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Exam Code: SPHR Practice exam 2022 by 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 exam 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)
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Killexams : HR Professional helper - BingNews Search results Killexams : HR Professional helper - BingNews 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 studying 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
Killexams : Evolving HR: Transforming through partnerships

BDO offers strategic support to help organizations and HR leaders successfully navigate an uncertain landscape

This article was produced in partnership with BDO Canada.

The transformation of human resources over the past couple of years – on top of decades of transition – has been more than impressive. In responding to the crisis of the pandemic by helping organizations both survive and thrive, the profession has easily demonstrated its strategic value.

Despite the upheavals of the past years, HR is in an exciting space, according to Nadeem Rasul, Manager People Advisory, BDO Consulting, at BDO Canada.

“We're seeing an uptick in asks to engage with our firm to assist in delivering day-to-day HR activities, HR maturity assessments, and, most notably, supporting recruitment efforts.”

If the pandemic has taught us anything, it's that change is inevitable, and it happens rapidly – whether you're prepared for it or not, he says.

“Organizations, their people, and HR, are required more than ever to be agile in their ability to manage change and articulate a forward-thinking employee value proposition that resonates.”

Those organizations that can provide their workforce with a defined culture, people experience, and multiple collaboration points will inevitably be able to navigate uncertain future economic landscapes far more successfully, says Rasul.

Partnerships help HR move forward

As HR’s scope and importance have become more critical, headcount hasn’t kept up in moving from the backroom to the forefront of organizations.

“What we're seeing is helping and gaining some traction is forming relationships with third-party consulting firms like BDO. That can help organizations navigate through this successfully and can consistently prove to be impactful,” says Rasul.

With the hybrid work environment, there are more opportunities to facilitate conversations between IT and HR executives and make sure that their objectives are met in the middle, says Shafina Hassam, Manager, Modern Workplace at BDO Canada.

In planning the future of work and thinking about the technologies that should be rolled out, HR should consider what kind of data can be driven from the IT department, and how this data brings the right insights so that decisions can be made in terms of: How do we need to develop our corporate culture? How does the organization need to think about hybrid management styles? Is there employee burnout?

Focus on upskilling, technology

A critical piece for HR is continuing to have a business focus, which includes upskilling, says Rasul.

HR professionals must continue to establish themselves as leaders, he says, ensuring business and financial acumen are among their top competencies.

Creating partnerships with third-party firms can lead to future and forward-thinking strategies, he says. Then, it’s about leveraging the right technology at the right time, with the right data, to develop strategies with the most valuable assets in mind — the organization's people.

In terms of leveraging the right tools and technologies, a lot of organizations come to BDO because they don't know where to start, says Hassam.

“It's not their background, it's not their wheelhouse... And every organization is in a different place in their transformation journey.”

But in talking about technology, you need to understand the talent strategy, she says.

“That starts with design thinking, understanding the various personas, and what you're trying to achieve… What is that lasting impression you want on your employees?”

Then it’s about mapping through the entire employee life cycle, says Hassam, starting from the moment a candidate applies for employment , the communications, the scheduling of interviews, the onboarding process, how they progress throughout their professional careers within the organization, and, finally, retirement.

BDO works with organizations using Microsoft Viva, an employee engagement platform that focuses on how employees are connecting, learning, collaborating and managing their well-being , connections and productivity at work. Learn more about BDO’s Modern workplace.

“It's a holistic platform that Microsoft has been working on for the last number of years, for exactly that, for HR groups to really offer an employee experience,” she says.

HR practice groups

Another interesting concept to consider is internal practice groups that tackle cross-functional HR priorities.

“When professionals with different backgrounds and experiences are able to connect, this can lead to really exciting, impactful, and diverse thoughts,” says Rasul. “Sharing best practices and moving away from siloed groupthink can be very powerful and can help drive and move HR forward.”

Third-party consulting firms such as BDO can be an immense and critical addition to an organization's practice groups, he says, “for the purposes of providing insights into best practices, into business processes, and to highlight external market and professional considerations that internally may not be covered fully.”

