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Exam Code: SPHR Practice test 2022 by Killexams.com team
SPHR Senior Professional in Human Resources (HRCI SPHR)

Showcase the HR leadership recognition you deserve with the Senior Professional in Human Resources® (SPHR®) from HR Certification Institute® (HRCI®). The SPHR demonstrates your mastery of the strategic and policy-making aspects of HR management as practiced in the U.S. The credential is designed for big-picture thinkers responsible for planning rather than implementing HR policy. Organizations seek out SPHR professionals for their proven accountability for HR department goals, for breadth and depth of knowledge in all HR disciplines, and for understanding business issues beyond the HR function.

Exam time: 3 hours
Exam length: 150 scored questions (mostly multiple-choice) + 25 pretest questions
Computer-based test at a Pearson VUE testing center

Leadership and Strategy (40%)
Talent Planning and Acquisition (16%)
Learning and Development (12%)
Total Rewards (12%)
Employee Relations and Engagement (20%)

01 Develop and execute HR plans that are aligned to the organizations strategic plan (for example: HR strategic plans, budgets, business plans, service delivery plans, HRIS, technology)
02 Evaluate the applicability of federal laws and regulations to organizational strategy (for example: policies, programs, practices, business expansion/reduction)
03 Analyze and assess organizational practices that impact operations and people management to decide on the best available risk management strategy (for example: avoidance, mitigation, acceptance)
04 Interpret and use business metrics to assess and drive achievement of strategic goals and objectives (for example: key performance indicators, financial statements, budgets)
05 Design and evaluate HR data indicators to inform strategic actions within the organization (for example: turnover rates, cost per hire, retention rates)
06 Evaluate credibility and relevance of external information to make decisions and recommendations (for example: salary data, management trends, published surveys and studies, legal/regulatory analysis)
07 Contribute to the development of the organizational strategy and planning (for example: vision, mission, values, ethical conduct)
08 Develop and manage workplace practices that are aligned with the organizations statements of vision, values, and ethics to shape and reinforce organizational culture
09 Design and manage effective change strategies to align organizational performance with the organizations strategic goals
10 Establish and manage effective relationships with key stakeholders to influence organizational behavior and outcomes

01 Vision, mission, and values of an organization and applicable legal and regulatory requirements
02 Strategic planning process
03 Management functions, including planning, organizing, directing, and controlling
04 Corporate governance procedures and compliance
05 Business elements of an organization (for example: products, competition, customers, technology, demographics, culture, processes, safety and security)
06 Third-party or vendor selection, contract negotiation, and management, including development of requests for proposals (RFPs)
07 Project management (for example: goals, timetables, deliverables, and procedures)
08 Technology to support HR activities
09 Budgeting, accounting, and financial concepts (for example: evaluating financial statements, budgets, accounting terms, and cost management)
10 Techniques and methods for organizational design (for example: outsourcing, shared services, organizational structures)
11 Methods of gathering data for strategic planning purposes (for example: Strengths, Weaknesses, Opportunities, and Threats [SWOT], and Political, Economic, Social, and Technological [PEST])
12 Qualitative and quantitative methods and tools used for analysis, interpretation, and decision making purposes
13 Change management processes and techniques
14 Techniques for forecasting, planning, and predicting the impact of HR activities and programs across functional areas
15 Risk management
16 How to deal with situations that are uncertain, unclear, or chaotic

01 Evaluate and forecast organizational needs throughout the business cycle to create or develop workforce plans (for example: corporate restructuring, workforce expansion, or reduction)
02 Develop, monitor, and assess recruitment strategies to attract desired talent (for example: labor market analysis, compensation strategies, selection process, onboarding, sourcing and branding strategy)
03 Develop and evaluate strategies for engaging new employees and managing cultural integrations (for example: new employee acculturation, downsizing, restructuring, mergers and acquisitions, divestitures, global expansion)

17 Planning techniques (for example: succession planning, forecasting)
18 Talent management practices and techniques (for example: selecting and assessing employees)
19 Recruitment sources and strategies
20 Staffing alternatives (for example: outsourcing, temporary employment)
21 Interviewing and selection techniques and strategies
22 Impact of total rewards on recruitment and retention
23 Termination approaches and strategies
24 Employee engagement strategies
25 Employer marketing and branding techniques
26 Negotiation skills and techniques
27 Due diligence processes (for example: mergers and acquisitions, divestitures)

28 Transition techniques for corporate restructuring, mergers and acquisitions, offshoring, and divestitures
29 Methods to assess past and future staffing effectiveness (for example: cost per hire, selection ratios, adverse impact)

01 Develop and evaluate training strategies (for example: modes of delivery, timing, content) to increase individual and organizational effectiveness
02 Analyze business needs to develop a succession plan for key roles (for example: identify talent, outline career progression, coaching and development) to promote business continuity
03 Develop and evaluate employee retention strategies and practices (for example: assessing talent, developing career paths, managing job movement within the organization)

30 Training program design and development
31 Adult learning processes
32 Training and facilitation techniques
33 Instructional design principles and processes (for example: needs analysis, content chunking, process flow mapping)
34 Techniques to assess training program effectiveness, including use of applicable metrics
35 Career and leadership development theories and applications
36 Organizational development (OD) methods, motivation methods, and problem-solving techniques
37 Coaching and mentoring techniques
38 Effective communication skills and strategies (for example: presentation, collaboration, sensitivity)
39 Employee retention strategies
40 Techniques to encourage creativity and innovation

01 Analyze and evaluate compensation strategies (for example: philosophy, classification, direct, indirect, incentives, bonuses, equity, executive compensation) that attract, reward, and retain talent
02 Analyze and evaluate benefit strategies (for example: health, welfare, retirement, recognition programs, work-life balance, wellness) that attract, reward, and retain talent

41 Compensation strategies and philosophy
42 Job analysis and evaluation methods
43 Job pricing and pay structures
44 External labor markets and economic factors
45 Executive compensation methods
46 Non-cash compensation methods
47 Benefits program strategies
48 Fiduciary responsibilities
49 Motivation concepts and applications
50 Benchmarking techniques

01 Design and evaluate strategies for employee satisfaction (for example: recognition, career path) and performance management (for example: performance evaluation, corrective action, coaching)
02 Analyze and evaluate strategies to promote diversity and inclusion
03 Evaluate employee safety and security strategies (for example: OSHA, HIPAA, emergency response plan, building access, data security/privacy)
04 Develop and evaluate labor strategies (for example: collective bargaining, grievance program, concerted activity, staying union free, strategically aligning with labor)

51 Strategies to facilitate positive employee relations
52 Methods for assessing employee attitudes, opinions, and satisfaction
53 Performance management strategies
54 Human relations concepts and applications
55 Ethical and professional standards
56 Diversity and inclusion concepts and applications
57 Occupational injury and illness prevention techniques
58 Workplace safety and security risks, and strategies
59 Emergency response, business continuity and disaster recovery strategies
60 Internal investigation, monitoring, and surveillance techniques
61 Data security and privacy
62 The collective bargaining process, strategies, and concepts (for example: contract negotiation, costing, administration)

Senior Professional in Human Resources (HRCI SPHR)
HR Professional test success
Killexams : HR Professional test success - BingNews https://killexams.com/pass4sure/exam-detail/SPHR Search results Killexams : HR Professional test success - BingNews https://killexams.com/pass4sure/exam-detail/SPHR https://killexams.com/exam_list/HR Killexams : Should I Get an HR Certificate Before a Degree In Human Resources?

