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Exam Code: PHR Practice test 2022 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)
HR Professional certification
Killexams : HR Professional certification - BingNews Search results Killexams : HR Professional certification - BingNews Killexams : ExtensisHR Earns Great Place to Work Certification™

Prestigious award is based entirely on employee feedback

WOODBRIDGE, N.J., August 09, 2022--(BUSINESS WIRE)--ExtensisHR, a nationally recognized Professional Employer Organization (PEO) and HR Outsourcing (HRO) services provider, proudly announces it has earned a Great Place to Work® Certification™ for the 2022-2023 year. Great Place to Work® is the global authority on workplace culture, employee experience, and the leadership behaviors proven to deliver market-leading revenue, retention, and increased innovation.

This is the second consecutive year ExtensisHR has received this distinction, scoring over 30% higher than the average U.S.-based company as a great place to work. When asked why employees feel ExtensisHR is a great workplace, the most frequently used words were "culture," "people," and "family."

ExtensisHR’s overall scores are summarized on its Great Place to Work™ profile, with notable highlights including:

  • 98% of employees said that when you join the company, you are made to feel welcome

  • 96% reported that management is honest and ethical in its business practices

  • 95% are proud to tell others they work at ExtensisHR

  • 94% stated management is competent at running the business

"We are honored to once again be recognized by our employees as a great place to work," said David Pearson, Senior Vice President of People and Culture at ExtensisHR. "For over 25 years we’ve strived to build an organization that emphasizes culture, engagement, and growth. This certification is a true indicator of our efforts, and we will continue to make a positive employee experience a top priority and cornerstone of our business."

Earlier this year, ExtensisHR was named a Top Workplace in New Jersey by, and also recently achieved two Stevie® Awards for Great Employers. In addition to a supportive and inclusive workplace, ExtensisHR employees enjoy competitive health and wellness benefits, progressive paid time off, a hybrid work environment, professional development resources, education assistance and reimbursement, access to a 401(k) savings and investment plan with an employer match, and more.

"Great Place to Work Certification™ isn’t something that comes easily – it takes ongoing dedication to the employee experience," said Sarah Lewis-Kulin, Vice President of Global Recognition at Great Place to Work. "It’s the only official recognition determined by employees’ real-time reports of their company culture. Earning this designation means that ExtensisHR is one of the best companies to work for in the country."

According to Great Place to Work research, job seekers are 4.5 times more likely to find a great boss at a Certified great workplace. Additionally, employees at Certified workplaces are 93% more likely to look forward to coming to work, and are twice as likely to be paid fairly, earn a fair share of the company’s profits, and have a fair chance at promotion.

Join our team! Learn about our open positions here and grow your career at a company that puts people first.

About ExtensisHR
Founded in 1997, ExtensisHR is a leading national Certified Professional Employer Organization (PEO) and HR Outsourcing (HRO) solution provider, focused on delivering exceptional customer service. We specialize in tailored HR solutions for small- and medium-sized businesses, with a comprehensive portfolio including human resources, benefits, payroll, Work Anywhere™ technology, risk and compliance, employee management, recruiting, and more. To learn more or to become a broker or business partner, visit:, or follow us on LinkedIn, Twitter, Facebook, and YouTube.

About Great Place to Work Certification™
Great Place to Work® Certification™ is the most definitive "employer-of-choice" recognition that companies aspire to achieve. It is the only recognition based entirely on what employees report about their workplace experience – specifically, how consistently they experience a high-trust workplace. Great Place to Work Certification is recognized worldwide by employees and employers alike and is the global benchmark for identifying and recognizing outstanding employee experience. Every year, more than 10,000 companies across 60 countries apply to get Great Place to Work-Certified.

About Great Place to Work®
Great Place to Work® is the global authority on workplace culture. Since 1992, they have surveyed more than 100 million employees worldwide and used those deep insights to define what makes a great workplace: trust. Their employee survey platform empowers leaders with the feedback, real-time reporting and insights they need to make data-driven people decisions. Everything they do is driven by the mission to build a better world by helping every organization become a great place to work For All™.

