A perfect key to success by these PHR VCE

If you really to show your professionalism so just Passing the PHR exam is not sufficient. You should have enough Professional in Human Resources (HRCI PHR) knowledge that will help you work in real world scenarios. Killexams.com specially focus to improve your knowledge about PHR objectives so that you not only pass the exam, but really get ready to work in practical environment as a professional.

Exam Code: PHR Practice exam 2022 by Killexams.com 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 PDF Download
Killexams : HR Professional PDF obtain - BingNews https://killexams.com/pass4sure/exam-detail/PHR Search results Killexams : HR Professional PDF obtain - BingNews https://killexams.com/pass4sure/exam-detail/PHR https://killexams.com/exam_list/HR Killexams : SHRM's Essentials® of Human Resources

SHRM's Essentials® of HR provides you with a solid overview of the key aspects of HR. It gives you practical tools you can use immediately in your organization. The knowledge you gain will help you reduce potential lawsuits and handle challenging issues effectively.

You'll learn about six key human resource management subjects:

  • Human resources: understanding the HR function.
  • Talent acquisition: attracting and selecting employees.
  • Total rewards: key elements of a total compensation system.
  • Learning and development: orientation, development and training.
  • Performance management: purpose and process for performance management.
  • Employment law: application of key HR legislation.

This course awards 12 hours of professional development credit for retention of certain HR-related certifications. This course is not a preparation for the HR certification exam.

Who should take this program?

  • New and junior HR professionals.
  • Business owners and office managers.
  • Managers and supervisors with employee management responsibilities.
  • Job seekers wanting to transition into a career in HR.
  • HR professionals seeking to update current HR knowledge.

Course Overview

Price Discounts Modality Materials PD Credit
$800 SHRM member, NIU alumni Instructor-led, in person at NIU Naperville Course materials and online resources included 12 hours of professional development credit available


Tue, 27 Sep 2022 01:25:00 -0500 en text/html https://www.niu.edu/continuing-professional-education/programs/human-resources/essentials.shtml
Killexams : What Degree Do You Need for Human Resources?

Two business professionals discussing what degree is needed for human resources

If you want to work in human resources management (HRM), HR may seem like the obvious degree choice—but it’s not the only one. Because HR has so many branches, from talent acquisition and training to total rewards and analytics, you can leverage the skills and knowledge gained across many educational backgrounds and experiences in your human resources career.

HR has something for everyone,” said Deborah Guenther-Alexiou, MSHR, SHRM-SCP, a Southern New Hampshire University (SNHU) adjunct instructor of business. “If you are interested in the more analytical side, you can focus on people analytics or payroll; whereas, if you like the people side of the job, there is recruiting, succession planning and employee relations—to name a few.”

With such expansive pathways, you can choose the degree program that interests you and gain skills that can be applied to multiple fields, including HR.

What Degree Do You Need to Work in HR?

Rhett Beyer with the text Rhett BeyerYou’ll likely need at least a bachelor’s degree if you want to land an entry-level job in human resources. “In most companies I have worked for, a 4-year degree is required to get a starting HR position—and then additional (education) to grow to senior levels,” said Rhett W. Beyer, a director (of) training and an SNHU Master of Business Administration (MBA) adjunct instructor. "My recommendation is to find what you enjoy most about the field of HR and then tailor the rest of your education to support that.”

You might also decide to earn an HR certificate before a degree if you want an introduction to the field without committing to a degree program. Through the experience, you may realize you enjoy taking HR courses, or it might lead you to a different program that still allows you to build the pertinent skills HR professionals need.

To show employers you’re serious about taking your career to a senior level, you could also consider a master’s degree. Recruiters for management positions may prefer or even require job candidates to have that graduate credential.

What are the Different Types of HR Degrees?

If you want an HR-specific education, your best bet is to earn an HR degree. If you don’t already have a bachelor’s degree, you might earn a bachelor’s in HR management. Or, if you’re already at the graduate level, you could consider a master’s in HR management. These two degrees will introduce you to the different roles and responsibilities of a human resources department, giving you a look into the career possibilities out there and helping you hone the skills needed to succeed as an HR professional in the changing workforce.

You could also choose to earn a business administration degree with a concentration in human resources. If you take that route, you can expect to study the foundations of business while also taking several classes specific to human resources. Like the HR-specific programs, you can also earn a business degree at an associate, bachelor's or master's degree level.

Some schools include credentials focused on important industry knowledge and skills built into their course assignments, allowing you to earn more than a degree as you navigate HR classes. At SNHU, for instance, you can earn credentials developed by the HR Certification Institute (HRCI), including:

  • HR Ethics Series: Common Ethical Challenges
  • HR Ethics Series: Issues in the Workplace
  • Fostering an Inclusive Culture
  • Leading and Managing Change
  • Negotiations: Resolving Disputes

“More recently, universities like SNHU are offering specialized and modern degrees in HRM at both the undergraduate and graduate level, and these can be a great stepping stone into several HRM positions,” said Dr. Ranjit Nair, the CEO of an organization focused on empowering others to navigate business challenges and an SNHU human resources management adjunct instructor.