According to Hassam, HR practice groups can drive innovation within an organization, “not just by leveraging technology, but empowering their employees to bring that diversity in thought to the table to help move the entire organization forward.”

For further insights and support visit BDO’s HR Resource Hub or connect with a BDO professional today. 

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Mon, 17 Oct 2022 05:21:00 -0500 en text/html
Killexams : HSA Bank Supports HR Professionals with Clarity in Health Plan Selection through Decision Support

Decision support empowers employees to make the right decisions at open enrollment

MILWAUKEE, Oct. 13, 2022 /PRNewswire/ -- HSA Bank, a division of Webster Bank, N.A., today re-released its decision support offerings to help employers this open enrollment season. While the open enrollment experience may be virtual, in-person, or a mix of both this year, it remains important that employers are prepared to help get employees and their families in the best shape possible for a healthy financial future.

HSA Bank logo. (PRNewsfoto/HSA Bank)

HSA Bank continues to see a gap in education around health benefit options, especially when it comes to health savings accounts (HSAs) and how they can be used to save for healthcare costs in retirement.

According to the 2022 HSA Bank Health & Wealth Index℠, only 12 percent of respondents were optimally engaged with their health benefits. This, combined with a accurate study from Carnegie Mellon University which found that 61 percent of those surveyed chose the wrong health plan, costing themselves an average $372 more annually than necessary, highlights the importance of decision support, especially during open enrollment.

Decision support tools, which are designed to help employees confidently select the health plan that's right for them from a total cost perspective, can help close this gap. These tools also benefit employers by reducing overall healthcare expenses for their employee population.

"We have found that selecting a health plan is one of the more challenging experiences for employees," said Ann Brisk, director of strategic partnerships at HSA Bank. "Employers work hard to offer the right benefit options to their workforce, but there continues to be a disconnect in employee understanding. Decision support tools can help employees make more informed decisions and take some of the confusion out of choosing the right plan."

By helping employees "do the math" and better balance decisions and expenses, HSA Bank hopes to assist those who are less-than-optimally engaged navigate the healthcare space and save for the future.

HSA Bank currently offers several decision support tools, which provide personalization, unbiased recommendations, and confidentiality for employees. While some tools are available for free on HSA Bank's website, others are available to employers are part of a "bundle" along with the HSA product. These tools also enhance the employers' long-term efforts to lower out-of-pocket healthcare costs. Each decision support tool offers a unique approach and may appeal to different employers based on the demographic of their employee population.

During open enrollment, these tools are especially helpful for employers as they help all employees receive the same level of guidance, regardless of their work set-up. They also allow employees to include all family decision makers, start early in the process and remain flexible as they make decisions. Furthermore, the accuracy and sophistication of these tools often provide an even better experience than if the employees were all in person.

Employers can learn more about HSA Bank's decision support tools and preferred pricing through HSA Bank by clicking here.

About HSA Bank:

At HSA Bank, we're working toward a world where everyone is empowered to save for a healthy future. By providing the right tools and resources, we make it simple for our over 3 million members nationwide to maximize their savings for healthcare and long-term goals. As a leader in health accounts for over two decades, we continue to innovate. Our offerings in the healthcare savings space drive down healthcare costs, increase access, and assist with decision-making for consumers, health plans, partners, and advisors. As of June 30, 2022, HSA Bank had $11.1 billion in total footings comprising $7.8 billion in deposit balances and $3.3 billion in assets under administration through linked investment accounts and is a division of Webster Bank, N.A., Member FDIC Plan Administrative Services and Benefit Services are administered by Webster Servicing LLC. To learn more, visit

Media Contact:
Alice Ferreira
Webster Bank
(203) 578-2610


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Thu, 13 Oct 2022 01:00:00 -0500 en-US text/html
Killexams : Shrinking HR departments could help profession focus on strengths

Technology may make HR departments smaller, but it will bring people professions back to what they're good at.

