external threats)

05 Determine the significance of data for recommending organizational strategies (for example: attrition rates, diversity in hiring, time to hire, time to fill, ROI, success of training)

Knowledge of:

01 Vision, mission, values, and structure of the organization

02 Legislative and regulatory knowledge and procedures

03 Corporate governance procedures and compliance

04 Employee communications

05 Ethical and professional standards

06 Business elements of an organization (for example: other functions and departments, products, competition, customers, technology, demographics, culture, processes, safety and security)

07 Existing HRIS, reporting tools, and other systems for effective data reporting and analysis

08 Change management theory, methods, and application

09 Risk management

10 Qualitative and quantitative methods and tools for analytics

11 Dealing with situations that are uncertain, unclear, or chaotic

Functional Area 02 | Talent Planning and Acquisition (16%)

Identifying, attracting, and employing talent while following all federal laws related to the hiring process.


01 Understand federal laws and organizational policies to adhere to legal and ethical requirements in hiring (for example: Title VII, nepotism, disparate impact, FLSA, independent contractors)

02 Develop and implement sourcing methods and techniques (for example: employee referrals, diversity groups, social media)

03 Execute the talent acquisition lifecycle (for example: interviews, extending offers, background checks, negotiation).

Knowledge of:

12 Applicable federal laws and regulations related to talent planning and acquisition activities

13 Planning concepts and terms (for example: succession planning, forecasting)

14 Current market situation and talent pool availability

15 Staffing alternatives (for example: outsourcing, temporary employment)

16 Interviewing and selection techniques, concepts, and terms

17 Applicant tracking systems and/or methods

18 Impact of total rewards on recruitment and retention

19 Candidate/employee testing processes and procedures

20 Verbal and written offers/contract techniques

21 New hire employee orientation processes and procedures

22 Internal workforce assessments (for example: skills testing, workforce demographics, analysis)

23 Transition techniques for corporate restructuring, mergers and acquisitions, due diligence process, offshoring, and divestitures

24 Metrics to assess past and future staffing effectiveness (for example: cost per hire, selection ratios, adverse impact)

Functional Area 03 | Learning and Development (10%)

Contributing to the organizations learning and development activities by implementing and evaluating programs, providing internal consultation, and providing data.


01 Provide consultation to managers and employees on professional growth and development opportunities

02 Implement and evaluate career development and training programs (for example: career pathing, management training, mentorship)

03 Contribute to succession planning discussions with management by providing relevant data Knowledge of:

25 Applicable federal laws and regulations related to learning and development activities

26 Learning and development theories and applications

27 Training program facilitation, techniques, and delivery

28 Adult learning processes

29 Instructional design principles and processes (for example: needs analysis, process flow mapping)

30 Techniques to assess training program effectiveness, including use of applicable metrics

31 Organizational development (OD) methods, motivation methods, and problem-solving techniques

32 Task/process analysis

33 Coaching and mentoring techniques

34 Employee retention concepts and applications

35 Techniques to encourage creativity and innovation

Functional Area 04 | Total Rewards (15%)

Implementing, promoting, and managing compensation and benefit programs in compliance with federal laws.


01 Manage compensation-related information and support payroll issue resolution

02 Implement and promote awareness of non-cash rewards (for example: paid volunteer time, tuition assistance, workplace amenities, and employee recognition programs)

03 Implement benefit programs (for example: health plan, retirement plan, employee assistance plan, other insurance)

04 Administer federally compliant compensation and benefit programs Knowledge of:

36 Applicable federal laws and regulations related to total rewards

37 Compensation policies, processes, and analysis

38 Budgeting, payroll, and accounting practices related to compensation and benefits

39 Job analysis and evaluation concepts and methods

40 Job pricing and pay structures

41 Non-cash compensation

42 Methods to align and benchmark compensation and benefits

43 Benefits programs policies, processes, and analysis

Functional Area 05 | Employee and Labor Relations (39%)

Manage, monitor, and/or promote legally compliant programs and policies that impact the employee experience throughout the employee lifecycle.