Some HR programs align their coursework and outcomes with certifications offered by the HRCI and the Society of Human Resource Management (SHRM). This approach to learning can help prepare students to sit for certification exams, such as:

  • HRCI Associate Professional in Human Resources® (aPHR®)
  • SHRM Certified Professional (SHRM-CP®)
  • Senior Certified Professional (SHRM-SCP®)

While certification preferences vary by employer, Beyer, who holds an SHRM-SCP® certification, believes the experience of achieving and maintaining certification is worthwhile.

Explore what you can do with an HR degree.

Other Degrees to Consider

Dr. Ranjit Nair with the text Dr. Ranjit NairIt’s okay if you're eyeing or working on a program other than HR. HR professionals hail from a variety of backgrounds. Nair, for example, earned a bachelor’s degree in accounting and an MBA in Information Systems. His career began in technology and finance, but he transitioned to HR management, where he now has more than 25 years of experience in areas such as talent acquisition, total rewards, talent management, and learning and development. “The technical skills I acquired through my undergraduate and graduate degree helped me to become that well-rounded professional,” Nair said.

Here are some non-HR degree programs that can pair especially well with a human resources career:

  • Analytics: If you’re aiming for an HR analytics position, which can involve data relating to engagement, turnover and financial performance, according to Nair, you might consider earning a bachelor’s degree in data analytics or an MBA in Business Analytics. In these programs, you’ll have an opportunity to advance your technical skills and soft skills as you explore professional tools and methodologies that can support important organizational decision-making. Courses may include data analysis and visualization techniques, leveraging data analysis for organizational results and business strategy.
  • Communication: Since HR departments work with teams throughout an organization, effective written and verbal communication skills are a must. A communication degree could serve you well if you know you want to spend your days interacting with people. During a communication program, you could practice crafting messages for different mediums, audiences and purposes. You might have the option to further specialize with concentrations in public relations, business communication or professional writing, depending on what type of HR role interests you.
  • Finance: A finance degree could be beneficial if you want to work in the total rewards space of HR, assembling and reviewing compensation and benefits packages for employees. While studying finance in college, you’ll learn about corporate finance, investment, financial ethics and applied statistics, as well as have a chance to take other business courses that could help you gain a holistic perspective of business functions.
  • Psychology: A bachelor’s degree in psychology can help you understand the human mind—a skill that could be particularly helpful for HR professionals working with employees. Classes focused on theories of personality or social psychology, for instance, can come in handy when you’re mitigating workplace conflicts or analyzing employee behavior. Some schools offer business psychology degrees that combine business core classes and classes that can help you build foundations in areas such as social psychology, industrial-organizational psychology and cross-cultural psychology—all of which can help you better understand the employees you’ll serve as an HR professional.

Lisa Jammer with the text Lisa JammerAs you work on your degree, you’ll want to determine how the skills and knowledge you’re gaining can translate to the field of human resources.

“A professional with a bachelor's degree in a field other than HR can position themselves for an HR career by highlighting transferable skills in their resume, utilizing volunteer opportunities to build transferable skills, seeking an HR certificate or certification and completing projects in their current jobs that align with the day-to-day operations of HR professionals,” said Lisa Jammer, an HR adjunct instructor at SNHU.

Be Strategic with Electives

Depending on the number of credits you already have and the program you decide to pursue, you may find you have free electives. Free electives allow you to explore additional subjects and subjects that interest you. While you could choose these classes at random, you might also think about the skills and knowledge you'll need as an HR professional and take classes that can help you get where you want to be.

“For example, a student interested in pursuing an HR analytics role may want to take electives that build their knowledge of data analysis and analytics,” Jammer said.

If you have a non-HR major, you might consider using some of your electives to explore HR-specific topics. Guenther-Alexiou suggests classes involving:

  • Compensation and benefits administration and payroll
  • Employee relations and conflict resolution
  • Federal and state regulations and labor laws
  • Performance management
  • Recruiting, hiring and onboarding

Accounting, business, communication and information technology courses can also be helpful, according to Guenther-Alexiou. “Skills in those areas can help you work with different individuals and departments organization-wide,” she said.

You can also use your free electives to add an academic minor to your program. Your academic advisor can help you match your interests and existing credits to a minor that aligns with the skills you hope to develop.

Learn more about what minors are and how you can use them to your benefit.

Is it Hard to Get into Human Resources?

Deborah Guenther-Alexiou with the text Deborah Guenther-AlexiouBreaking into any field can feel intimidating, but there’s good news when it comes to HR: You probably already have relevant professional or academic experience that you can point to in job interviews. This makes HR a solid field for career changers to consider.