A woman sitting behind a laptop speaking to a man about HR

If you aspire to play a significant role in developing an organization’s workforce, then a human resources (HR) career could be right for you. But when you’re preparing for the HR field, should you get a human resource certificate before a degree in human resources?

When it comes to your education, there’s no one right answer. For example, workers with a bachelor's degree in another field might earn a certificate in human resources to build industry-specific skills before committing to a full degree program. Others might jump right into a four-year HR degree.

The key is to find the educational path that supports your career goals and prepares you to enter a field that is evolving all the time, said Deb Gogliettino, associate dean for human resources at Southern New Hampshire University (SNHU).

“The HR practitioner is the person who’s become more influential in helping businesses address complex workforce issues and policies, manage talent issues and be the critical and thoughtful voice at the table to help business leaders decipher what is going on in the world,” Gogliettino said.

Are you ready to join the growing HR field? Then it’s important to explore what an HR certificate or degree program is really like.

What is a Human Resources Degree?

Whether you earn certificates in human resources or a human resources degree online, you’ll develop key business skills to manage the evolving HR needs of today’s workforce.

In a typical HR degree program, you’ll explore Topics such as employee safety, labor relations, workforce management and benefits and compensation. You’ll also learn how organizations recruit, manage and retain a skilled workforce.

Deb Gogliettino with the text Deb GogliettinoIt’s this combination of business skills and human resource fundamentals that makes a certificate in human resources or an HR degree so valuable, said Gogliettino.

“In today’s world, you need to have specific training in human resources because the issues we’re dealing with in the workforce are very complex,” Gogliettino said.

So, which is right for you: a certificate in human resources or a human resources degree? The answer will depend on your goals and the HR jobs you hope to get in the future.

Can I Get a Job with a Human Resources Certificate?

Do you already have a bachelor’s degree and want to change careers to human resources? Or are you still exploring your college degree options? Either way, an undergraduate HR certificate could be a good fit.

A college certificate is an educational credential that can provide foundational learning in a specific field without committing to a full degree. You can also opt for a professional certificate, awarded by an industry association or organization.

With a certificate in human resources, your courses may include subjects like staffing and talent acquisition, compensation and benefits, labor relations, HR strategy and more.

If you're coming to human resources with a bachelor's degree in a different field, earning an HR certificate could help you get your foot in the door.

With a certificate in human resources in addition to a bachelor's degree, you could land a job as a human resources assistant. Human resource assistants keep personnel records, track employee data and may also prepare and file employment records. According to the U.S. Bureau of Labor Statistics (BLS), human resource assistants earned a median annual salary of $45,630 in 2021.

If you want to expand your role in human resources beyond an entry-level position, earning a bachelor’s degree in the field is the best next step. And with a certificate in human resources already completed, you’ll provide yourself a jumpstart toward a four-year degree.

“You’d have those foundational pieces already, so you could move through the program quicker and get to your goal sooner,” said Gogliettino.

Earning a Bachelor’s Degree in Human Resources

With a bachelor’s in HR management, you can explore talent acquisition and development, HR policy and growth strategies, data collection and analysis, and more. You can also gain skills in leadership, relationship management, organization and data analytics, according to Gogliettino.

"Knowledge and skills in all of these domains are not only important to employers but important in order to keep up with changes and challenges our world brings to human resources in any organization," she said.

In some HR programs, you'll also have a chance to put your knowledge and skills to the test using scenario-based learning – helping you build both confidence and experience in the classroom setting.

Your education could also help you prepare for a professional certificate in human resources. SNHU’s human resources bachelor’s degree, for example, aligns with the Society for Human Resource Management’s (SHRM) Body of Applied Skills and Knowledge competencies. The program contains embedded industry credentials and is designed to prepare you for HRCI's Associate Professional in Human Resources® (aPHR ®) certification – and allows you to sit for the test at a discounted rate.

"A bachelor’s degree with authentic experiences and connections to industry-based credentials ... will help (you) stand out and gain a competitive edge in a demanding market," Gogliettino said.

With an HR bachelor’s degree, you can also work toward higher-level positions in the field or begin to specialize in a specific area of human resources.

Some of the jobs available to HR degree holders include:

  • Compensation and Benefits Specialist: You could oversee wage and benefits programs for an organization and evaluate job descriptions to help set wages. Compensation and benefits specialists earned a median annual wage of $64,120 in 2021, according to BLS data, and jobs in the field are projected to grow 10% from 2020 to 2030.
  • Human Resources Specialist: You could recruit and interview job candidates, place workers in jobs and take on other HR duties, such as compensation, training or employee relations. According to BLS, the median annual wage for HR specialists was $62,290 in 2021. In addition, jobs for HR specialists are projected to grow 10% from 2020 to 2030.
  • Training and Development Specialist: You could help plan and manage employee training programs for an organization. According to BLS data, training and development specialists earned a median annual salary of $61,570 in 2021. Jobs in the field are projected to grow 11% by 2030.

Advancing Your Career With a Graduate-Level Human Resources Certificate

Once you’ve earned an HR degree and are working in the field, earning a graduate-level human resources certificate can help you explore more advanced careers.

Gogliettino said a graduate-level HR certificate could be a good option for someone who thinks they want to move to a management position but is still exploring their options.

“A graduate certificate gives you some of that experience and insight into what that looks like,” Gogliettino said. “So it can help you figure out what you want to do before you do the full (master’s) degree program.”

With a graduate certificate in human resources, you can explore the more strategic side of HR, including labor relations, human resources ethics, human behavior and change management. This education could help you work toward more advanced HR jobs, such as a human resources manager.

According to BLS, human resources managers plan and direct the administrative functions of an organization, including recruitment, employee relations, hiring and training. They may also consult with top executives on strategic planning related to the workforce. HR managers earned a median annual wage of $126,230 in 2021, and jobs for HR managers are projected to grow 9% by 2030.

Learn how to become a human resources manager.

Becoming an HR Leader With a Master’s Degree in Human Resources

If you want to become a leader in HR, then a master’s degree in human resources will be a valuable credential. With a master’s degree, you can be a change agent for an organization and its workforce, consulting with company leadership to solve workforce challenges and shape company culture.

“At the very top levels, your knowledge has to be very, very extensive because you’ll be spending your time in strategy and giving HR direction to the organization, developing the senior team and being that moral voice around the table,” said Gogliettino.

A master’s level human resources degree can help you gain necessary knowledge in areas such as ethics, legal practice, talent development and more. You’ll learn to approach HR initiatives from a strategic, data-driven perspective and understand how HR impacts an organization as a whole.

If you want to expand your role in HR while building or advancing business administration skills, a Master of Business Administration (MBA) in Human Resources could help you prepare to lead people, organizations and organizational change.