01 Analyze functional effectiveness at each stage of the employee lifecycle (for example: hiring, onboarding, development, retention, exit process, alumni program) and identify alternate approaches as needed

02 Collect, analyze, summarize, and communicate employee engagement data

03 Understand organizational culture, theories, and practices; identify opportunities and make recommendations

04 Understand and apply knowledge of programs, federal laws, and regulations to promote outreach, diversity and inclusion (for example: affirmative action, employee resource groups, community outreach, corporate responsibility)

05 Implement and support workplace programs relative to health, safety, security, and privacy following federal laws and regulations (for example: OSHA, workers compensation, emergency response, workplace violence, substance abuse, legal postings)

06 Promote organizational policies and procedures (for example: employee handbook, SOPs, time and attendance, expenses)

07 Manage complaints or concerns involving employment practices, behavior, or working conditions, and escalate by providing information to appropriate stakeholders

08 Promote techniques and tools for facilitating positive employee and labor relations with knowledge of applicable federal laws affecting union and nonunion workplaces (for example: dispute/conflict resolution, anti-discrimination policies, sexual harassment)

09 Support and consult with management in performance management process (for example: employee reviews, promotions, recognition programs)

10 Support performance activities (for example: coaching, performance improvement plans, involuntary separations) and employment activities (for example: job eliminations, reductions in force) by managing corresponding legal risks

Knowledge of:

44 General employee relations activities and analysis (for example, conducting investigations, researching grievances, working conditions, reports, etc.)