“HR is not necessarily a difficult field to break into because, many times, individuals will have had previous work experience that involves the people element or management,” Guenther-Alexiou said. Even if you don’t have professional experiences relating to human resources, she said you can join HR organizations and associations to help you network and make connections.

When you are ready to start applying for entry-level HR jobs, Guenther-Alexiou recommends seeking out HR coordinator or assistant positions and working your way up. That’s what she did: While working at a resort, she took an interest in human resources.

“When an HR coordinator position opened up in the company, I threw caution to the wind and applied for the position,” she said. “To my surprise, the HR director hired me.” Now, with the help of a master’s degree and HR certifications, Guenther-Alexiou is an HR director herself.

Jammer is also a career changer who came to HR after working in accounts receivables and treasury roles. “To successfully transition, I located a mentor, completed (informational) interviews, accepted volunteer opportunities to expand my transferable skills and pursued HR courses,” she said. “After 18 months, I was able to transfer into the HR profession, and it's been extremely rewarding.”

To ensure you're a competitive candidate for HR positions, Jammer suggests:

  • Doing your research to help you learn what roles interest you most. This can involve reading through job descriptions and studying organizations.
  • Earning credentials such as a bachelor’s degree, professional certificates and industry certifications illustrate your qualifications.
  • Gaining relevant skills through professional experience—whether from a current or former job, volunteering or internships. According to Nair, some of the most popular HR internships are in recruiting, talent acquisition and people analytics.
  • Networking with professionals already working in the field through informational interviews and professional associations. Beyer recommends joining SHRM, for example, or the Chamber of Commerce. Networking can “raise brand awareness of who you are and what you bring to the table that can differentiate you from other candidates,” he said.

“So long as the desire to work in HRM is there, and you have certain skills and competencies, making the career transition to HRM can be quite seamless,” Nair said.

What Skills Do I Need for HR?

That entirely depends on what you want to do in human resources, but certain soft skills can be helpful no matter where you end up.

Written and verbal communication skills, for example, are what Jammer believes to be the most important. “HR professionals are required to draft policies, communications, training, strategic plans, etc.,” she said. “Additionally, they verbally strategize with leaders, communicate change, facilitate resolution and much more.”

Some other interpersonal skills that can be helpful, according to the SNHU adjuncts and HR professionals, are:

  • Active listening and confidentiality
  • Adaptability, flexibility and resiliency
  • Collaboration, cultural curiosity and empathy
  • Perseverance and work ethic
  • Strategic thinking and problem solving

Some additional subjects the adjuncts recommend you familiarize yourself with for success in HR include:

  • Business acumen
  • Leadership
  • Organizational development
  • Relationship management
  • Social awareness

Ultimately, you’ll want to have a well-rounded skill set relating to business and people. "One of the key differentiators I have seen between successful HR professionals and non-successful HR professionals is the ability to become a business partner,” Beyer said. “It doesn’t mean you have to specialize in every area of a business, but it does mean you need to understand the business well enough to understand how decisions made in HR will affect business overall.”

As you narrow in on your human resources interests, read through job descriptions to identify what types of skills would be essential to develop.

How to Become a Human Resources Manager

If you discover you love human resources, you may aspire to become an HR manager one day. Your years of experience may be enough to unlock the position, Nair said, but earning a master’s degree can signal how serious you are about climbing the ladder. “Having a relevant graduate degree tells your employer that you are intentional about moving into more senior roles,” he said.

While your bachelor’s degree can be in a variety of fields if you want to enter human resources, focusing on an HR-specific degree can be worth it if you’re eyeing a management position. “I’d recommend one with (an) HR focus, or, at a minimum, a strong business focus,” Beyer said. “Both will help you better understand some of the higher-level requirements that come with working in HR.”

Two of your best options include the Master of Science (MS) in HR Management or an MBA program. The one you choose depends on whether you’d like to narrow in on HR in your classes or gain a greater holistic understanding of business in general. Either way, you can expect to work toward important learning outcomes.

“These competencies include being a change champion, a relationship builder, a technology integrator, an innovative thinker and a credible activist to drive the engagement of employees in the workplace,” Nair said.

Discover more about SNHU's bachelor's in HR management: Find out what courses you'll take, skills you'll learn and how to request information about the program.

Rebecca LeBoeuf ’18 is a writer at Southern New Hampshire University. Connect with her on LinkedIn.

Fri, 14 Oct 2022 07:25:00 -0500 en text/html https://www.snhu.edu/about-us/newsroom/business/what-degree-do-you-need-for-human-resources
Killexams : HR Strategies and Solutions

HR Strategies and Solutions one-day seminars will help you become a strategic business partner and contribute to the success of your organization. You'll gain tools and resources you can use in the workplace, as well as receive opportunities to network and share best practices. And you'll earn 6.5 hours of professional development credit to maintain your credentials.