Learn more at and on LinkedIn, Twitter, Facebook and Instagram.

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Media Contact:
Stephanie Clark

Tue, 09 Aug 2022 01:30:00 -0500 en-US text/html
Killexams : Professional Development Training Sessions

Our broad-based curriculum focuses on the professional development needs of Case Western Reserve University staff and faculty. These sessions and learning opportunities include live webinars and on-demand trainings focused on providing guidance and structure to individual contributors and supervisors.

Our curriculum offerings include:

Supervisor Training Program 

The Supervisor Training Program is designed for staff and faculty supervisors, those who have been promoted or newly hired into a supervisory role, or those who aspire to supervise in the future.

Staff and faculty are encouraged to attend as many sessions as they would like. In order to receive a certificate of completion of the supervisor training program, you must attend at least ten training sessions below. For a printable Spring 2022-2023 Training Calendar, check back this fall.

For more details about each training session, please return later this fall and "click on the training title" to view more information and how to register. Semester training dates will be posted, soon!

  • Motivating and Coaching Employees

  • Onboarding and Relationship Building

  • Conflict Management

  • Fostering Productive and Collaborative Meeting

  • Part One: Performance Feedback and Evaluations 

  • Part Two: Performance Evaluation

  • Putting Mission and Vision to Work for You!

  • The Importance of Wellbeing as a Supervisor

  • Part Three: Performance Evaluations

  • Human Resources Policy Overview

  • The Importance of Wellbeing for Your Teams as their Supervisor

  • Part Four: Performance Evaluations and Feedback

  • Human Resources Policies: Interviewing and Hiring

  • Human Resources Policies: LOA/FMLA

  • Prioritize and Optimize Your Workload: Time Management (Your Own and Your Staff)

  • Prioritize and Optimize Your Workload: Delegation and Accountability

  • Fundamentals of Equal Opportunity

  • Human Resources Policy: Termination

  •  Religious Accommodations

  • Equal Employment and Disability Accommodations

Please note: at this time, all training sessions will be held virtually and not in person. If you are unable to attend any training sessions above, future opportunities' will be available at a later date.

All Employee Training

These training sessions are open to all employees who want to develop new skills, refine current skills, and for overall personal development. For more details about each training session, please return later this fall and "click on the training title" to view more information and how to register. Semester training dates will be posted, soon!

  • Emotional Intelligence at Work Part One

  • Emotional Intelligence at Work Part Two

  • Trust Building and Resilience Part One

  • Trust Building and Resilience Part Two

  • Personal Productivity Part One

  • Personal Productivity Part Two

Please note: at this time, all training sessions will be held virtually and not in person. If you are unable to attend any training sessions above, future opportunities' will be available at a later date.

Outside Trainings

Being part of a world-renowned higher education, faculty and staff have access to countless other training opportunities.

Academic Impressions

Case Western Reserve University has partnered with Academic Impressions, an organization specializing in professional development resources for higher education faculty, staff and administrators. Many Academic Impressions options are free to CWRU employees once they have an account! Topic areas include skills-based training for professionals in all areas, as well as leadership trainings on supervision, personal effectiveness, diversity, equity, inclusion and more

See here for more information.

IMPACT Solutions

CWRU faculty and staff have access to live and on demand webinars monthly from IMPACT Solutions, plus unlimited free access to webinars. See here for more information.

LinkedIn Learning

CWRU faculty and staff have unlimited free access to LinkedIn Learning, a leading video-based training provider that offers thousands of training courses and learning paths focused on both hard and soft skills. See here for more information.

Fri, 05 Aug 2022 07:48:00 -0500 en text/html
Killexams : Hiring is HR's No. 1 priority and challenge. What now?

In HR Dive’s second annual Identity of HR survey, readers' responses illuminated a troubling trend. Finding and acquiring new talent was listed as a top priority, as well as a top stressor. Survey respondents cited hiring as their top concern (36.49%) — more than compliance (about 7%), more than training (almost 8%), more than tech (roughly 7%).