45 Applicable federal laws and procedures affecting employment, labor relations, safety, and security

46 Human relations, culture and values concepts, and applications to employees and organizations

47 Review and analysis process for assessing employee attitudes, opinions, and satisfaction

48 Diversity and inclusion

49 Recordkeeping requirements

50 Occupational injury and illness prevention techniques

51 Workplace safety and security risks

52 Emergency response, business continuity, and disaster recovery process

53 Internal investigation, monitoring, and surveillance techniques

54 Data security and privacy

55 The collective bargaining process, terms, and concepts (for example: contract negotiation, costing, administration)

56 Performance management process, procedures, and analysis

57 Termination approaches, concepts, and terms
Professional in Human Resources (HRCI PHR)
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Professional in Human Resources (PHR)
Answer: A
Question: 151
What term describes a manager who makes himself visible, being present for employees,
and getting out of his office to interact with employees?
A. Open door policy
B. Progressive discipline
C. Active management
D. Management by walking around
Answer: D
Question: 152
If a union wants to organize, it typically moves through five steps to the organizing
process. Which one of the following is not one of the five stages of unionization of work
A. The financing
B. The campaign
C. Obtaining recognition
D. The election
Answer: A
Question: 153
All organizations need prevoyance, or planning, as a part of a manager's duty. As an HR
Professional what is the primary purpose of planning?
A. Directs the project team and staff to accomplish the project scope
B. Establishes groundwork for the managers to achieve the goals of the organization
C. Communicates the direction of the organization
D. Establishes groundwork for the managers to achieve their goals
Answer: B
Question: 154
If an employer ignores stress in employees what symptom are employees likely to
A. De-motivation
B. Burnout
C. Tumors
D. Turnover
Answer: B
Question: 155
You are a HR Professional for your organization and you're educating your staff on the
Pregnancy Discrimination Act. Which one of the following statements about the
Pregnancy Discrimination Act is not true?
A. Pregnancy related benefits cannot be limited to married employees.
B. Employers must provide the same level of health benefits for spouses of male
employees as they do for spouses of female employees.
C. If an employer provides any benefits to workers on leave, the employer must provide
the same benefits for those on leave for pregnancy-related conditions.
D. An employer is allowed to refuse to hire a pregnant woman because of the imminent
time frame of the needed leave to deliver and care for the child.
Answer: D
Question: 156
As a HR Professional you must understand the laws and regulations, which affect
employee compensation. Which of the following was the first to address a minimum wage
for employees?
A. Portal-to-Portal Act
B. Walsh-Healey Public Contracts Act
C. Davis-Bacon Act
D. Fair Labor Standards Act
Answer: C
Question: 157
Which of the following types of training evolution measures whether the training had a
positive impact on the bottom line?
A. Result
B. Reaction
C. Learning
D. Behavior
Answer: A
Question: 158
Pat is interviewing Sammy for a job in his organization. During the interview, Pat asks
Sammy for a dinner date. Sammy refuses his offer, but thanks him. Pat tells Sammy that a
dinner date would be beneficial to the job selection. Sammy still refuses the dinner date.
Based on this conversation, Pat decides not to hire Sammy for the position. This is an
example of what type of sexual harassment?
A. Covert
B. Quid Pro Quo
C. Contingent
D. Hostile Work Environment
Answer: B
Question: 159
Which of the following requires employers to pay social security tax for employees and to
withhold the tax amount from employee paychecks?
A. Fair Labor Standards Act (FLSA)
B. Occupational Safety and Health Administration (OSHA)
C. Federal Insurance Contributions Act (FICA)
D. Employee Retirement Income Security Act (ERISA)
Answer: C
Question: 160
Lucas has asked his manager to take time off from work because of a holiday his religion
celebrates. Fran agrees but tells Lucas that he will be inspecting his project work to ensure
that the work is accurate and not suffering because of the requested time off. This is an
example of what?
A. Perpetuating past discrimination
B. Religious persecution in the workforce
C. Quality control
D. Disparate treatment
Answer: D
Question: 161
As an HR Professional you must recognize, and be aware of several pieces of legislation
that affects your performance as an HR Professional. Which one of the following acts used
the terminology "work now, grieve later" to describe the urgency of performing work?
A. Clayton Act
B. National Labor Relations Act
C. Railway Labor Act
D. National Industrial Recovery Act
Answer: C
Question: 162
Sally is an HR Professional for an organization and she's working with Holly another HR
Professional. Holly is concerned with effectiveness of a new policy. Sally is concerned
with the efficiency of the new policy. What is the difference between effectiveness and
A. These are the same values in human resources.
B. Efficiency is doing things right. Effectiveness is doing the right things.
C. Efficiency is being effective when doing things. Effectiveness is doing the right things
D. Efficiency is knowing what to do. Effectiveness is doing what you know you should.
Answer: B
Question: 163
You are a HR Professional for your organization. You and your supervisor are reviewing
the EEO reporting requirements for your company to comply with the reports your firm
should file. Which report is collected on odd-number of years from state and local
A. EEO-4 Report
B. EEO-1 Report
C. EEO-5 report
D. EEO-3 Report
Answer: A
Question: 164
Validity is an important part of the interview process. All HR Professionals should
recognize validity through the interview process. Which one of the following is not one of
the four types of validity?
A. Content validity
B. Professional validity
C. Construct validity
D. Predictive validity
Answer: B
Question: 165
Holly and Gary are HR Professionals in their organization and they're working to develop
the strategic plan for their organization. Holly and Gary are using SWOT analysis to help
understand the needs of human, financial, technological, capital, and other aspects of their
organization. What is SWOT?
A. SWOT is an analysis to define the schedule, weaknesses, opportunities, and timetable
of a project endeavor.
B. SWOT is an analysis to define the strengths, weaknesses, opportunities, and threats an
organization may face.
C. SWOT is an analysis to define the strengths, weaknesses, openness, and timeliness of
an organization.
D. SWOT is an analysis to define the seriousness, weaknesses, openness, and timetable of
Answer: B
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HR Professional courses - BingNews Search results HR Professional courses - BingNews What is human resources? The ultimate guide

Human resources (HR) plays a key role in a company when it comes to recruiting, hiring and managing employees. Ensuring your HR team has efficient processes helps to meet business goals, whether it’s to remain in compliance or to cultivate a healthy work culture. 

Knowing exactly why human resources is important, its role in a company and whether outsourcing it is a better fit can help your business attract and retain high-quality employees. 

What is human resources (HR)?

Human resources is a department or team within a company that helps to manage potential and current employees. HR professionals work on specific tasks to attract, hire, onboard and retain qualified employees. 

The department focuses on human resource management (HRM) strategies to try and reach the long-term goals of the business, like improving the quality of talent it attracts and hiring quality employees to boost productivity.   

Why is human resources important?

Think of human resources as the backbone of a business’ success. In order to run a business smoothly, it needs highly qualified and motivated employees and it needs to understand how to best leverage an organization’s human capital. Effective HR increases the chances an organization remains competitive, remains compliant and other critical components that boost success. 

In other words, HR is not only a department that processes payroll and answers questions on employee benefits. It often needs to consider other factors, such as:

  • Employment trends like increased work/life balance desires.
  • Technology.
  • The economic environment and how it affects staffing needs.
  • New and changing employment laws.

What does HR do?

Aside from record keeping and managing employee communications, some of the major roles HR teams play include retention, employee training and managing employee compensation and benefits.