Jobs for workers with either master’s degree in human resources include high-level management positions and even C-suite level executive jobs, including:

  • Chief Human Resources Officer: You could work as a top executive in an organization, overseeing strategic workforce planning and advising company leadership on HR subjects. According to BLS data, chief executives earned a median annual wage of $179,520 in 2021. The employment of top executives is projected to grow 8% from 2020 to 2030.
  • Compensation and Benefits Manager: You could coordinate and oversee an organization’s pay and benefits structure, monitoring competitive wage rates and ensuring that compensation plans comply with regulations. According to BLS data, compensation and benefits managers earned a median salary of $127,530 in 2021. Jobs for these HR managers are projected to grow 4% from 2020 to 2030.
  • Training and Development Manager: You could assess employee training needs, ensure training aligns with company goals and implement training programs. According to BLS, training and development managers earned a median annual wage of $120,130 in 2021, and jobs in the field are projected to grow 11% by 2030.

Is HR a Good Career?

So, how can you know if HR is the right field for you? It all comes down to what drives you, said Gogliettino.

Infographic with the text BLS projects HR manager roles to grow 9% from 2020-2030In today's changing HR landscape, it's important to go into the field with interest in not only the day-to-day operations of managing employees but the overall success of an organization too.

“In the old days, people thought of going into HR because they love people," said Gogliettino. "Today, you want to go into HR because you want to solve problems and solve those problems for the benefit of the workforce and the benefit of the business."

No matter what type of HR degree program you pursue, Gogliettino said you could expect to spend a lot of time developing key soft skills. These include problem-solving, critical thinking and project management and interpersonal communication.

If you want to advance in an HR career, these skills will be especially critical, particularly as the field focuses more on the future of the workforce and adapting to the changing world.

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.

Danielle Gagnon is a freelance writer focused on higher education. Connect with her on LinkedIn.
Tue, 05 Jul 2022 12:00:00 -0500 en text/html https://www.snhu.edu/about-us/newsroom/business/what-is-a-human-resource-degree-and-certificate
Killexams : Reflection – the difference between leaders and managers

The APA Dictionary of Psychology defines reflection as the "examination, contemplation, and analysis of one’s thoughts, feelings, and actions". It is a creative process that enables people to get to know themselves and their actions better with the benefit of making connections between experience and the potential consequences of that experience in the future.

We might ask whether managers need to know themselves that well to do their jobs. Perhaps they do since they are responsible for the achievement of important objectives in the organisation.

But we would argue, it is even more imperative for leaders to examine the consequences of their actions. The blind spots that a leader has can cast a whole team, business, or even country into disarray.


Leading and managing:

Unlocking hidden potential in your workforce

How to make ideas happen by inspiring your team

Why a new psychological contract is needed to create change in the workplace


In a 2006 article for The Journal for Quality and Participation, James Kotterman describes management as a relatively new phenomenon, an emergent role to help cope with present-day complex organisations, while calling leadership one of "the world’s oldest preoccupations".

It’s a nice distinction, resonating from antiquity to the present day, allowing us to remember the good that leaders can do as they help orientate the hearts and minds of ‘followers’ towards a noble cause.

So, the distinction in the two roles gives us clues as to how their approach to reflection differs: managers invest in others to increase operational effectiveness, whereas leaders inspire and motivate others to contribute to the organisation’s success.

Both must consider whether the proposed tactical action; expenditure, hiring or firing, building or decommissioning, are the right things to do.

But while we might hope that managers also reflect on the moral and ethical ramifications of their actions; for leaders this consideration is essential. Leaders absolutely must reflect in order to set the right direction, motivate and inspire.

The reflection process of a successful leader, then, inherently involves exploring a much wider and more profound landscape than that of the manager.

The depth and breadth of the reflection is of crucial importance. It must be goal orientated, and informed by moral and ethical frameworks.

Leaders must consider the rightness of actions: the impact on psychological and physical wellbeing, planetary health, the legacy of self and organisation, the alignment of the proposed action with core values.

That is the difference. Someone with the title manager may well be a leader, and someone with the title leader, may well be a manager.

The distinction is in the nature of their reflections: sometimes deep, sometimes with the help of a critical friend, but always followed by principled action.

If a manager gets it wrong, it may go unnoticed or quickly put right, but if a leader gets it wrong, the results can be quite catastrophic.

For leaders to be truly effective and useful, the capacity for quality reflection is essential.

The world has no time now to acquiesce to the machinations of the self-serving: we need leaders who are selfless, who understand the meaning of service, who can be brave because it is the right thing to do – and have chosen ‘rightness’ as a result of consistent reflection.

Mike McLaughlin and Elaine Cox are leadership development experts and co-authors of Braver Leaders in Action: Personal & Professional Development for Principled Leadership

Sun, 31 Jul 2022 12:01:00 -0500 en text/html https://www.hrmagazine.co.uk/content/comment/reflection-the-difference-between-leaders-and-managers
Killexams : Don't be the reason a professional leaves the profession

Accounting firms and departments understand the importance of modernizing tools, policies and procedures that are used to service clients and stakeholders during the digital age and in the future of work. Yet, similar to nonprofits that don’t always afford the quality-of-life enhancement to employees that the organizations offer to the communities they serve, the accounting profession has not fully adapted the modernization of employment policies for employee wellness and retention.

As an accountant who has worn many hats, a first-generation American, and an Afro-Latina who has worked with nonprofits in various capacities, I have seen firsthand how important people find culture, community, tradition, leadership and philanthropy. Nonprofits are not perfect. The organizations provide a space for people to come alive, come together, come as they are. Accounting firms and departments often adhere to strict rules, policies and work schedules that do not afford employees enough time to engage on anything outside work, or even strictly prohibit it. 

I follow several lawyers and human resources specialists on LinkedIn and the way they depict outside work and social media activity restrictions, noncompete agreements that are abusive, etc., is concerning. In different cultures and religious communities,  people are expected to actively participate in non-work activities on evenings, weekends, etc. Younger generations, tech-savvy and entrepreneurial-minded people engage in side hustles and create passive income streams with what appears to be ease.

While some accounting firms and departments have set up good systems to outsource and delegate work, retention, diversity and employee satisfaction may still be challenges. Making work better for employees is a win-win. Yes, companies need to protect the business’ and department’s reputation, especially as the U.S. is a litigious society and social media posts can lead to “cancel culture” and image harm. Yet leaders and managers should not be so afraid that they lose sight of opportunities to leverage their employees’ creativity, hindering employees’ ability to create wealth and build a strong personal brand for themselves.

What do I suggest companies do to modernize their policies for employee wellness and retention and organizational success? I could write a book to respond to that question. Instead, I’ll share a few ideas.

Replace a blanket prohibition on outside work with a prohibition on only the specific tasks performed by employees for the firm’s and the firm’s main service or product, and to the firm’s target audience and direct competitors to the extent possible. Someone preparing individual tax returns for people from their fraternity or religious group for money on their own time using their own PTIN, software and equipment should not be prohibited. Selling coaching packages to the employer’s recurring clients should be prohibited.

Provide financial wellness and coaching to employees through consultants or employee assistance resource programs, and enhance employee benefits. Everyone does not have the same financial literacy education or financial status background. Some people need assistance figuring out how to pay off student loans. Students loans and plans to buy a new home may be reasons people want to work extra jobs. If your company can afford to, it should consider offering a form of student loan repayment to help employees eliminate debt and build wealth. As companies hire employees from different backgrounds, firms need to be mindful that while compensation may be market rate and generous, everyone’s overall financial situation and personal financial obligations look different. For example, while employees who are married or come from affluent or middle-class families may have other income and passive income streams available to their household, first-generation Americans and/or students, single people or people who are transitioning may be currently building or rebuilding their personal finances and may rely on side gigs to manage their finances well.