After largely being in survival mode through COVID-19, companies are now “thinking about how to grow again. How do we re-establish ourselves in the market? Talent is obviously a key component of that,” said Vanessa Akhtar, director at change management firm Kotter. “Even those organizations that had to do layoffs through COVID-19 are now in a position to bring talent back.”

The dual challenge of hiring

Having worked with many utility and energy companies, Akhtar observed that on top of the Great Resignation, the outflow of retiring workers has created “an even bigger gap.” Prior to the pandemic, she said, “A lot of folks were panic about the percentage of their employee base that was going to be retiring in the next three to five years. And now they have the younger workforce also leaving in droves. It’s a dual challenge that they're facing.”

In turn, hiring secured a top spot as the one of most challenging parts of pandemic-era HR. More so than budget freezes and a lack of financial resources (around 22%), contactless recruiting, I-9 documentation and the cumbersome task of remote onboarding put respondents (about 47% of them) through the ringer. Additionally, about 57% of HR professionals said that tackling loss of engagement, worker isolation and mentorships — in short, culture — was salient for them.

Why talent acquisition is tricky right now

The pandemic spurred companies to be more frank regarding compensation, culture and purpose — tenets of business that will attract and retain talent.  

kate_sept2004 via Getty Images

When asked about the biggest challenges in 2021, pandemic aside, about 55% of HR Dive respondents still said hiring.

So, why is hiring a consistent pain point for HR professionals? Anyone who has encountered Gen Z talent or read about their approach may be able to guess what is top of mind for many job seekers.

“They're being very selective about their roles. They're looking for more than just a paycheck,” Molly Brennan, a founding partner at executive search firm Koya Partners, told HR Dive. The jobs that they will select likely touch on their idea of “meaningful work” and provide flexibility, Brennan acknowledged.

“What worked five or 10 years ago is not likely to work with the current labor market.

Vanessa Akhtar

Director, Kotter

Akhtar expressed her belief that many older generations think of millennials as “20-somethings.” However, she said, “Most millennials are actually in their mid-30s and above. They're getting to a place in their career where they really want to be shepherded into more formal leadership roles.” Mirroring HR Dive readers’ concerns, Akhtar pointed to workplace culture, saying that millennial workers will relish mentoring, training, and other L&D opportunities to help them reach those higher-level leadership roles. 

Akhtar also noted that, from her perspective, job candidates are seeking flexibility as well as better work-life balance. Regarding the future of recruiting, she said, “What worked five or 10 years ago is not likely to work with the current labor market.”

So, what actually works?

As soon as the Great Resignation hit, recruiters across industries scrambled to find hiring incentives that would sway even the toughest of customers. Among HR Dive readers alone, a number of talent acquisition strategies were on the table: signing bonuses, student loan repayment, apprenticeship programs, calling in friends with referral rewards, mental health benefits and boosted health care overall. The most cited strategy was increasing hourly wages or salaries.

Brennan is a big believer in the idea that “it’s not all about money” when it comes to recruiting in 2022. Echoing Akhtar’s observations about work-life balance being a priority, Brennan told HR Dive she’s seen candidates get more introspective about “meaningful” work and the desire to work somewhere “creating good in the world.’”

In other words: “Compensation is in that constellation, but I don't think it’s the primary star.”

While the Great Resignation, Reshuffle, Reprioritization and many other nouns that start with “R” continue to be a challenge for HR pros, it can also present unfathomable talent opportunities. “If you can differentiate yourselves and differentiate your organization, you're gonna have people who want to come there,” Akhtar said. “You have a whole new pool of talent that you might not have had access to before.”

Tue, 19 Jul 2022 03:37:00 -0500 Caroline Colvin en-US text/html

LONDON, Aug. 4, 2022 /PRNewswire/ -- Global employment partner Omnipresent today launches the OmniAcademy, a free online learning platform dedicated to helping HR professionals and senior leaders to grow successful, international businesses with ease.

Omnipresent Logo

Developed by Omnipresent's team of HR experts, the OmniAcademy's first course - 'Everything you need to know about international hiring' - comprises 13 step-by-step videos with downloadable guides for time-strapped teams. This is the first in a series of courses, and those who complete them will receive certification for the skills developed in each course.