Staffing and retention

Staffing includes tasks that range from attracting to hiring employees. More specifically, HR teams may work on any of the following: 

  • Developing a staffing plan to hire based on company goals and revenue projections. 
  • Developing processes to create fair and equitable hiring practices. 
  • Attracting and recruiting candidates to fill any open job positions. 
  • Arranging interviews with the appropriate parties.
  • Assisting in salary and benefits package negotiations. 

Another important part of managing staff is to find effective strategies to retain them. Retention entails tasks that help to motivate and encourage employees to stay with the company.  

Some ways HR teams tackle this challenge include understanding and communicating workplace culture and helping to open the channels of communication between managers, employees and the HR department. 

Compensation and benefits

HR teams need to work to ensure compensation is fair and competitive within their industry and with similar companies. It also needs to be comparable to similar types of jobs in order to attract people to work for your company. Compensation doesn’t only include pay — other types of benefits are equally as important. 

Depending on your company, industry and job position, benefits can include:

  • Health benefits.
  • Employer-sponsored retirement plans.
  • Vacation and sick days off.
  • Tuition reimbursement.
  • Professional development training and bonuses. 

HR professionals may occasionally look at salary trends and what their competitors are offering so that they can work with management or decision-makers to update compensation if need be.

Training and development

Training and continuing to develop skills are essential to retaining employees and ensuring they have what they need to do their job well. Training can include onboarding tasks like learning about the organization, legal and compliance, as well as relevant ethics training. 

Ongoing professional development can look like updating employees on new best practices, hiring a speaker for a wellness event or leading a workshop with an expert on trends in your company’s industry. 

Developing workplace policies

All businesses have workplace policies to foster a positive work culture and to promote fairness and quality between employees. The HR department isn’t solely responsible for developing these policies (executives or managers can play an active role). It is, however, responsible for helping to work on the language around these policies and recognizing when there needs to be updates or changes. 

For example, if there has been confusion regarding personal internet usage during work breaks, HR can work with management on how to develop more specific verbiage in an updated employee handbook. Other policies HR teams can work with management on include dress code, time off and the discipline process. 

Compliance and workplace safety

HR departments need to be aware of workplace laws that can affect the organization. Whether it’s federal or state labor laws, healthcare requirements, discrimination laws or minimum wage requirements, HR teams need to be caught up on changes and communicate them in an efficient manner to the entire management team. 

Should you outsource human resources?

Outsourcing your human resources tasks will depend on factors such as the size of your business, industry and whether you feel you can trust a third party to handle tasks. 

Some of the common benefits to outsourcing include:

  • Cost savings compared to staffing your own internal HR department.
  • Streamlining operations when you have a small team. 
  • Getting access to certified who are well-versed in the latest regulations. 

If you already have other efficient business processes and have the capacity to handle HR tasks internally, you may feel better having more control over them. That being said, there’s no need to outsource all of your HR tasks. Your business can take advantage of companies that handle specific tasks so you don’t have to take it all on.

When deciding to outsource HR tasks, look at what your current systems and processes are. Then, consider if you need to outsource all of them or only any of the following tasks:

  • Managing and processing payroll. 
  • Completing and updating legal compliance duties. 
  • Recruiting tasks. 
  • Creating and updating employee handbooks. 
  • Conducting background checks.

Helpful HR solutions

The most helpful HR solutions tackle your most pressing tasks, are cost-effective and keep track of pertinent data. The following three HR solutions are based on research we conducted on over 25 options. offers users the ability to customize tasks such as recruiting and onboarding employees, managing employee information and tracking time off. It can even deliver you a high -level view of what your employees are working on, so managers can allocate tasks accordingly. 

Users can take advantage of resources such as 24/7 customer support and live webinars to train them on the platform. Its interface makes it a user-friendly platform to use. If you want to use other HR tools, supports popular integrations like LinkedIn and JobFlows. 

A free plan is available for two seats only. If you have three seats or more, it will cost $10 per month per seat when billed monthly.


ClickUp is a project management platform HR teams can use to track past, current and ongoing projects. For example, teams can use it to create company-wide documents, create goals for the organization and keep key players in the loop when developing and updating HR processes. ClickUp AI can also help HR teams streamline creating HR-related documents like employee handbooks and feedback on other potential changes. Like, ClickUp offers 24/7 support and free training on how to use their platform. The company offers a free plan, but this is only for personal use. If you have a business, you will need to pay $10 per member per month for its basic plan.