Technology, particularly social media, has made it possible for people to connect with others and build community and monetize that. Some employees may be full of ideas and personality and create podcasts, blogs, merchandise, online products that create passive income, sponsorship opportunities, etc. If an employee starts a book club with subscription fees and affiliate marketing on their free time, this should not be a prohibited activity. If an employee wants to use company resources to create social media campaigns that are not approved by the marketing department, this should be a prohibited activity. 

Employers also need to update their ethics policies, conflict of interest policies and communication policies. It is one thing for an employee to advocate for stakeholders’ rights and stand up for themselves. It is another for employees to share trade secrets that aren’t common practice or public information. For example, sharing on social media that a company holds fake interviews for diversity hires to meet the diversity hire job search quota, knowing the role has already been promised to and slated for internal candidates, can cause an employee to face retaliation and termination. Reporting such incidents internally can get an employee canceled. Networking externally to help others overcome systemic issues and connect with leaders can have more favorable outcomes. Firms need to be transparent in their hiring practices and ethical, to say the least.

Employees who are thought leaders need to be mindful of what tips and tools they share. For example, suggesting a single tax preparation software product on social media while their employer has dedicated software that is used to service clients and work internally may be viewed as an informative post for peers in the industry or as contradictory to company policy.

While employees are individuals and their career is more than a job, they must be mindful that they represent their employer and they need to be clear when they communicate to not affect their company adversely.

Firms should experiment with ways to leverage their employees’ personal brand to build community beyond clients. For example, having employees appear on the firm’s podcasts or be featured in blog posts, or showcasing them in a “day in the life” type of video series interacting with clients or peers who are part of training and development programs can help add more value to the profession and provide professionals insight into how modern and resourceful a firm or department is.

Employers, employees and members of the profession have to work together to make work work better. During a time when the CPA test is evolving, companies and firms need accounting professionals to be advisors. Technology is changing at a rapid pace. We must all work to not only attract, retain and advance accounting professionals, but to support them in showing up in their best light. To be well as we excel, we must have spaces, energy, time and support to decompress, create, and have freedom and flexibility. The work must get done, but the old models of work and doing mundane tasks in archaic ways and having life outside of work no longer work. Some may argue it never worked.

Do not be the reason a professional leaves the profession. Be the reason a professional can afford to live holistically well.

Tue, 05 Jul 2022 22:20:00 -0500 en text/html https://www.accountingtoday.com/opinion/modernizing-employer-policies-for-employee-wellness-retention-and-organizational-success
Killexams : Winning Secrets: "3 Ones" is the trick to keeping Sands China and its people in sync

Sands China, an integrated resort developer and operator, clinched the silver award for Best Rewards and Recognition Programme at the Employee Experience Awards 2022, Singapore.

In this interview, we speak to Hongyan Wen, Senior Vice President of Human Resources, Sands China, and learn what the company is doing to appreciate its employees, recognise their efforts, and keep them motivated to strive for the business in the long run.

Q Congratulations on the achievement! Could you take us through the highs and lows of your winning strategy – how important is it for the organisation to have the strategy recognised this year? 

Across many industries, the pandemic helped to promote hybrid working. Yet, for the hospitality industry, people interaction is still vital and integral to our line of business.

Our president, Dr Wilfred Wong, once stated, "It’s got to be authentic, it’s a total experience, it’s not just the hardware but also the software, so that guests feel like they are in London from the moment they step inside our resort."

Being inspired by 'The Knowledge' - the legendary part of London’s black cab-driver training - we developed 'The Knowledge – Be a Londoner Guide'. This instils knowledge and pride in the special features of the Londoner Macao.

Receiving this award recognises our strategy, and gives a lifetime memory for our colleagues who contributed and feel proud about it. Accomplishing this strategy also has a positive impact on our business investment. We deeply appreciate all parties involved and our participating colleagues’ enthusiasm.

Q Understanding and meeting your employees’ needs and expectations is never an easy feat. How did the organisation identify the business & employee needs, and craft out the perfect solution? 

Through understanding. Through big data.

On the business side, the company has strong alliances with our strategic partners who are mostly big players in the travel and leisure industry. The hotel occupancy pre-COVID was above 90% all year round, which gives us abundant first-hand information to understand our customers’ needs face-to-face, and to know the business reality through the vast amount of data we collect.

On the employee side, we walk along with them, embrace the culture of diversity and inclusion and extend genuine care to employees and their families. With trust built, they share their needs, we listen and respond.

Q How did the strategy add to the overall employee experience in your organisation, in terms of ROI, when it came to fruition? Share with us the benefits of having such a strategy in place. 

The strategy was initially designed to ignite employees’ sense of belonging, pride, and engagement to the company with a motivating and rewarding journey.

By focusing on employee experience, we created gamification elements for employees to learn new product knowledge with excitement and recognition. The whole journey encourages employees to learn in a creative, informal environment.

When learners get excited about the experiences, they are more likely to retain information, and are motivated and rewarded more by the memorable experience than by money. 

The ultimate goal is to cultivate employees into true brand ambassadors, with knowledge and passion in creating unforgettable bespoke experiences for our guests. The ROI is shown in a customer service satisfaction survey in the resort’s early opening phase. This revealed 94% of the interviewed guests were satisfied; and 96% of the interviewed guests were willing to visit The Londoner Macao again. Our guests recognised our new culture and service by scoring our hotel as one of the best in Macao and ensuring that our two top scores were in "team member quality" and "team member attitude".

Q Could you offer some recommendations to your peers across industries –what advice or lessons would you have to guide them into implementing something similar for their own EX foundation? 

We have our '3 ONEs' recommendation to share: one goal, one thought, one way.

  • One goal – COO clearly defines one goal;
  • One thought – transparent and involves all stakeholders, and
  • One way – keep mechanisms simple and consistent, all the way.

Employee experience is the key when designing the mechanism. The gamification elements of the company’s programmes add excitement, and recognition and offer a creative, informal learning environment for employees.

Q If you were to reflect, what is one thing you’ll do differently in executing this strategy? 

Try our best to achieve the 3 ONEs 100% and perfectly within the company.

Q Looking ahead, how is the organisation going to take this winning strategy higher and further in the coming years? provide us a sneak peek to into your upcoming plans to grow the overall employee experience. 

As mentioned, we will try to achieve 100% of the 3 ONEs. Looking forward to this year, in this programme, for example, we are at the stage of launching the Diamond Pin tour guide exam-enabling employees to become our ultimate Londoner Knowledge Ambassadors. (One Way)

From the business perspective, our employees will become our brand once they become Londoner Knowledge Ambassadors, leading real-life guided tours for our guests, and playing a key role in providing personalised British-themed guest experiences. Our employees will be recognised and rewarded with the prestigious Diamond Pin, and enjoy their own Londoner experience with a complimentary stay in the Londoner Court for them and their families. (One Goal)

This reward will further extend recognition and pride to the employees’ families. Their families will be proud of them and support them further in their work life. Employees will then be more engaged to the company. (One Thought)

Q 10 years down the line, where do you see the future of HR? 

HR is all about people, and leaders are responsible to make people decisions. Successful business models are all built around providing exceptional experience or service, to satisfy demands no matter obvious or hidden.So, in the HR business it would be something similar; providing exceptional employee experience.