Who Should Take These Workshops

  • New and junior HR professionals.
  • Business owners and office managers.
  • Managers and supervisors with employee management responsibilities.
  • HR professionals seeking to update current HR knowledge.
  • SHRM-CP and SHRM-SCP professionals who want to earn professional development credits.

Course Overview

Price Discounts Modality Materials PD Credit
$575 SHRM member, NIU alumni Instructor-led, in person Course materials included 6.5 hours of professional development credit available


Sun, 02 Oct 2022 11:18:00 -0500 en text/html https://www.niu.edu/continuing-professional-education/programs/human-resources/strategies-solutions.shtml
Killexams : Alea unveils free bilingual handbook on employee health benefits, Hong Kong's number-one benefit for attracting and retaining talent

Comprehensive guidebook empowers HR professionals, business leaders and managers to better address employee health and wellness

HONG KONG, Oct. 6, 2022 /PRNewswire/ -- Alea has published a free handbook on employee health benefits, the top employee benefit requested by staff in Hong Kong. The Ultimate HR Guide to Employee Health Benefits in Hong Kong uses accessible language, clear steps and expert tips to help HR professionals, business leaders and managers better understand their options. The guide is available as an interactive webpage and ebook in both English and Chinese, and includes free downloadable checklists and templates.

As talent acquisition and retention bring considerable challenges for businesses, and with Hong Kong's private healthcare system the second most expensive in the world, medical insurance has become the most in-demand employee benefit. "This handbook is the first of its kind in Hong Kong: a comprehensive guide that will be invaluable for HR teams and decision-makers," says Alea co-founder Julien Mathieu.

"Between cheaper, mass-market insurance options and lesser-known but higher-quality plans, choosing the right insurance plan can be daunting, and industry jargon is usually confusing. Plus, how do you know if you have the right plan or if you're getting the best value, year-after-year? We saw a real information gap in the market, so we created this unique guide. We want to empower HR professionals with the knowledge and confidence to better take care of their employees' wellbeing. After all, happy, healthy employees make successful organizations," he adds.

With almost a decade of specialist experience advising startups, SMEs and MNCs, Alea has deep knowledge of the Hong Kong insurance and healthcare landscapes. The guide covers subjects such as evaluating an organization's insurance needs, selecting the right insurance provider, pitching executive management, signing an insurance contract, managing the plan, and handling renewal.

Additionally, readers will get free access to the following materials:

  • Summary of research on the value of employee health benefits
  • Tips for convincing decision-makers to invest in group health insurance
  • Case studies featuring companies of different sizes
  • Pointers on how to save on insurance premiums
  • Survey templates for gauging staff interest and satisfaction
  • Downloadable checklists for each step in the process

The release of the handbook will be followed by an exclusive webinar for HR professionals, to be held on 21 October, during which Alea experts will share their insights on how to select and manage a group medical plan and answer questions from attendees.

To learn more about the upcoming webinar (Cantonese only), visit:

To view the The Ultimate HR Guide to Employee Health Benefits in Hong Kong, visit:

You can also obtain ebook straight to your device through https://file-alea.s3.us-west-2.amazonaws.com/HR_Guide_c57292f054.pdf

*Alea brokerage services are operated by Alea Insurance Ltd., Insurance Broker Company Licence No FB1417.

About Alea

Alea (formerly AD MediLink) is reinventing the health and life insurance experience for families and companies with choice, unbiased advice, simplicity and a focus on wellbeing.

Since 2013, Alea has helped thousands of clients compare personalized insurance options from over 25 well-known insurance providers, including AXA, April, Bupa, Cigna, FWD and more. Alea differentiates itself by combining deep healthcare knowledge with award-winning customer care.

With a mission to help others take control of their health so they can lead better, longer lives, Alea provides expert advice on life insurance, health insurance and employee benefits to a wide range of local and international companies.

For more information about Alea, visit https://alea.care/

For further details, please contact:
Alea Marketing and PR Department
Tel: +852 2606 2668
Email: hello@alea.care

Wed, 05 Oct 2022 15:00:00 -0500 en text/html https://www.asiaone.com/business/alea-unveils-free-bilingual-handbook-employee-health-benefits-hong-kongs-number-one
Killexams : The Pros and Cons of Having a Human Resources Department

As your startup or small business grows and hires more employees, you may need help managing your team and navigating labor laws. When that time comes, should you simply use a co-employment model like a professional employer organization (PEO), or would your company benefit more from an internal human resources department? Both options have advantages and drawbacks, so we spoke with human resources experts to learn the primary pros and cons of having an in-house HR department.

What is a human resources department?

A human resources department is the part of an organization that manages and organizes all aspects of staff and human capital. It is responsible for administrative tasks, operational functions, employee growth and culture, and legal compliance with federal, state and industry regulations. Although very small businesses might forgo an HR department, a general rule of thumb is to hire roughly 1.4 HR employees for every 100 workers. 