GoCo touts itself as an all-in-one HR tool offering features to help your business with tasks like: 

  • Payroll. 
  • New hire onboarding. 
  • Benefits management. 
  • Compliance. 
  • Performance management. 
  • Time tracking. 
  • Document management. 
  • Accessing personalized HR advice and resources. 

For example, you create an automated workflow to hire and onboard employees, from sending an offer letter to collecting data such as signed documents before the employee’s official start date. Customer service options include email and phone during working hours.  

Pricing starts at $5 per month per employee, though you will need to contact GoCo for a customized quote based on the features you want. 

Frequently asked questions (FAQs)

The purpose of human resources is to ensure companies remain in compliance, to attract and retain employees and to help promote a positive work environment. 

The main types of tasks in human resources include: 

  • Attracting and recruiting employees. 
  • Onboarding and retention. 
  • Training and development. 
  • Compliance with workplace laws and regulations.
  • Developing workplace policies.
  • Managing benefits and compensation.
  • Workplace safety.
  • Tracking employee performance.
  • Overseeing payroll.

Human resource management, or HRM, is when a dedicated team manages a company’s employees. The aim of HRM is to implement systems and processes to ensure an organization meets its goals. 

HRIS stands for human resource information system. It is software used to house employee and human resource data such as recruiting, benefits, training and payroll. 

The following are common challenges HR departments may face: 

  • Attracting highly qualified candidates.
  • Ensuring employees learn new skills to remain competitive.
  • Retaining and engaging employees. 
  • Communicating changes in management with employees.
  • Managing employee well-being.

Sarah Li Cain is a finance and small business writer currently based in Jacksonville, Florida whose articles have been published with outlets such as Fortune, CNBC Select, the Financial Planning Association and Zillow.

Bryce Colburn is a USA TODAY Blueprint small business editor with a history of helping startups and small firms nationwide grow their business. He has worked as a freelance writer, digital marketing professional and business-to-business (B2B) editor at U.S. News and World Report, gaining a strong understanding of the challenges businesses face. Bryce is enthusiastic about helping businesses make the best decisions for their company and specializes in reviewing business software and services. His expertise includes courses such as credit card processing companies, payroll software, company formation services and virtual private networks (VPNs).

Tue, 19 Dec 2023 22:20:00 -0600 en-US text/html
HR professionals named on New Year Honours List 2024

HR professionals and experts in diversity and inclusion, employment, skills and recruitment have been recognised on the 2024 New Year Honours List.

Ruth Busby, people and transformational director at Great Western Railway and for Network Rail’s Wales and Western region, who in 2021 was named Personnel Today’s HR Director of the Year, was awarded an OBE for her work in improving diversity in the rail industry.

Busby has worked with the Department for Transport, the Samaritans, and Mental Health at Work, to lead a research study on mental health and wellbeing across the rail industry. She is also a non-executive director of the Youth Futures Foundation, which works to Boost employment outcomes for young people from marginalised backgrounds, and is currently chair of its people and culture committee and employer advisory board.

She said: “The work that I and my brilliant teams have been doing has aimed to create greater equity and workforce diversity, so that we’re more representative of the communities we serve and have an environment where everyone can flourish.

“I’ve had the privilege of working with organisations and charities beyond the day job to help bring about some exciting and positive change. I’m particularly proud of the work we’ve done to promote and support positive mental health and wellbeing, which is so important.”

Melissa Richardson (née Kose), senior emerging talent manager at British Airways, was awarded an MBE for services to early careers in aviation. She joined the airline in 2012 as an apprentice and has since gone on to inspire young people to consider a career in aviation via its recruitment campaigns and the airline’s partnership with The Prince’s Trust.

BA said Richardson has worked to address skills gaps across the organisation via early career opportunities including specialist graduate schemes and apprenticeship programmes, and launched a website that helps students apply for work experience at the airline.

“I am truly honoured and extremely humbled to have been awarded with an MBE for services to early careers in aviation. I am very lucky that my job is my passion, and I have been able to shape the lives of so many students, raising aspirations and working with young people from all walks of life over the last decade. I am excited about the opportunities this award will deliver me in continuing to support the next generation,” said Richardson.

Several people leaders in the civil service have also been named on the King’s honours list, including Louise Alexander, HR director at HM Courts and Tribunals Service, who received an OBE for public and voluntary service; Syed Ghaboos, deputy director of the civil service employee experience at the Cabinet Office, who received an MBE for public service; and Karen Shepperson, director of people and operations at Ofsted, who received an MBE for services to education.