Ten years down the line, I believe all the transactional tasks to meet employees’ needs or experience will be replaced by AI or through digitalised workflow. HR professionals will be focusing on providing tools and platforms to connect people, to understand people in order to serve the purpose of knowledge sharing, engagement and finally, the formation of a company community. Learning capability and knowledge retention of employees will be a key success factor for companies.


Image / Provided 

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Each year management consultants in the United States receive more than $2 billion for their services.1 Much of this money pays for impractical data and poorly implemented recommendations.2 To reduce this waste, clients need a better understanding of what consulting assignments can accomplish. They need to ask more from such advisers, who in turn must learn to satisfy expanded expectations.

This article grows out of current research on effective consulting, including interviews with partners and officers of five well-known firms. It also stems from my experience supervising beginning consultants and from the many conversations and associations I’ve had with consultants and clients in the United States and abroad. These experiences lead me to propose a means of clarifying the purposes of management consulting. When clarity about purpose exists, both parties are more likely to handle the engagement process satisfactorily.

A Hierarchy of Purposes

Management consulting includes a broad range of activities, and the many firms and their members often define these practices quite differently. One way to categorize the activities is in terms of the professional’s area of expertise (such as competitive analysis, corporate strategy, operations management, or human resources). But in practice, as many differences exist within these categories as between them.

Another approach is to view the process as a sequence of phases—entry, contracting, diagnosis, data collection, feedback, implementation, and so on. However, these phases are usually less discrete than most consultants admit.

Perhaps a more useful way of analyzing the process is to consider its purposes; clarity about goals certainly influences an engagement’s success. Here are consulting’s eight fundamental objectives, arranged hierarchically:

  1. Providing information to a client.
  2. Solving a client’s problems.
  3. Making a diagnosis, which may necessitate redefinition of the problem.
  4. Making recommendations based on the diagnosis.
  5. Assisting with implementation of recommended solutions.
  6. Building a consensus and commitment around corrective action.
  7. Facilitating client learning—that is, teaching clients how to resolve similar problems in the future.
  8. Permanently improving organizational effectiveness.

The lower-numbered purposes are better understood and practiced and are also more requested by clients. Many consultants, however, aspire to a higher stage on the pyramid than most of their engagements achieve.

Purposes 1 through 5 are generally considered legitimate functions, though some controversy surrounds purpose 5. Management consultants are less likely to address purposes 6 through 8 explicitly, and their clients are not as likely to request them. But leading firms and their clients are beginning to approach lower-numbered purposes in ways that involve the other goals as well. Goals 6 through 8 are best considered by-products of earlier purposes, not additional objectives that become relevant only when the other purposes have been achieved. They are essential to effective consulting even if not recognized as explicit goals when the engagement begins.

Moving up the pyramid toward more ambitious purposes requires increasing sophistication and skill in the processes of consulting and in managing the consultant-client relationship. Sometimes a professional tries to shift the purpose of an engagement even though a shift is not called for; the firm may have lost track of the line between what’s best for the client and what’s best for the consultant’s business. But reputable consultants do not usually try to prolong engagements or enlarge their scope. Wherever on the pyramid the relationship starts, the outsider’s first job is to address the purpose the client requests. As the need arises, both parties may agree to move to other goals.

[  1  ]

Providing Information

Perhaps the most common reason for seeking assistance is to obtain information. Compiling it may involve attitude surveys, cost studies, feasibility studies, market surveys, or analyses of the competitive structure of an industry or business. The company may want a consultant’s special expertise or the more accurate, up-to-date information the firm can provide. Or the company may be unable to spare the time and resources to develop the data internally.

Often information is all a client wants. But the information a client needs sometimes differs from what the consultant is asked to furnish. One CEO requested a study of whether each vice president generated enough work to have his own secretary. The people he contacted rejected the project because, they said, he already knew the answer and an expensive study wouldn’t convince the vice presidents anyway.

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Later, the partner of the consulting firm said, “I frequently ask: What will you do with the information once you’ve got it? Many clients have never thought about that.” Often the client just needs to make better use of data already available. In any case, no outsider can supply useful findings unless he or she understands why the information is sought and how it will be used. Consultants should also determine what relevant information is already on hand.

Seemingly impertinent questions from both sides should not be cause for offense—they can be highly productive. Moreover, professionals have a responsibility to explore the underlying needs of their clients. They must respond to requests for data in a way that allows them to decipher and address other needs as an accepted part of the engagement’s agenda.

[  2  ]

Solving Problems

Managers often provide consultants difficult problems to solve. For example, a client might wish to know whether to make or buy a component, acquire or divest a line of business, or change a marketing strategy. Or management may ask how to restructure the organization to be able to adapt more readily to change; which financial policies to adopt; or what the most practical solution is for a problem in compensation, morale, efficiency, internal communication, control, management succession, or whatever.

Seeking solutions to problems of this sort is certainly a legitimate function. But the consultant also has a professional responsibility to ask whether the problem as posed is what most needs solving. Very often the client needs help most in defining the real issue; indeed, some authorities argue that executives who can accurately determine the roots of their troubles do not need management consultants at all. Thus the consultant’s first job is to explore the context of the problem. To do so, he or she might ask:

  • Which solutions have been attempted in the past, with what results?
  • What untried steps toward a solution does the client have in mind?
  • Which related aspects of the client’s business are not going well?
  • If the problem is “solved,” how will the solution be applied?
  • What can be done to ensure that the solution wins wide acceptance?

A management consultant should neither reject nor accept the client’s initial description too readily. Suppose the problem is presented as low morale and poor performance in the hourly work force. The consultant who buys this definition on faith might spend a lot of time studying symptoms without ever uncovering causes. On the other hand, a consultant who too quickly rejects this way of describing the problem will end a potentially useful consulting process before it begins.

When possible, the wiser course is to structure a proposal that focuses on the client’s stated concern at one level while it explores related factors—sometimes sensitive subjects the client is well aware of but has difficulty discussing with an outsider. As the two parties work together, the problem may be redefined. The question may switch from, say, “Why do we have poor hourly attitudes and performance?” to “Why do we have a poor process-scheduling system and low levels of trust within the management team?”

Thus, a useful consulting process involves working with the problem as defined by the client in such a way that more useful definitions emerge naturally as the engagement proceeds. Since most clients—like people in general—are ambivalent about their need for help with their most important problems, the consultant must skillfully respond to the client’s implicit needs. Client managers should understand a consultant’s need to explore a problem before setting out to solve it and should realize that the definition of the most important problem may well shift as the study proceeds. Even the most impatient client is likely to agree that neither a solution to the wrong problem nor a solution that won’t be implemented is helpful.

[  3  ]

Effective Diagnosis

Much of management consultants’ value lies in their expertise as diagnosticians. Nevertheless, the process by which an accurate diagnosis is formed sometimes strains the consultant-client relationship, since managers are often fearful of uncovering difficult situations for which they might be blamed. Competent diagnosis requires more than an examination of the external environment, the technology and economics of the business, and the behavior of nonmanagerial members of the organization. The consultant must also ask why executives made certain choices that now appear to be mistakes or ignored certain factors that now seem important.

Although the need for independent diagnosis is often cited as a reason for using outsiders, drawing members of the client organization into the diagnostic process makes good sense. One consultant explains:

We usually insist that client team members be assigned to the project. They, not us, must do the detail work. We’ll help, we’ll push—but they’ll do it. While this is going on, we talk with the CEO every day for an hour or two about the issues that are surfacing, and we meet with the chairman once a week.