The launch of the OmniAcademy comes at a time when 96% of HR professionals are facing challenges with 'future of work initiatives', but 47% 'don't know the best tactics or tools to overcome these issues'.¹ All this in a post-pandemic world where they are tasked with delivering hybrid and remote set-ups, while maintaining a positive employee experience.

CEO and Co-founder of Omnipresent, Matthew Wilson says, 'We founded Omnipresent on the belief that borderless hiring is a key component in the future of work. And with organisations looking increasingly further afield to hire the best talent in a competitive market, HR leaders need to be equipped with the right information to guarantee a positive employee experience, wherever their employees are based. However, we know first hand that this can be extremely complex - our team of over 400 is currently based in 53 countries, so we've had to navigate these very challenges ourselves. This is why we've created the OmniAcademy: to help HR teams make the most of global work and create a seamless experience for their employees.'

For more information on the OmniAcademy, enroll for free at:

Notes to editors

  1. Source:. Data was sourced from PR in HR's 'HR Strategies and Buying Decisions survey' of 200 HR managers from October-November 2021.

About Omnipresent

Founded in 2019, Global employment partner Omnipresent provides client-focused, tech-enabled business solutions combined with personalized expertise to support hiring people globally. Businesses looking to go global can hire and manage employees compliantly in more than 160 countries through the OmniPlatform, Omnipresent's proprietary digital platform and SaaS product. Companies can easily integrate HR administrative duties, including payroll, expenses, taxes, and benefits, to let them focus on growing their business. As a fully remote company with no corporate headquarters, Omnipresent has grown from a team of two to more than 400 people in 50+ countries worldwide.

Logo -

Wed, 03 Aug 2022 22:08:00 -0500 en-US text/html
Killexams : Optimum Employer Solutions Designated an IRS ‘Certified Professional Employer Organization’

Press release content from Globe Newswire. The AP news staff was not involved in its creation.

SANTA ANA, Calif., Aug. 05, 2022 (GLOBE NEWSWIRE) -- Optimum Employer Solutions is very pleased to receive its designation as a Certified* Professional Employer Organization (CPEO) by the  Internal Revenue Service (IRS). This designation affirms that the company responsibly manages federal payroll administration and tax reporting and payments for their clients.

The rigorous application and vetting process to receive IRS approval validates Optimum’s credibility as a knowledgeable and trusted Human Resources services company, named one of the Best Places to Work in Orange County every year since 2016. 

“I want to acknowledge our team for their hard work and diligence in achieving this CPEO designation,” says Optimum’s President and Founder Kevin Gramian. “It’s validating to know that our expertise, systems, and processes meet rigorous IRS standards, and to supply our clients peace of mind that we stand with and behind their payroll and tax filing.”

About Certified PEOs

Companies voluntarily apply for the PEO certification process and must meet and maintain stringent regulatory and legislative requirements that include their viability as a company, bonding and key employee background checks, tax compliance history and quarterly CPA attestations, and annual independent audits. 

Benefit to Clients 

As a CPEO, Optimum takes care of the detailed work and responsibility of an HR administration department, for their clients - and offer greater legal and financial protection. This includes managing all aspects of benefits, payroll, tax filing and reporting, and compliance with ever-changing laws and regulations. This co-employer partnership means clients can focus on managing and growing their company and employees, day-to-day, with the reassurance that Optimum meets the IRS’ strict criteria for knowledge, security, and professionalism.

About Optimum Employer Solutions 

Optimum Employer Solutions was founded with the goal of helping small businesses survive, thrive, and compete for the best talent by giving them access to resources and benefits typically only found at very large companies. As a single, knowledgeable partner, we help our clients to focus on their core business and save time and money by handling all their HR, benefits, and payroll needs. 

Optimum Employer Solutions appeared on OCBJs Best Places to Work list from 2016 to 2022; and on Inc. Magazine’s Fastest Growing Private Companies list from 2011 to 2018.

*Certification by the IRS does not imply endorsement of one company over another.