Editor’s note: Looking for the right professional employer organization (PEO) for your business? Fill out the below questionnaire to have our vendor partners contact you about your needs.

What does an HR department do?

An HR department has a lot of responsibilities, with the primary goal of helping employees accomplish companywide and individual objectives.

“The HR department sources, recruits, onboards, trains, promotes, deploys and rewards the talent needed to reach the organization’s objectives,” Doug Coffey, HR expert and assistant teaching professor at the Rutgers School of Management and Labor Relations, told business.com. “And HR staff can’t do it single-handedly. HR must partner with the organization’s leadership team and other staff to make it happen.”

In addition to hiring, training, and terminating employees, an HR department is responsible for performing administrative tasks, creating a company culture, writing an employee handbook, facilitating employee benefits, managing payroll and taxes, and maintaining legal risk and compliance measures with federal, state and industry regulations.

FYIFYI: Maintaining compliance with labor and employment laws can be tough to do on your own, but a good HR department can help you successfully navigate common HR compliance challenges.

Pros of having an in-house human resources department

We consulted HR experts to learn the biggest benefits of having an HR department. Here are the top three advantages they cited.

1. You can cultivate company culture.

An internal HR department can create rapport and Strengthen employee engagement through face-to-face conversations. Since your HR department will know your workforce on a personal level, your staff is likely to feel more comfortable bringing up any workplace issues they are experiencing. An HR team member can then address and resolve those issues, boosting employee satisfaction and morale.

“[An internal HR department] generally helps employees to resolve their issues, especially when it’s related to work, teammates or managers,” said Shradha Kumari, head of human resources at SurveySensum.  

An internal HR department can also nurture company culture by hosting effective team discussions and engaging events based on team members’ personal needs and interests. 

2. You gain insight and maintain control over internal practices.

When you have an internal HR department, you are keeping your intellectual property and organization practices internal as well. This can help you to secure confidential information, monitor your employees’ productivity, control your organization and reduce unethical practices within the organization. Additionally, Kumari said that an internal team can help you to understand the reasons behind attrition and retain your best talent.

3. You have access to reliable, onsite assistance.

When you have an in-house HR department, you and your team have access to reliable, in-person assistance. Because they know and understand your business, they can quickly help resolve internal issues and keep your organization on track. Kumari said that an HR department can lighten a tense situation between employees and support them throughout the process of resolving their issues.

“An internal HR department helps to ensure continuity of HR staff and consistency of service and policy administration,” Coffey added. “For most line managers, having an HR professional who knows you and your business’s needs is the basis of proactive, successful collaboration before problems blossom.” 

4. You can implement and enforce your own personnel policies and procedures.

With an internal HR department, you have full control over your HR functions. This means you can create and enforce policies that match your organization. You also have the luxury of speed: Since an internal HR department is often onsite, you can quickly modify policies as needed and relay them to the entire company.

5. It helps maintain legal compliance.

Although the organizational structure of your HR team may vary, it often includes a knowledgeable team of experts. These HR professionals can help you comply with labor and employment laws and evolve your business’s practices as those laws change. This can be incredibly difficult for a business owner or a single HR professional to do on their own.

6. They know what types of employees to hire.

Recruiting and hiring employees can be a difficult and time-consuming task. If it’s done improperly, you are left with bad hires and high employee turnover. However, an HR department can dedicate time to strategically staffing your organization with top talent. They understand how to recruit and onboard employees, and they know what to look for when determining culture fit.

Cons of having an in-house human resources department

Managing HR responsibilities is a lot of work, and sometimes an internal HR staff is not enough to fulfill your needs. There are a few challenges to hiring an internal HR specialist, primarily concerning cost and effectiveness.

1. It can be expensive.

An in-house HR department can be more expensive than outsourcing because you will be hiring at least one full-time employee, and the pay rate for an experienced HR manager isn’t cheap. Also, when you have an HR team member onsite, employees may feel more comfortable making requests that can cost your company money.

2. It can be hard to find the right fit.

Another challenge of hiring an in-house HR department is finding someone who is the right fit for your organization and can fulfill all of your HR needs. If you do not have the right department members in place, your company will suffer, but finding someone who is the right fit and can subsequently hire more right fits can be difficult. It is not uncommon for an internal HR department to have limits on their time as well as expertise.

“As an HR professional, I often felt the need to reach out to external sources who were subject-matter experts in areas where I was lacking or where I wanted fresh advice,” Coffey said. “Sometimes an internal HR department devotes so much attention to the day-to-day activities needed to keep the organization running that cutting-edge skills development suffers. These skills are what HR professionals need to add the most value.”