In this way we diagnose strategic problems in connection with organizational issues. We get some sense of the skills of the key people—what they can do and how they work. When we emerge with strategic and organizational recommendations, they are usually well accepted because they have been thoroughly tested.

Clearly, when clients participate in the diagnostic process, they are more likely to acknowledge their role in problems and to accept a redefinition of the consultant’s task. Top firms, therefore, establish such mechanisms as joint consultant-client task forces to work on data analysis and other parts of the diagnostic process. As the process continues, managers naturally begin to implement corrective action without having to wait for formal recommendations.

[  4  ]

Recommending Actions

The engagement characteristically concludes with a written report or oral presentation that summarizes what the consultant has learned and that recommends in some detail what the client should do. Firms devote a great deal of effort to designing their reports so that the information and analysis are clearly presented and the recommendations are convincingly related to the diagnosis on which they are based. Many people would probably say that the purpose of the engagement is fulfilled when the professional presents a consistent, logical action plan of steps designed to Excellerate the diagnosed problem. The consultant recommends, and the client decides whether and how to implement.

Though it may sound like a sensible division of labor, this setup is in many ways simplistic and unsatisfactory. Untold numbers of seemingly convincing reports, submitted at great expense, have no real impact because—due to constraints outside the consultant’s assumed bailiwick—the relationship stops at formulation of theoretically sound recommendations that can’t be implemented.

For example, a nationalized public utility in a developing country struggled for years to Excellerate efficiency through tighter financial control of decentralized operations. Recently a professor from the country’s leading management school conducted an extensive study of the utility and submitted 100 pages of recommendations. According to the CEO, this advice ignored big stumbling blocks—civil service regulations, employment conditions, and relations with state and local governments. So the report ended up on the client’s bookshelf next to two other expensive and unimplemented reports by well-known international consulting firms. This sort of thing happens more often than management consultants like to admit, and not only in developing countries.

In cases like these, each side blames the other. Reasons are given like “my client lacks the ability or courage to take the necessary steps” or “this consultant did not help translate objectives into actions.” Almost all the managers I interviewed about their experiences as clients complained about impractical recommendations. And consultants frequently blame clients for not having enough sense to do what is obviously needed. Unfortunately, this thinking may lead the client to look for yet another candidate to play the game with one more time. In the most successful relationships, there is not a rigid distinction between roles; formal recommendations should contain no surprises if the client helps develop them and the consultant is concerned with their implementation.

[  5  ]

Implementing Changes

The consultant’s proper role in implementation is a matter of considerable debate in the profession. Some argue that one who helps put recommendations into effect takes on the role of manager and thus exceeds consulting’s legitimate bounds. Others believe that those who regard implementation solely as the client’s responsibility lack a professional attitude, since recommendations that are not implemented (or are implemented badly) are a waste of money and time. And just as the client may participate in diagnosis without diminishing the value of the consultant’s role, so there are many ways in which the consultant may assist in implementation without usurping the manager’s job.

A consultant will often ask for a second engagement to help install a recommended new system. However, if the process to this point has not been collaborative, the client may reject a request to assist with implementation simply because it represents such a sudden shift in the nature of the relationship. Effective work on implementation problems requires a level of trust and cooperation that is developed gradually throughout the engagement.

In any successful engagement, the consultant continually strives to understand which actions, if recommended, are likely to be implemented and where people are prepared to do things differently. Recommendations may be confined to those steps the consultant believes will be implemented well. Some may think such sensitivity amounts to telling a client only what he wants to hear. Indeed, a frequent dilemma for experienced consultants is whether they should recommend what they know is right or what they know will be accepted. But if the assignment’s goals include building commitment, encouraging learning, and developing organizational effectiveness, there is little point in recommending actions that will not be taken.

A Pervasive Issue

Viewing implementation as a central concern influences the professional’s conduct of all phases of the engagement. When a client requests information, the consultant asks how it will be used and what steps have already been taken to acquire it. Then he or she, along with members of the client organization, determines which steps the company is ready to pursue and how to launch further actions. An adviser continually builds support for the implementation phase by asking questions focused on action, repeatedly discussing progress made, and including organization members on the team.

It follows that managers should be willing to experiment with new procedures during the course of an engagement—and not wait until the end of the project before beginning to implement change. When innovations prove successful, they are institutionalized more effectively than when simply recommended without some demonstration of their value. For implementation to be truly effective, readiness and commitment to change must be developed, and client members must learn new ways of solving problems to Excellerate organizational performance. How well these goals are achieved depends on how well both parties understand and manage the process of the entire engagement.

People are much more likely to use and institutionalize innovations proved successful than recommendations merely set forth on paper. Experiments with implementing procedures during the course of a project rather than after the assignment’s completion have had very good results. All in all, effective implementation requires consensus, commitment, and new problem-solving techniques and management methods.

[  6  ]

Building Consensus & Commitment

Any engagement’s usefulness to an organization depends on the degree to which members reach accord on the nature of problems and opportunities and on appropriate corrective actions. Otherwise, the diagnosis won’t be accepted, recommendations won’t be implemented, and valid data may be withheld. To provide sound and convincing recommendations, a consultant must be persuasive and have finely tuned analytic skills. But more important is the ability to design and conduct a process for (1) building an agreement about what steps are necessary and (2) establishing the momentum to see these steps through. An observation by one consultant summarizes this well:

To me, effective consulting means convincing a client to take some action. But that is the tip of the iceberg. What supports that is establishing enough agreement within the organization that the action makes sense—in other words, not only getting the client to move, but getting enough support so that the movement will be successful. To do that, a consultant needs superb problem-solving techniques and the ability to persuade the client through the logic of his analysis. In addition, enough key players must be on board, each with a stake in the solution, so that it will succeed. So the consultant needs to develop a process through which he can identify whom it is important to involve and how to interest them.

Consultants can gauge and develop a client’s readiness and commitment to change by considering the following questions:

  • What information does the client readily accept or resist?
  • What unexpressed motives might there be for seeking our assistance?
  • What kinds of data does this client resist supplying? Why?
  • How willing are members of the organization, individually and together, to work with us on solving these problems and diagnosing this situation?
  • How can we shape the process and influence the relationship to increase the client’s readiness for needed corrective action?
  • Are these executives willing to learn new management methods and practices?
  • Do those at higher levels listen? Will they be influenced by the suggestions of people lower down? If the project increases upward communication, how will top levels of management respond?
  • To what extent will this client regard a contribution to overall organizational effectiveness and adaptability as a legitimate and desirable objective?

Managers should not necessarily expect their advisers to ask these questions. But they should expect that consultants will be concerned with issues of this kind during each phase of the engagement.

In addition to increasing commitment through client involvement during each phase, the consultant may kindle enthusiasm with the help of an ally from the organization (not necessarily the person most responsible for the engagement). Whatever the ally’s place in the organization, he or she must understand the consultant’s purposes and problems. Such a sponsor can be invaluable in providing insight about the company’s functioning, new sources of information, or possible trouble spots. The role is similar to that of informant-collaborator in field research in cultural anthropology, and it is often most successful when not explicitly sought.