Speaking on a panel at the Unleash World HR conference in Paris, Catalina Schveninger, chief people and social impact officer at DataCamp, argued the development of HR technology is transforming the profession for the better.

She said: "HR departments may shrink in the future, but hopefully they will have more of a focus on unlocking human potential. We’ll go back to a deep rooted psychological background and organisational behaviour and spend a lot of time helping people unlock their potential, instead of spending time doing headcount reports and whatnot.

"In the future I hope that my role will be partially made redundant so I can focus on helping people thrive and understanding how to use their skills."

Using data in HR:

HR failing to use analytics

How to lead with data in times of crisis

HR urged to get better at people data

She said: "Data skills are a basic requirement," she said. "It's 2022, if you don’t have data skills then we have a problem. Where data and tech is going, we have great tools to help us with matching roles, workforce planning and organisational design.

"Hopefully we will have more time to focus on what we’re really good at."

Research from the Association of Professional Staffing Companies (APSCo), conducted in 2022, found HR jobs were on track to rise 13.5% compared to 2021, with internal recruiters making up more than a third (35%) of HR vacancies this year.

Shannon Pritchett, head of marketing and community at HireEZ, said that HR should have a focus on developing soft skills for people in the field.

She said: "Being empathetic is often lacked in organisations and I look at HR to guide that. That’s a longevity skillset that hopefully never gets replaced. I want to see more empathy, understanding, guidance and being that advocate."

Schveninger added HR leaders need to show bravery when performing their role.

She said: "Our main role is being put in front of senior leaders, telling them which behaviour is and isn’t acceptable. It takes courage and resilience.

"Every HR practitioner knows that after a few years you need a kind of therapy because you’re constantly juggling two heads – when am I the people and talent advocate and when am I the business person. Many times we’ve failed to show that courage."

Thu, 13 Oct 2022 21:16:00 -0500 en text/html
Killexams : HR execs are fed up and burned out. They share 5 pieces of advice on how to handle the growing challenges in the workplace.
  • The pressure of managing today's tumultuous workforce landscape is pushing HR pros to their limits.
  • Top concerns include managing layoffs and return-to-work policies, and expanding abortion benefits.
  • This page offers advice for leaders tasked with handling growing challenges in the workplace.

For the people in charge of overseeing how and where many of us work, the last couple years have brought unprecedented challenges. 

The era of pandemic shutdowns and born-overnight experiments in working from home have pushed some human-resources executives to their limits

The reopening of offices and much of public life didn't do much to reduce workloads for many HR departments. They had to help craft and then implement contentious policies over remote, hybrid, and in-office work. HR teams also had to try to minimize worker attrition during The Great Resignation and then, in some cases, shift to cutting workers — all while trying to keep up employee morale.

Whether you're the chief human-resources officer of a Fortune 500 company or the HR admin at a startup, here are five pieces of timely advice for managing the moment.

Thu, 06 Oct 2022 21:48:00 -0500 en-US text/html
Killexams : Virtually Putting Your Own Oxygen Mask On First Can Help

Before you start studying this, stop and pause. Take a five-count breath in, hold it for five counts and five counts to exhale through your nose. Now do the exact same thing; 5 counts in, hold 5 counts, and exhale 5 counts with an open mouth. Immediately you feel your shoulders relax and a wave of calm washes over you.

This is how the 33rd annual Independent Energy Human Resource Association (IEHRA) conference in Washington D.C. keynote speaker kicked things off. Nearly one hundred HR professionals gathered in person to learn about the importance of self-care, wellbeing, and how to live well in unwell times.

Last year only 34% of HR professionals felt able to switch off from work to make time for rest according to Culture Amp, 2021. Jack Kelly’s Forbes article illuminated that this year (2022) 98% of HR professionals are burnt out, 94% of HR felt overwhelmed in the last 6 months, 88% dreaded work, and 97% are mentally fatigued. HR professionals are reaching high levels of stress overwhelm, frustration, anxiety, depression, and other mental health conditions because of putting others’ needs before their own. Yes, they are strategic change makers striving to achieve organizational success, but they care about how their employees feel and all too often, put other people first.