Huw Davies, former chief executive of the British Association for Supported Employment, received an OBE for his work in supporting disabled people to find work, while Laura-Jane Rawlings, CEO of Youth Employment UK and a former Personnel Today Awards judge was recognised with an MBE for her services to young people.

The list also includes:

  • Sharon Livermore, director of Kameo Recruitment, who received an MBE for services to the victims of domestic abuse through her charity, Domestic Abuse Education
  • Anita Davenport-Brooks, group HR manager at Lander Automotive, who received an MBE for her services to skills and further education.
  • Lorraine Sanda, strategic director of people at Clackmannanshire Council, who has an MBE for services to children and families
  • Gloria Wyse, head of research and content at Business in the Community, who has an MBE for services to diversity and inclusion
  • Ruth Devine, route panel member at the Institute for Apprenticeships and Technical Education, who received an MBE for services to further education and apprenticeships.

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Ashleigh is editor of OHW+ and HR and wellbeing editor at Personnel Today. Ashleigh's areas of interest include employee health and wellbeing, equality and inclusion and skills development. She has hosted many webinars for Personnel Today, on courses including employee retention, financial wellbeing and menopause support. Prior to joining Personnel Today in 2018, she covered the road transport sector for Commercial Motor and Motor Transport magazines, touching on some of the employment and wellbeing issues experienced by those in road haulage.

Mon, 01 Jan 2024 22:28:00 -0600 Ashleigh Webber en-GB text/html
5 HR technology predictions for 2024

Major human resources agendas have been dominated by the same courses 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 Boost 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 Boost 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 Boost 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 Boost 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

Tue, 02 Jan 2024 00:02:00 -0600 en text/html Essential Questions to Ask Human Resources Professionals No result found, try new keyword!There are many things to consider when it comes to human resources discussions. One of the key courses that often arises is HR outsourcing. This is a critical decision for businesses. It’s because ... Wed, 06 Dec 2023 12:30:02 -0600 en-us text/html Professional Development

Professional development refers to the continued training and education of an individual in regards to his or her career. The goal of professional development is to keep you up-to-date on current trends as well as help you develop new skills for the purpose of advancement in the field.

Employees that engage in professional development will feel more confident knowing that they have the skills needed to succeed at their job. If an employee lacks a particular skill, he or she may question their work.

Set yourself apart by getting the essential skills--abilities that help people interact effectively with others--that employers value most, from communication fundamentals and being a team player to advancing your critical thinking skills.

The below tiles will link you to campus requested professional development topics. We have identified these as the leading courses on campus. As you navigate this page you find that each tile contains a collection of courses and videos related to that topic.  

If you have any questions regarding this page or the collections of training within please contact the HR Training Specialist at 766-5665. Each course provides a certificate after completion. Human Resources Training will add completed courses to your Employee LearnCenter transcript each week.

Thu, 26 Sep 2019 13:31:00 -0500 en text/html
Retention will be biggest HR challenge in 2024

HR professionals expect retaining staff to be their biggest challenge in 2024, a survey has found.

More than a third (36%) of HR professionals surveyed by employment law service esphr by WorkNest identified employee retention as a priority for the new year, with recruitment (30%) a close second.

These findings align with recent Culture Amp research that found a fifth of workers are at high risk of leaving their jobs in 2024.

The cost-of-living crisis appears to have fallen down HR’s list of priorities according to esphr, with only 27% identifying it as a concern for 2024, compared with 70% who said it would be a challenge in last year’s survey.

Employee engagement is a 2024 priority for 26%, while legislation changes (7%) and government changes (9%) were of lesser concern for HR.

Charlotte Ashton, associate solicitor and head of immigration at esphr, said: “We have seen a shift in what most concerns HR managers with not one, but two, key areas overtaking the rising cost of living which shows how much can change in just one year.

“As we start to see economic signs of recovery continuing following some very turbulent pandemic years, the job market continues to grow which gives people more opportunity to explore job options more freely. Therefore, if your organisation isn’t providing a good environment, salary, benefits and culture, retention could be a significant issue.”