If conducted skillfully, interviews to gather information can at the same time build trust and readiness to accept the need for change throughout the organization. The consultant’s approach should demonstrate that the reason for the interviews is not to discover what’s wrong in order to allocate blame but to encourage constructive ideas for improvement. Then members at all levels of the organization come to see the project as helpful, not as unwanted inquisition. By locating potential resistance or acceptance, the interviews help the consultant learn which corrective actions will work and almost always reveal more sound solutions and more willingness to confront difficulty than upper management had expected. And they may also reveal that potential resisters have valid data and viewpoints. Wise consultants learn that “resistance” often indicates sources of especially important and otherwise unobtainable insight.

The relationship with the principal client is especially important in developing consensus and commitment. From the beginning, an effective relationship becomes a collaborative search for acceptable answers to the client’s real concerns. Ideally, each meeting involves two-way reporting on what has been done since the last contact and discussion of what both parties should do next. In this way a process of mutual influence develops, with natural shifts in agenda and focus as the project continues.

Although I have somewhat exaggerated the level of collaboration usually possible, I am convinced that effective management consulting is difficult unless the relationship moves farther in a collaborative direction than most clients expect. Successful consulting is expensive not only because good consultants’ fees are high but also because senior managers should be involved throughout the process.

[  7  ]

Facilitating Client Learning

Management consultants like to leave behind something of lasting value. This means not only enhancing clients’ ability to deal with immediate issues but also helping them learn methods needed to cope with future challenges. This does not imply that effective professionals work themselves out of a job. Satisfied clients will recommend them to others and will invite them back the next time there is a need.

Consultants facilitate learning by including members of the organization in the assignment’s processes. For example, demonstrating an appropriate technique or recommending a relevant book often accomplishes more than quietly performing a needed analysis. When the task requires a method outside the professional’s area of expertise, he or she may recommend other consultants or educational programs. However, some members of management may need to acquire complex skills that they can learn only through guided experience over time.

With strong client involvement in the entire process, there will be many opportunities to help members identify learning needs. Often a consultant can suggest or help design opportunities for learning about work-planning methods, task force assignments, goal-setting processes, and so on. Though the effective professional is concerned with executive learning throughout the engagement, it may be wise not to cite this as an explicit goal. Managers may not like the idea of being “taught to manage.” Too much talk about client learning comes across as presumptuous—and it is.

Learning during projects is a two-way street. In every engagement, consultants should learn how to be more effective in designing and conducting projects. Moreover, the professional’s willingness to learn can be contagious. In the best relationships, each party explores the experience with the other in order to learn more from it.3

[  8  ]

Organizational Effectiveness

Sometimes successful implementation requires not only new management concepts and techniques but also different attitudes regarding management functions and prerogatives or even changes in how the basic purpose of the organization is defined and carried out. The term organizational effectiveness is used to imply the ability to adapt future strategy and behavior to environmental change and to optimize the contribution of the organization’s human resources.

Consultants who include this purpose in their practice contribute to top management’s most important task—maintaining the organization’s future viability in a changing world. This may seem too vast a goal for many engagements. But just as a physician who tries to Excellerate the functioning of one organ may contribute to the health of the whole organism, the professional is concerned with the company as a whole even when the immediate assignment is limited.

Many projects produce change in one aspect of an organization’s functioning that does not last or that proves counterproductive because it doesn’t mesh with other aspects of the system. If lower-level employees in one department assume new responsibilities, friction may result in another department. Or a new marketing strategy that makes great sense because of changes in the environment might flounder because of its unforeseen impact on production and scheduling. Because such repercussions are likely, clients should recognize that unless recommendations take into account the entire picture, they may be impossible to implement or may create future difficulties elsewhere in the company.

Promoting overall effectiveness is part of each step. While listening to a client’s concerns about one department, the consultant should relate them to what’s happening elsewhere. While working on current issues, he or she should also think about future needs. When absorbing managers’ explanations of why progress is difficult, the consultant should consider other possible barriers as well. In these ways, the professional contributes to overall effectiveness by addressing immediate issues with sensitivity to their larger contexts. And clients should not automatically assume that consultants who raise broader questions are only trying to snare more work for themselves. To look at how the client’s immediate concern fits into the whole picture is, after all, the professional’s responsibility.

Important change in utilization of human resources seldom happens just because an adviser recommends it. Professionals can have more influence through the methods they demonstrate in conducting the consulting process itself. For example, if consultants believe that parts of an organization need to communicate better, they can consistently solicit others’ thoughts on what’s being discussed or suggest project task forces of people from different levels or departments. When a manager discovers that an adviser’s secret weapon in solving some problem was not sophisticated analysis but simply (and skillfully) asking the people most closely involved for their suggestions, the manager learns the value of better upward communication. The best professionals encourage clients to Excellerate organizational effectiveness not by writing reports or recommending books on the subject but by modeling methods of motivation that work well.

Consultants are not crusaders bent on reforming management styles and assumptions. But a professional diagnosis should include assessment of overall organizational effectiveness, and the consulting process should help lower whatever barriers to improvement are discovered. Good advisers are practitioners, not preachers, but their practices are consistent with their beliefs. When the consulting process stimulates experiments with more effective ways of managing, it can make its most valuable contribution to management practice.

More Emphasis on Process

Increasing consensus, commitment, learning, and future effectiveness are not proposed as substitutes for the more customary purposes of management consulting but as desirable outcomes of any really effective consulting process. The extent to which they can be built into methods of achieving more traditional goals depends on the understanding and skill with which the whole consulting relationship is managed. Such purposes have received more attention in organization development literature and in the writings of behavioral consultants than in the field of management consulting. (For recommended practicing in these fields, see the sidebar, “Selected Readings.”) But behavioral objectives can best be achieved when integrated with more traditional approaches. And clients have a right to expect that all management consultants, whatever their specialty, are sensitive to human relationships and processes and skilled in improving the organization’s ability to solve future as well as present problems.

The idea that consulting success depends solely on analytic expertise and on an ability to present convincing reports is losing ground, partly because there are now more people within organizations with the required analytic techniques than in the boom years of “strategy consulting.” Increasingly, the best management consultants define their objective as not just recommending solutions but also helping institutionalize more effective management processes.

This trend is significant to consulting firms because it requires process skills that need more emphasis in firms’ recruitment and staff development policies. It is equally significant to managers who need not just expert advice but also practical help in improving the organization’s future performance.

As managers understand the broader range of purposes that excellent consulting can help achieve, they will select consultants more wisely and expect more of value from them. And as clients learn how to express new needs, good consultants learn how to address them.

  1. James H. Kennedy, ed., Directory of Management Consultants, (Fitzwilliam, N.H.: Consultant’s News, 1979).
  2. See Jean Pierre Frankenhuis, “How to Get a Good Consultant,” HBR November–December 1977, p. 133.
  3. For an excellent discussion of learning from consulting, see Fritz Steele, Consulting for Organizational Change (Amherst: University of Massachusetts Press, 1975), pp. 11–33 and 190–200.
A version of this article appeared in the September 1982 issue of Harvard Business Review.
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Killexams : Procedure for Law School entrance exams illegal - NALS No result found, try new keyword!According to the Association, they are deeply saddened that, irrespective of the actual performance at the entrance exam, GLC is determined to continue to release poorer success rates, not because ... Mon, 01 Aug 2022 12:14:00 -0500 en-US text/html https://www.ghanaweb.com/validate_user.php?url=%2FGhanaHomePage%2FNewsArchive%2FProcedure-for-Law-School-entrance-exams-illegal-NALS-1594430 Killexams : Collat Professional Education Open Enrollment Programs

The 100% online, self-paced CISSP® test Prep Course prepares test-takers for the Certified Information Systems Security Professional exam, as administered by the International Information System Security Certification Consortium (ISC)2. Guaranteed test passing. Estimated time to complete is 40 hours.