3. Internal relationships may cause bias.

Since an internal HR department is onsite, they will engage with organization members daily, which is both good and bad. While it can facilitate a positive company culture, it may also be difficult for them to remain unbiased in their duties if your HR staff becomes too submissive or friendly with colleagues or management.

When to hire an HR department

As your business gets bigger, your HR functions may become too much for one person to handle. An HR department may be necessary when your business reaches a tipping point and matters need to be handled internally. Once an organization reaches a certain size – more than 50 employees – it’s often necessary to hire an HR department.

Growing businesses that simply want to hold on to their company culture may also want to consider hiring an HR professional or HR department. The in-house HR staff can steer the culture in the desired direction and keep it on track.

Bottom LineBottom line: In-house HR departments are best for businesses with 50 or more employees, as well as growing organizations that want to keep their HR in-house.

How to hire an HR department

The strategy you use for creating your department can vary. You can hire a person or team to handle all your functions in-house, or you can create a hybrid model by pairing your HR department with a top PEO service or a highly rated HR outsourcing (HRO) service.

  • In-house HR: In this situation, you keep all of your HR functions in-house. You can start by hiring an HR professional as a point person for functions like recruiting, onboarding, training, performance management and rewards distribution. As your business grows, you can bring on other HR professionals to build your department.
  • Hybrid HR: If you want to hire an internal HR department but aren’t sure if they can handle all your HR needs, consider a hybrid model. For example, you could hire internal HR staff to help with cultural development, talent acquisition, and team growth, and then partner with an outside organization for traditional HR activities like payroll processing and benefits administration. Common options for outsourcing HR include PEOs and HRO services. The main difference between the two is that a PEO uses a co-employment model.

You can hire an HR department gradually or all at once, depending on your budget and needs. Consider your options and determine which one will be most cost-effective and valuable for your organization. If the need for an internal HR department is not clear, consider an interim solution, like contracting staff or outsourcing HR services, until a permanent in-house HR department is necessary. 

Try to hire HR professionals who understand your company’s vision and mission, as they will largely steer your company culture.

“Although decisions may be reversible, a small business owner needs to carefully evaluate when it makes sense to invest in building an HR department,” Coffey said. “Most of this investment consists of committed fixed costs or long-term costs that are hard to undo if the need is no longer there.”

Some source interviews were conducted for a previous version of this article.

Mon, 19 Sep 2022 12:00:00 -0500 en text/html https://www.business.com/articles/hr-department-pros-and-cons/
Killexams : Recommendations For Building A Better HR Infrastructure

Lilit Davtyan is the CEO of Phonexa, an all-in-one marketing solution for calls, leads, clicks, email, SMS, accounting and more.

Elevating the infrastructure of human resources should be at the top of mind for all businesses as a way for your company to gain a competitive advantage over competitors, especially in today’s ultra-competitive job market. But building and maintaining an efficient HR infrastructure requires a strategic, forward-thinking approach.

I have firsthand experience in identifying and resolving issues that hinder the efficiency of an HR infrastructure, and based on this experience, I see how there are often not enough protocols and controls in place as a company grows. They frequently use antiquated tools or systems for everyday procedures, and, in some cases, do not even have the appropriate HR staff or protocols in place.

Here are some tips to consider when evaluating your current HR infrastructure to pinpoint areas for improvement.

Assess what kind of HR infrastructure your company needs.

Not having an HR department can quickly prove to be a problem for startups. It sounds impractical to have an HR protocol when you have one or two employees, but it can be worth the investment of time and doesn’t necessarily require a significant financial investment.

Even with just one employee, the research that you conduct to ensure your organization is following the proper HR protocols will prove to be invaluable. Expanding the number of employees without these protocols in place will inevitably result in disorder. Furthermore, hiring more employees without proper HR protocols makes it harder to get those same employees to change when building an HR infrastructure.

Leaders should implement HR protocols from the day they hire their first employee. A company with just one or two employees doesn't have to hire an HR professional, but they should definitely have accurate protocols and processes from the beginning.

Take actionable steps to evolve as your company grows.

Business leaders must have a clear understanding of what they hired an HR department to do for their business versus what they hired them to do for their employees; it cannot be geared toward either the business or the employees.

There has to be a balance, which means you have to find the right HR professional who has the employees’ best interests at heart while also keeping the best interests of the company in mind. Employees should always feel comfortable when going to an HR professional for assistance, and HR should feel comfortable recommending an infrastructure to implement on behalf of the employees as well.

An organization’s culture and mission will inevitably change as the company grows. As such, your HR department has to be dynamic enough to recognize those patterns. If the company’s goal is to diversify, HR protocols must change in order to bring in more diverse employees. If your company's goal is to market to talent with technical expertise, the HR department has to strategize ways to bring those people into the organization.

Employ tools to simplify procedures.

Technology is ever-evolving, and companies can leverage new technology to simplify their HR infrastructure.