Asked what would be the most important areas of support for employees in 2024, mental health and wellbeing came out on top (46%). This was followed by flexible and hybrid working (42%) and diversity, equity and inclusion (37%).

esphr also asked HR about the impact a general election could have on the workplace. Sixty per cent said they were concerned about the effect it might have on employment laws and pending bills including equality and discrimination legislation, flexible working rights, industrial relations laws and family-friendly rights.

Several new employment laws are to be enacted next year, including The Flexible Working (Amendment) Regulations 2023, which will deliver employees the right to request flexible working from day one of employment, and The Carer’s Leave Act 2023 (Commencement) Regulations 2023, which will deliver workers with long-term caring responsibilities the right to a week of unpaid carer’s leave.

Fourteen per cent were concerned that a change of government would affect employment tribunal access and processes.

esphr surveyed 137 HR professionals.

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Ashleigh is editor of OHW+ and HR and wellbeing editor at Personnel Today. Ashleigh's areas of interest include employee health and wellbeing, equality and inclusion and skills development. She has hosted many webinars for Personnel Today, on courses including employee retention, financial wellbeing and menopause support. Prior to joining Personnel Today in 2018, she covered the road transport sector for Commercial Motor and Motor Transport magazines, touching on some of the employment and wellbeing issues experienced by those in road haulage.

Tue, 19 Dec 2023 20:26:00 -0600 Ashleigh Webber en-GB text/html
Designing A Coach Training Program For AI Transition In HR

Thomas Lim is an AI+Web 3.0 Coach & Trainer. Dean with Thrive Consulting and Vice Dean of SIM Academy; He is an author and game designer.

The workplaces of our world have entered the Fifth Industrial Revolution, where AI is changing the game and businesses are dealing with a whole new level of complexity. The way we work is evolving, and it is bringing two important things to the forefront: the game-changing power of coaching and the crucial role HR plays in tackling complex challenges with systems thinking. These two forces are coming together to usher in a new age of organizations that are agile, constantly learning and harnessing the potential of AI to keep evolving.

The workplace coaching intervention which had hitherto been deemed a "nice to have," has firmly established itself as a vital tool for nurturing autonomy and motivation in employees. And when we bring AI into the mix, it takes coaching to a whole new level of workplace efficacy. Nonetheless, the fear of AI displacing jobs is very real, and HR personnel represent the first line of defense against AI resistance, even as they themselves might feel threatened.

I have seen substantive gains when HR professionals are coached and trained to coach while being given adequate AI training and tools. A crucial element in this adaptation is coach training programs tailored to help navigate the AI-enabled HR organizational development (HROD) agenda effectively.

To facilitate this transition, the Wheel of Work for HR can serve as an invaluable tool. This framework, consisting of interconnected courses pertinent to HR in the AI era, can guide internal workplace coaches in their efforts to support HR personnel. Here are some broad themes that might spark HR coaching conversations.

• AI Integration And Ethical Considerations: This theme deals with AI in HR, data privacy and ethical AI use. Coaches can help HR professionals understand the potential of AI in HR processes, emphasizing data-driven decision-making while also addressing ethical concerns and privacy issues. A practical example might include workshops on ethical AI algorithms for unbiased recruitment.

• Technology Adaptation And Skill Enhancement: Here we deal with courses such as digital literacy, continuous learning and adaptability. The focus is on upskilling HR personnel in digital competencies and fostering a mindset of continuous learning. Coaches can conduct sessions on leveraging new HRIS (human resources information systems) platforms, ensuring smooth adaptation to AI tools.

• Strategic HR And Leadership: This area of work is all about strategic planning with AI, leadership in digital transformation and change management. The application focuses on coaching systemic and strategic thinking for leaders in the context of AI deployment within organizations. For instance, this workstream can be designed to guide HR leaders through AI-impacted planning processes and change management brought by digital transformation.

• Talent Management And Development: This is a mainstay of HR, and the areas of concern are AI in talent acquisition, employee development with AI and performance management. Coaches can assist HR teams in effectively integrating AI into talent management, from AI-assisted recruiting tools to AI-driven performance tracking systems.

• Diversity And Inclusion: This emerging area of AI for D&I initiatives, bias prevention in AI and inclusive workplace cultures is coming to the fore. The HR Wheel of Work application could be useful here for coaching around using AI to promote diversity and inclusion, such as with tools for identifying and mitigating biases in hiring processes or creating inclusive employee programs.