We Care About Your Humans

Media Contact:

Jenafer Elin


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Fri, 05 Aug 2022 11:02:00 -0500 en text/html
Killexams : West Boylston senior center director achieves certification cannot provide a good user experience to your browser. To use this site and continue to benefit from our journalism and site features, please upgrade to the latest version of Chrome, Edge, Firefox or Safari.

Sat, 23 Jul 2022 18:06:00 -0500 en-US text/html
Killexams : TimesPro in collaboration with IIM Nagpur launchPG certification programme in SHRM No result found, try new keyword!According to an official statement, the 12-month programme aims to provide learners with a comprehensive understanding of SHRM and prepare them for HR leadership roles. Thu, 28 Jul 2022 02:07:51 -0500 en-in text/html Killexams : my coworker told HR I’m resigning when I’m not, boss wants daily task updates, and more

It’s five answers to five questions. Here we go…

1. My coworker told HR I’m resigning when I’m not

I recently got a job offer from a company that I was super excited about, but when the details came through about a day later, the offer turned out to be really, really bad. Simply cannot take this job as I can’t survive on what they’re offering bad. I negotiated and it’s not working out. But that isn’t my point!

I am close with a few coworkers of mine. The office is relatively empty except for us due to Covid. When the initial “we want to hire you” offer came through, I quietly told them about it as they knew I have been looking for a new job for a very long time. Not smart, I know. But I was excited. I updated them as well when the crappy offer came through.

That was about a week ago. Today I got an email from our HR person (small company) asking if I am resigning. She had heard and didn’t see a resignation letter from me. I immediately chewed out my friends, but it turned out to be a totally different person who I didn’t even know was in the office at the time. They overheard me and told her “in passing.”

I’m fuming. This is so awkward. And maybe even really, really bad for me. Is it? Not sure how to calculate the damage here. What do I do?

First, obligatory reminder that this is always a risk when you talk about this stuff at work. People overhear, people talk, people are busybodies, etc. That said, agggh! Your coworker was incredibly out of line.

What kind of impact it will have on you is hard to say. It’s very unlikely that that you’re going to be summarily fired, but there are a bunch of individual factors that can affect things, like whether your manager is punitive or the type to push you out early once she believes you’re soon to leave. Even if she’s not like that, sometimes there can be more subtle effects, like not giving you big long-term projects that she thinks would suffer if you left in the middle or putting you on a layoff list if she needs to make cuts because she figures you’re leaving anyway. It also depends on your standing — if you’re highly valued, it might not affect you at all or could even result in your manager asking what it would take to keep you. On the other hand, if you’re struggling in your work or you have a bad relationship with your boss, it could play out differently.

I’d recommend telling the HR person she misunderstood the situation / it got garbled in translation — say that a job offer fell in your lap but you turned it down. And since it’s likely that she filled in your boss, you should probably address it with her too (framed as “Jane asked me about this so I figured you might be wondering too”).

2. Should I ask for the low end of a salary range when I’m interviewing?

I’m job hunting. This may not be conventional, but I just want whatever the lower end of the offered salary range is with the understanding that I will get a raise in a years time. I’m new to the field (as in just graduated and looking for my first job that isn’t a coop/internship). Salaries in my field go two ways: salaried jobs pay a lower hourly rate but you get paid for 35-40 hours, whereas private firms pay double — or more — per service/client (most often on an hourly basis) but you get paid for fewer hours than you actually work (if you see clients for 20 hours, you probably work 30-35 hours total). It works out to more money if you work in a higher paying private setting vs public and you theoretically work a bit less. Regardless, I am happy with the low end of the ranges in both cases because it’s still more than I’ve ever been paid in my life and I presume that, given that a range is stated, I will get raises for sticking around, getting more experience and training, etc.

Does it look bad if I am honest about that in interviews? I don’t want to shoot myself in the foot but I also feel like saying, “I’m newer to the field so my expectation is that I’ll get paid something near $X/hour because of A and B factors and my target annual income is something around $Y-$Z/year. Does that line up with what you’re hoping to pay someone at my level?” (Most jobs in my field list salary so that second bit is more about having a conversation). But I’m not sure how that will reflect on me. Will it make it look like I’m realistic about my experience level? After all, who wants to pay a newbie the highest amount and I also want the prospects of getting raises and not coming in at the top of the scale. Or will it make me look like I am insecure and lowballing myself? I don’t want to come off seeming like I don’t think I deserve more.