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Killexams : “It helps set you apart”: Make a difference with the ACA qualification from Chartered Accountants Ireland

In challenging times, it can be difficult to move your career along, so anything that sets you apart from the competition is a huge advantage. If you’re looking to stay ahead, keep your skills sharp, or even change careers entirely, education and upskilling are essential.

One qualification in particular stands out – the prestigious, globally respected, Associate Chartered Accountant (ACA) qualification from Chartered Accountants Ireland.

While the stereotype might be poring over dusty ledgers spreadsheets or number crunching, the reality is that becoming a qualified Chartered Accountant opens up doors across all kinds of industries and sectors. The qualification is a professional business leadership credential that makes a difference to careers. While Accounting and Finance fundamentals are at the heart of the programme, there is so much more to it – it centres on decision making, critical thinking, strategizing, problem solving and influencing. Content spans across emerging tech, data, analytics, sustainability, and law, as well as the expected commercial and business subject matter. It’s no surprise then why Chartered Accountants are leaders across Practice, Industry and Public/Third sector working in traditional Accounting/Finance roles as well as non-traditional roles (General Management, Sales, Operations, IT, HR, Marketing, etc).

Chartered Accountants have never been in greater demand and luckily entering the profession has never been more accessible. There are two training options available; the Flexible Route and the Training Contract pathways - both have the same entry (degree/ATI holder) and programme requirements (education and work experience) and all successful students obtain the same sought-after ACA qualification. Chartered Accountants Ireland is an internationally recognised body that offers the ACA programme via a best in class virtual-led education delivery model. The intense focus on quality and excellence ensure the Institute enjoys top test pass rates reflective of the fact students are set up for success. Chartered Accountants Ireland also notably partner with the islands leading employers and the largest recruiters of top talent.

Sinéad Henry has been studying with the Institute since 2019 and is currently working towards her final exams while working as a Graduate Trainee Accountant at the Northern Ireland Audit Office where she is gaining the relevant work experience required to qualify.

“There is a huge demand for accountants within the job market, with a wide range of careers,” she says. “In addition to this, even if you’re not going for typical ‘accountant’ roles, the skillset the Chartered Accountancy qualification teaches, gives you an advantage in any role.

“The skills you gain such as time management, problem solving, and communication are in demand in every sector.”

Sinéad’s interests have always laid in public policy and social issues, and she has been actively involved in this area since college, where she was elected Vice-President for Welfare at the Queen’s University Students’ Union.

“In that role I worked on areas around mental health, consent and free period products,” Sinéad explains. “I have also worked for a charity supporting families in crisis and young people in long term unemployment.

“Some people can be confused as to how I went from these roles to accountancy, but I think we need advocates for mental health and consent in all types of professions.”

As a trainee accountant with the NI Audit Office, Sinéad has gained a deeper understanding of public policy issues and the financial aspects behind them. This not only sets her up to work in the area in future, but helps her feel like she’s making a positive difference.

“I couldn’t have imagined having the opportunity to work with such big clients this early in my career,” she says. “And yet my Chartered journey has given me the chance to audit one of the biggest government departments in Northern Ireland.

“In my time spent working on Covid-19 related business grants to help Northern Irish businesses recover from the pandemic, I know I contributed to ensuring public money was spent properly.”

She has also been able to continue her advocacy for wellbeing and mental health by taking on the role of health champion within her workplace, helping to develop a campaign of wellbeing events and a wellbeing policy.

Working and focusing on studies at the same time can be a daunting task, but for Sinéad it is worth the extra effort. “It can be difficult to combine the two, and I think compartmentalising is key. If you’re working from home, you should try work [in one place] and study somewhere else to aid with the separation.”

Studying with the Institute has not only given Sinéad knowledge and experience, but it has given her increased confidence to go out and try to make a difference in the areas she is most passionate about.

In addition, Sinéad feels that earning the ACA qualification with Chartered Accountants Ireland will help her stand out to potential employers in the future.

“At a time when more and more people are going to university, it’s increasingly hard to set yourself apart and it feels like everyone has a bachelor’s degree,” she says. “Chartered Accountants Ireland gave me the opportunity to achieve an internationally recognised qualification without taking on more student loans.

“In a competitive job market, it helps set you apart.”

Diana Carvalho earned her ACA qualification in 2021 while working with FPM in Northern Ireland and has already seen major career benefits, being promoted to manager within six months of completing the programme.

“Once qualified, a Chartered Accountant can work in almost any industry or working environment,” says Diana. “Currently, there is a huge demand for accountants in the job market as they are called to play an important role in every organisation, making this a great career for anyone who wants to work in a pivotal position.

“I believe that the qualification offers security, because accountancy skills are and will always be required, even, or perhaps I should say especially, during economic downturns. In fact, I have seen it first-hand during the pandemic, and can confidently say that I have helped many clients during the very challenging Covid times, who without our support could have either failed, or severely struggled.”

Although accountancy wasn’t originally part of Diana’s plan for her career, in fact she studied communications and media in college, but when the Portuguese native moved to Northern Ireland as part of an exchange programme, she found herself working in an accountancy firm and saw the appeal of becoming a Chartered Accountant first-hand.

“To qualify as a professional accountant, I had two options: the Flexible Route, and the Training Contract pathways,” she explains. “I chose the Training Contract pathway because it would provide me everything I needed to qualify – a full-time trainee role, a competitive salary, paid study leave and course fees, and access to a mentor to support my training and sign off my work experience whenever it needed to be reviewed and submitted via the CA Diary.

“I thought that a Training Contract would help me qualify faster, and indeed, I fully qualified within the expected four years, which is below the average for students of other accountancy bodies. I have been working for the same firm ever since in the Accounts and Tax department and I am very lucky to have been very happy in my role for the past five years.”

Another part of the appeal of accountancy for Diana was its flexibility as a career – the skills acquired as a Chartered Accountant are applicable in all kinds of industries across the globe.

“Accountancy is a very flexible career choice, given that every organisation needs accountants,” she says. “I have a variety of roles to choose from within accounting. Although my speciality is Taxation, there’s the chance for lateral career moves, to experience a lot of different types of related roles, such as cost accounting, internal auditing, forensic accounting, financial reporting, and consulting.

“I have been in the same workplace for five years, but I am aware that if I ever wanted to move, I would have the opportunity to work in pretty much any industry, anywhere, with the skills and experience that I gained.

“One day I could choose to work directly for a company that I am passionate about, or perhaps I’ll work as an accountant for a brand or a cause that I love.”

If you want to make a difference and take your career to the next level, Chartered Accountants Ireland might be for you. To sign up or find more information, visit their website at charteredaccountants.ie or register here to attend a Virtual Open Day.

The closing date for applications is September 12, 2022.

Fri, 05 Aug 2022 03:30:00 -0500 en text/html https://www.belfastlive.co.uk/business/it-helps-set-you-apart-24668083
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