For example, companies can elevate their HR infrastructure by employing an efficient payroll system—one that preferably has the components to make employees’ lives easier. For example, if an employee has a change in their household, will they have access to log into the payroll system to make those changes in a confidential manner or will they have to email HR? Both options are fine, but employees shouldn’t have to ask other employees for advice when searching for answers.

Employees should always have the option to go directly to HR or utilize the technology provided to get the answers they need. An access management system can also simplify daily HR procedures. This system ensures that HR knows what access employees have so that when an employee changes positions or leaves the company, access is properly managed.

Performance review systems are just as important for building a better HR infrastructure, although companies have to make sure these systems align with their business model. For instance, if you want employee feedback as well as supervisor feedback, then you have to find the right system to facilitate that process. If you want employees to request salary increases electronically during their performance reviews, then that is another system to find.

There is a multitude of systems available to streamline HR processes, but not all will align with your business. Companies must do their due diligence before putting planful actions in place to Strengthen their HR infrastructure.

Going Forward

Evaluate your current infrastructure to assess where changes need to be made. In addition to implementing HR protocols and tech tools, employing seasoned HR professionals and creating training programs for employees will go a long way in evolving your HR infrastructure and, in turn, enhancing your company culture.

Your company will ultimately benefit from taking actionable steps toward elevating your HR infrastructure, so plan accordingly.

Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

Mon, 19 Sep 2022 12:00:00 -0500 Lilit Davtyan en text/html https://www.forbes.com/sites/forbesbusinesscouncil/2022/09/20/recommendations-for-building-a-better-hr-infrastructure/
Killexams : Human Resource (HR) Professional Services Market 2022: Comprehensive Study by Top Key Players SAP SE, ADP, Inc

New Jersey, United States, Sept. 26, 2022 /DigitalJournal/ Adopting HR professional services allows retailers to focus on their core business while implementing improved HRM techniques. Additionally, the rapid growth of the retail industry has resulted in the large-scale hiring of employees, which creates employee retention issues.

Growing preference for automation of HR processes and integration of big data analytics and mobile technology in professional services is driving the market. There is a growing need to manage additional HR activities such as making strategic decisions and aligning an organizations goals, vision and mission with HR functions. In order to devote more time to decision-making and analysis, organizations prefer to opt for HR professional services for regular HR administrative functions.

Get the PDF trial Copy (Including FULL TOC, Graphs, and Tables) of this report @:


The Human Resource (HR) Professional Services Market research report provides all the information related to the industry. It gives the markets outlook by giving authentic data to its client which helps to make essential decisions. It gives an overview of the market which includes its definition, applications and developments, and technology. This Human Resource (HR) Professional Services market research report tracks all the latest developments and innovations in the market. It gives the data regarding the obstacles while establishing the business and guides to overcome the upcoming challenges and obstacles.

Competitive landscape:

This Human Resource (HR) Professional Services research report throws light on the major market players thriving in the market; it tracks their business strategies, financial status, and upcoming products.

Some of the Top companies Influencing this Market include:SAP SE, ADP, Inc, Oracle Corporation, Ultimate Software, IBM Corporation, Cornerstone On Demand, Inc, Skillsoft, Workday, Inc, Kronos, Inc,

Market Scenario:

Firstly, this Human Resource (HR) Professional Services research report introduces the market by providing an overview that includes definitions, applications, product launches, developments, challenges, and regions. The market is forecasted to reveal strong development by driven consumption in various markets. An analysis of the current market designs and other basic characteristics is provided in the Human Resource (HR) Professional Services report.

Regional Coverage:

The region-wise coverage of the market is mentioned in the report, mainly focusing on the regions:

  • North America
  • South America
  • Asia and Pacific region
  • Middle East and Africa
  • Europe

Segmentation Analysis of the market

The market is segmented based on the type, product, end users, raw materials, etc. the segmentation helps to deliver a precise explanation of the market

Market Segmentation: By Type

Core HR
Employee Collaboration & Engagement
Talent Management
Workforce Planning & Analytics

Market Segmentation: By Application

IT & Telecom

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An assessment of the market attractiveness about the competition that new players and products are likely to present to older ones has been provided in the publication. The research report also mentions the innovations, new developments, marketing strategies, branding techniques, and products of the key participants in the global Human Resource (HR) Professional Services market. To present a clear vision of the market the competitive landscape has been thoroughly analyzed utilizing the value chain analysis. The opportunities and threats present in the future for the key market players have also been emphasized in the publication.

This report aims to provide:

  • A qualitative and quantitative analysis of the current trends, dynamics, and estimations from 2022 to 2029.
  • The analysis tools such as SWOT analysis and Porter’s five force analysis are utilized, which explain the potency of the buyers and suppliers to make profit-oriented decisions and strengthen their business.
  • The in-depth market segmentation analysis helps identify the prevailing market opportunities.
  • In the end, this Human Resource (HR) Professional Services report helps to save you time and money by delivering unbiased information under one roof.