Don’t undercut yourself! You shouldn’t ask for the top of the range for your first job unless your qualifications would truly put you there, but you shouldn’t ask for the lowest end either.

Frankly, if it’s your field’s norm to list the pay in ads, this may not come up in interviews at all since they’ll know you already know the range. But if they do ask about it, you can just say that the range they listed works for you.

The fact that the lowest end of the range is more than you’ve ever been paid is irrelevant! When you’re looking for your first full-time professional job, that’s usually going to be the case — but you should still seek to get paid competitively. And your starting salary can influence what you get paid for a long time, so you really don’t want to lower it if you don’t have to. You’re also putting too much weight on wanting to be able to get raises — you’ll probably still be able to, and raises are often a percentage of your salary, so a lower starting salary means lower increases each year.

Don’t be unrealistic in what you ask for, especially when you’re just starting out, but you shouldn’t preemptively ask for less than might be on offer.

3. My boss wants daily task updates

Today in our one-on-one, my boss asked me to start sending him daily updates on what I’ve completed. I’ve been in this position about six months and have received positive feedback so far. For the first three months of this position, we met every morning, but backed off to twice weekly one-on-one meetings about two months ago. We are a remote team of two professionals inside a very large department.

I pushed back lightly on this when it was first proposed, but feel like I should consider revisiting the issue with my manager. I’m very unhappy with this request, it leaves me feeling untrusted and anxious. Do you have any advice on revisiting this conversation? This kind of behavior leaves me feeling like I made a mistake accepting this position.

Start by trying to find out what’s behind the request. Did something supply him concerns about your work? Is he being pushed by his own boss for more info about what your team is doing? Where’s this coming from?

You could say it this way: “Your request for daily updates made me worry you might have concerns about my work. Did something change to make you request that level of reporting?”

Depending on the answer, it could then be appropriate to say, “Daily reporting feels like a significant change, and I’d understood the role to function more independently when I came on board. If you don’t have concerns with my work, is there another system that would get you what you need, like monthly goals and a weekly meeting to discuss progress on them?”

4. How to avoid getting edited to death in a writing job

I have a question specific to writing careers. I’ve worked in a variety of marketing and PR roles, and I keep getting frustrated when I write something I’m proud of and then a committee of coworkers goes in and tears it to shreds.

I get good feedback on my work from my manager (and have been told throughout my career that I’m an excellent writer), so I don’t think it’s a matter of secretly being terrible at my job. It seems more just like everyone thinks they can write, and everyone wants to bring their opinion to the conversation, but it’s frustrating! It’s hard to feel like I have ownership over my work when it ends up being edited so heavily (and often in ways I disagree with). In my current role, I get a lot of edits from people in other departments, like product managers, who certainly have their realm of expertise, but it’s not writing. Didn’t you people hire me for a reason?!

So I guess my question is whether you or others have found a way to defend your writing? Is this just what happens in writing-based roles? Are some companies better than others at letting writers just write? Is it a matter of seniority that will get better as I age in my career (I’m in my late 20s)? Do I just need a thicker skin?

It’s not inherent to writing-based roles, but it is inherent in organizations that aren’t clear about what role each person giving input should play. It’s normal for other people to review your work, but they should each get clear instructions about exactly what input to provide — like “please review pages 5-6 for accuracy” or “review for anything that could trigger legal issues,” etc. You should also be clear about what type of edits and you can and can’t accept at this stage — “please only flag factual errors at this point; we aren’t looking for a line edit” or whatever.

Even with clearly defined instructions, some people will still offer input outside their scope of work, but when you’ve clearly defined what you need them, it’s easier to ignore edits outside of that (although there may still be people whose broader input you need to take because of political reasons). The key, though, is that unless you’re in a senior position with final or close-to-final sign-off authority, your boss needs to be on board with this approach. But it’s a pretty standard approach to use.