• Feedback And Employee Relations: We now come to AI in feedback mechanisms, managing employee relations and conflict resolution. The practical usage afforded by coaching is in the training of HR professionals to use AI tools for gathering and analyzing employee feedback or managing relations and resolving conflicts in a digital-driven environment.

• Future-Readiness And Innovation: This final grouping deals with fostering innovation with AI, preparing for future HR trends and AI in learning and development. This theme is about preparing HR for future trends. Coaches can facilitate workshops on incorporating AI into learning and development initiatives or fostering an innovative culture within HR.

When designing coach training programs for HR professionals, several considerations are paramount, from the job role point of view and from adopting a larger vision of business transformation by systematically considering what the HR AI-enabled workforce can achieve for the workplace of tomorrow.

1. AI Literacy And Application: Coaches need to understand how AI tools are used in HR management (HRM)—from recruitment bots to AI-driven analytics. This knowledge is vital to support HR professionals in effectively leveraging these tools.

2. Change Management: Embracing AI necessitates significant changes. Coaches should be equipped to guide HR teams through this transition, addressing resistance, fear and uncertainty.

3. Ethical And Data Privacy Training: AI raises questions about ethics and data privacy. Coaching programs must prepare HR professionals to address these concerns proactively.

4. Soft Skills Development: Despite AI's rise, human-centric skills like empathy, communication and ethical decision-making remain irreplaceable. Coaches must foster these skills to balance AI's efficiency with human touch.

Consider a scenario where an HR professional is struggling with the deployment of an AI-driven recruitment tool. A coach, using the Wheel of Work framework, can guide them to not only understand the technical functionalities of the tool (AI integration and data analytics) but also address any fears or resistance they may encounter among the team.

In another instance, an HR professional might be concerned about the ethical implications of AI in performance management systems. Here, the coach can play a critical role in navigating these complexities (ethical AI use and regulatory compliance) and aid in strategizing their use without compromising on fairness and employee trust (strategic AI deployment and process optimization).

The evolving business tapestry demands an orchestration of strategy, foresight and technology. In this symphony, coaching and HR, empowered by AI, can become harmonious melodies. This trifecta is a revolutionary alliance, propelling organizations into a future of agile improvements. The Wheel of Work for HR emerges as a valuable framework in this journey, offering a structured approach for coaches to help HR professionals navigate the multifaceted challenges of an AI-driven future workforce.

Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?

Mon, 25 Dec 2023 22:30:00 -0600 Thomas Lim en text/html Best HR Software Of 2024

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.

Sat, 16 Dec 2023 02:03:00 -0600 Kristy Snyder en-US text/html
Will AI unleash your HR potential in 2024? No result found, try new keyword!I joined an interesting discussion last week with some strategic people leaders and HR leaders. The number one syllabu was the transformative power of artificial intelligence in the human resources ... Mon, 01 Jan 2024 16:10:10 -0600 en-us text/html Boost Your Professional Development With New Online Courses and Learning Bundles in Career Pathway
Boost Your Professional Development With New Online Courses and Learning Bundles

As the way many of us work continues to evolve, opportunities to learn at one’s own pace and from any location become more and more important. To meet this need, Drexel Human Resources is excited to announce that many new online courses and learning bundles are now available in Career Pathway! These new courses and bundles offer information from experts, ideas to ponder, and skill- building suggestions on a variety of topics, including professional growth, essential skills and technical skills. More courses are being added all the time – here are some of them:

  • Project Management – With two bundles and a multitude of courses, this syllabu area provides ideas on project scope, scheduling, and budget, as well as effective communication with a project team.

  • Communication – Courses and bundles in this syllabu area range from the basics about body language to more advanced suggestions for negotiation.

  • Customer Service – This syllabu area offers lots of perspectives, including the science behind listening, and how to make a difference, one person at a time.

  • Your Career – This syllabu area includes ideas for adding value at work, utilizing your professional network effectively, and much more.

  • Learning Bundles – This page will show you all the learning bundles available, so you can browse as we add new bundles.

  • Remote Work – This syllabu area offers guidance on working remotely for individual contributors and managers, with an emphasis on well-being.

To view these new courses and bundles, simply click on the syllabu area title above, enter your usual login credentials, and the link will take you directly to the syllabu page in Career Pathway. From there, click on the title of interest to begin.

We hope these new offerings provide you with plenty of new ideas and inspire you to boost your professional development.

Fri, 22 Apr 2022 03:33:00 -0500 en text/html

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