Table of Contents

Global Human Resource (HR) Professional Services Market Research Report 2022 – 2029

Chapter 1 Human Resource (HR) Professional Services Market Overview

Chapter 2 Global Economic Impact on Industry

Chapter 3 Global Market Competition by Manufacturers

Chapter 4 Global Production, Revenue (Value) by Region

Chapter 5 Global Supply (Production), Consumption, Export, Import by Regions

Chapter 6 Global Production, Revenue (Value), Price Trend by Type

Chapter 7 Global Market Analysis by Application

Chapter 8 Manufacturing Cost Analysis

Chapter 9 Industrial Chain, Sourcing Strategy and Downstream Buyers

Chapter 10 Marketing Strategy Analysis, Distributors/Traders

Chapter 11 Market Effect Factors Analysis

Chapter 12 Global Human Resource (HR) Professional Services Market Forecast

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Mon, 26 Sep 2022 03:50:00 -0500 A2Z Market Research en-US text/html https://www.digitaljournal.com/pr/human-resource-hr-professional-services-market-2022-comprehensive-study-by-top-key-players-sap-se-adp-inc
Killexams : Exit Interview: WM’s former HR chief on her move to USAA and the profession’s evolution

Tamla Oates-Forney, CHRO, USAA

Courtesy of USAA

After steering environmental services company WM through the pandemic as its chief people officer, Tamla Oates-Forney left to serve as EVP and CHRO at USAA, beginning that new role Aug. 8.

It’s an exciting time to be in human resources, she told HR Dive; the profession is finally getting its due, but HR pros must be ready to contribute to business strategy.

Editor’s note: This interview has been edited for clarity and brevity.

HR DIVE: WM and USAA seem like very different companies. What features stand out to you?

TAMLA OATES-FORNEY: The industry is different obviously: environmental services to financial services. So are the ages of the companies. I’ve left a 54-year-old company for a 100-year-old company. And then I’m going from a public company to a private one. But at the heart of them both are the importance of our people and the role that they play in moving the company forward.

What’s your proudest accomplishment from your time at WM?

When I came to WM after 20 years at GE, CEO Jim Fish made a public declaration he wanted the company to transition from profit first to people first. That’s people first not in lieu of profitability, but people first for the sake of profitability. They never had a true “HR professional” — their words, not mine — to make that happen. It was a challenge but a challenge I was really excited about because I understand the power of people in terms of progressing a company.

I also knew I had an obligation and role to play in terms of people viewing environmental services as an employer of choice. In 2021, we implemented a program called “Your Tomorrow” where we provided educational benefits not only for the employees but also their dependents including spouse and children. It was game changing for industry.

What brought you to USAA?

My father and one of my brothers are veterans, and another brother is now in a second branch of service. I have strong military roots, so coming to a company that’s been around for 100 years, and that is very purpose- and mission-driven, was a great opportunity. It allowed me to also exercise my muscles from an HR perspective in a different industry.

When I was entertaining this option, I talked to my boss at WM about it. We had that kind of relationship and transparency. He told me he, too, was a 26-year member of USAA, and said “I don’t want to lose you but opportunities like this don’t come along often.” When I told my dad, you would have thought I won the lottery.

How would you describe the USAA workforce?

We have 39,000 employees, primarily in eight different regional offices and headquartered in San Antonio. We have a primarily professional workforce with a large contingency of member services representatives. We’re constantly engaged in providing our members with exceptional quality and services.

Is there anything novel about what USAA is doing on the HR front?

Our benefit offerings are — honestly speaking — unlike anything I’ve ever seen. We provide for our workforce comprehensively because we really believe in providing for the entire wellness of the employees so they can in turn take care of our members.

If employees feel like they have a voice, and employers listen to them, they have no reason to go anywhere else.

Tamla Oates-Forney


We recently announced a third inflationary bonus payment for our employees. We also just launched development hours, giving employees 32 hours a year to focus on themselves. That came directly from listening to employees. One of the things they told us is that we have great learning opportunities, but they don’t have time. So we carved out time. If employees feel like they have a voice, and employers listen to them, they have no reason to go anywhere else.

Any tips for HR pros trying to manage a tight labor market?

One of the things you have to do is truly and effectively articulate your company’s employee value proposition in context of why your organization should be an employer of choice. It has to be more than just a paycheck. For most people today, “purpose” is differentiation. A paycheck is just one of the table stakes. Also, think about creating a career trajectory for employees and showing evidence of that being the case. That is a part of our EVP and should be part of any company’s EVP.

We’re very fortunate we have a strong brand that has staying power, that’s been around for a long time and that is mission-driven. This mission is unlike anything I’ve ever experienced before. It’s more than just words on a sheet of paper or imprinted on a mural. It is something that is pervasive throughout the company and embedded in everything that we do.