All that said, sometimes there are higher considerations than “it sounds best this way” — legal stuff, branding considerations, politics with a funder, and on and on — and as a writer you’ll answer to a variety of people on those fronts. But if someone suggests an edit that you think weakens the piece, you can counter-propose your own; figure out what’s behind their change and see if you have a better way to achieve what their edit is trying to do.

5. Graduation years and age discrimination

My company is in the process of changing the way we apply for internal positions. Instead of submitting a resume and cover letter, we now have to use a “talent profile,” where we list our skills. I’m not too upset about that, because there is still a place to upload my resume, which I’ve worked very hard on. One thing does worry me, though. When entering your education, you are required to put the year of graduation. I am in my 50’s, and don’t want them to see a BA from 1988. I’ve tried 9999 and 0000 and the system won’t accept it. I am in a position where I am aggressively applying for other jobs, and don’t want to be looked over because of my age. My company skews young, anyway. Am I wrong in feeling that this has the potential to be discriminatory? And if so, what can I do?

You’re not wrong; requiring graduation year is very close to requiring age and it opens the door to illegal discrimination. At the federal level, the request itself isn’t illegal but the EEOC says it raises questions about the employer’s motive for asking and should be closely scrutinized. Some states make it outright illegal — but assuming yours isn’t one of them, I’d say this to someone in your company’s HR department: “Can you tell me why we’re requiring the year of graduation in our internal application system? I’m concerned that we could run afoul of federal age discrimination laws by requiring that.”

Sun, 07 Aug 2022 16:03:00 -0500 en-US text/html
Killexams : Apple HR mishandled serious misconduct allegations; retaliated against some women

A report today cites 15 different women accusing Apple HR of mishandling serious misconduct allegations, and more than half of them say that the company retaliated against them for bringing the complaints.

One of the allegations related to a sexual assault committed outside of work hours and premises. This can be a tricky area for companies – but the human resources manager responding was said to have been entirely dismissive, likening the attack to “a minor traffic accident” …

The Financial Times reports on the sexual assault, in which a woman was partially undressed by a colleague while she was asleep.

Megan Mohr was five years into her Apple career when, in 2013, a male colleague took advantage of her after a platonic night out drinking together.

After the colleague drove her home and helped her inside, she briefly fell asleep before waking to the sound of clicking. The colleague had removed her shirt and bra. He was snapping photos, and grinning.

Mohr said that a previous poor experience with Apple HR meant that she didn’t even bother to report the incident at the time, but later felt empowered to do so by the #MeToo movement. However, she was told that Apple wouldn’t have acted at the time, even if the colleague had admitted the offence.

She had no evidence and wasn’t calling for an investigation. She just thought HR should be aware of the person’s character and requested they never be put in the same department.

Mohr thought this was a modest ask, but the email exchange seen by the Financial Times soon turned rigid and defensive. The HR representative displayed little empathy or experience dealing with sexual misconduct. He analogised her experience to “a minor traffic accident” to explain how Apple couldn’t really get involved.

“Although what he did was reprehensible as a person and potentially criminal, as an Apple employee he hasn’t violated any policy in the context of his Apple work,” HR wrote. “And because he hasn’t violated any policy we will not prevent him seeking employment opportunities that are aligned with his goals and interests” […]

“Unfortunately the incident wasn’t in the context of Apple work [so] it’s very likely that an Apple investigation would have returned ‘no findings’ and no discipline would be issued. Even if the offender would have admitted to taking the images.”

Mohr subsequently left the company, and says she wants Apple to live up to its claimed values.

“I just want Apple to be the company it pretends to be for its customers.”

Employment lawyers say that incidents unrelated to work can pose legal challenges for companies, but in general in the US employees can be dismissed for the way they behave outside work.

A white woman called the police after a Black man bird-watching in New York’s Central Park asked her to leash her dog. She was charged with a crime—filing a false police report. Her employer, the investment firm Franklin Templeton, fired her shortly afterward. A New Hampshire radio host lost her show after she posted a video of herself demanding that Latino landscapers speak English. A Florida insurance agency terminated an employee following his outburst at Costco when asked why he wasn’t wearing a mask.

California does have additional protections that make it somewhat harder to do so, but even then, an employer can assess the likely impact on the company, and act accordingly.

Even in [states like California], employers have a lot of leeway to maintain a safe and peaceful workplace. If someone’s behavior outside work reveals a side of them that can compromise their relationships with co-workers or customers, or suggests they might be prone to violence or aggression, employers would be wise to fire them, says Kate Bischoff, a Minnesota employment lawyer and founder of tHRive Law & Consulting. “In the world we live in now, the line between personal and professional is so muddled that you can’t necessarily separate them,” she adds.

The FT piece says the paper interviewed 15 female Apple employees, both current and former, across at least seven Apple departments spanning six US states. 

The women shared allegations of Apple’s apathy in the face of misconduct claims. Eight of them say they were retaliated against, while seven found HR to be disappointing or counterproductive.

Apple said that it wants to have “an environment where employees feel comfortable reporting any issues,” but does acknowledge that work is required to address the failings reported.

“There are some accounts raised that do not reflect our intentions or our policies and we should have handled them differently, including certain exchanges reported in this story,” Apple said. “As a result, we will make changes to our training and processes.” It declined to comment on specific cases “out of respect for the privacy of individuals involved.”

It’s not the first time that Apple HR has been accused of ignoring serious misconduct complaints.

So far, we’ve received nearly 500 responses, and hundreds of stories of racism, sexism, discrimination, retaliation, bullying, sexual and other forms of harassment […] The main thread? Being ignored by HR.

Photo: Tim Gouw/Unsplash

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Wed, 03 Aug 2022 23:22:00 -0500 en-US text/html
Killexams : Digital 55 Beginning Beta Testing of Professional Record Storage and Compliance Product

TOLEDO, Ohio , Aug. 4, 2022 /PRNewswire/ -- Digital 55, a technology development firm based in Toledo, Ohio is preparing to launch the beta test for Inugo Lab, a data record management platform aimed at assisting in professional record storage and compliance tracking, specifically for construction companies, trade unions, and professional industries. | Digital 55 Advancing Productivity Tool for Chambers (PRNewsfoto/Digital 55)

Inugo Lab is a centralized hub for storing and maintaining critical professional records, including those for industry certifications, job eligibility, and safety skills. The system also provides reports and notifications for employee updates to certifications or continuing education, allowing companies to have a real-time evaluation of their current and upcoming recertification needs.

Capable of containing safety records like OSHAA, safety, and certification testing records, Inugo Lab uses state-of-the-art, HIPAA-compliant software and data storage, ensuring your record data is always secure. It can be customized to your program's needs and allows for easy access and updating. The program also provides real-time updating and reporting, keeping both HR and employees up to date on upcoming certification needs at their fingertips.

"Inugo Lab represents the next phase of recording storage and maintenance for small and medium-sized businesses. We've brought together a robust system of tools and resources on an easily customizable platform. These tools are being used by much larger companies but haven't been made available on a scale or price point that SMBs can participate. That changes with Inugo Lab." said Digital 55 CEO Greg Whitlow.

Inugo Lab allows companies to facilitate lab work or safety training through its easy-to-use employee portal. Employees have access to their own records so they can find all the information needed for certification in one place and be proactive about recertification. The system also provides a time-stamped digital certificate for record-keeping, an important tracking tool for both internal use and historical insurance for an employee.

Inugo Lab is the ideal platform for construction and manufacturing companies, professional driving services, trade unions, and related organizations. By providing those companies with an easy-to-use, real-time updated platform, they can Excellerate participation, identify recertification needs, and ensure the safety compliance of their workforce.

The program is expected to be available for beta testing in the 4th quarter of 2022, with a full product launch slated for the 1st quarter of 2023. For more information about Inugo Lab, or to add your name to the beta testing waitlist, please contact Digital 55 at or visit our website at



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Thu, 04 Aug 2022 09:21:00 -0500 en-US text/html
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