Virtual Reality Helps HR Both Professionally and Personally

What could help with this conundrum? According to Liz Hyman, CEO of the XR Association (XRA), XR technologies could be the solution. XR is the global term for virtual reality, augmented reality, and mixed reality. Liz states that XR technologies deployed for workforce training are a game changer in achieving better learning outcomes and creating more equitable workplaces. In fact, a accurate survey conducted by XRA found that 92% of the 250 HR professionals surveyed view XR as a pandemic recovery tool. The top three use cases in supporting human resources are recruitment, hiring onboarding, and learning and development.

  • Recruiting and Attracting Top Talent - the task of identifying and recruiting top talent to gain a competitive edge is critical. VR allows potential candidates to experience the company from their home in an appealing high-tech fashion. Reality technology can also provide candidates an immersive and engaging experience of the future work itself.
  • Hiring and Onboarding - many organizations struggle with onboarding and suffer negative effects on retention and productivity. Imagine a tour around the company, in multiple locations, across the world, with a speech of the CEO and various encounters with future peers.
  • Learning and Development - retention of a 2D training experience is often forgotten before the important soft skills are implemented.
  • Diversity and Inclusion - the missing piece of most diversity and inclusion training is empathy, but a virtual reality inclusion experience can change that.

Avatar Technology Can Help Burnout

In addition to the aforementioned use cases for HR, this immersive technology is also an innovative and effective way to Boost health, wellbeing and recover from burnout. Avatar embodiment experiences are a way to modify attitudes, habits, and behaviors toward a healthier or more fulfilling lifestyle and toward a better quality of life. In avatar form participants can immerse themselves into classes, become a cohort with common goals, practice behavior modification together, and with a coach. The virtual wellbeing world becomes a community. Imagine you just finished an exhausting and overwhelming day – and now it is time for you to transport to a different environment conducive to relaxation and enjoyable experiences.

When talking about enjoyable experiences, Martin Seligman, a pioneer of Positive Psychology proposed three parts of a happy life. A pleasant life is a life rich in enjoyable experiences, savoring positive emotions, experiencing relationships and hobbies. Positive Psychology is the foundation of Positive Technology, which focuses on improving the quality of the human experience. In the virtual wellbeing world, this is accomplished through engagement in empowering activities, support and connection between individuals, groups, and communities. In the virtual wellbeing world one can work on strengthening and developing positive emotional strategies such as exposure therapy with their avatar or positive rumination. Individuals can also work on actualization such as practicing getting through real-life challenges in the virtual world, building skills, and intrinsic and extrinsic rewards to increase self-efficacy. Connectedness in the virtual world can help with flow, empathy and altruism.

Wellbeing Behavior Change in the Virtual World

HR leaders walked away interested and inspired by the power of this technology and interested in learning more. It became clear that the benefits to the users were the avatar embodiment experiences as a way to modify attitudes, habits, and behaviors toward a healthier or more fulfilling lifestyle. As well as additional benefit including but not limited to:

  • Self-confidence and self-esteem, emotional management,
  • Self-efficacy and goal achievement
  • Interpersonal relationships and self-assertion
  • Stress management and adaptation to the environment
  • Food, nutrition, and health

Wellbeing Behavior Change in the Real World

HR leaders also walked away inspired with new knowledge on improving and sustaining personal wellbeing now in the 2D world. The take home message was focusing on rest and renewal rituals. Rituals that they would look forward to, rather than having to check the box. The seven rituals included mental wellbeing, emotional wellbeing, social wellbeing, sensory wellbeing, creative wellbeing, spiritual wellbeing, and physical wellbeing

However, at the end of the session nearly everyone was experiencing not just a lump in their throat, but serious tears of joy, positive emotion and happiness. They had a gratitude experience in which they wrote a letter to a loved one and shared it with that loved on. Everyone that participated was engaged in the experience and left feeling happier than when they arrived. Sometimes it is the little things that are so powerful, and gratefulness is the secret sauce when going from surviving to thriving.


iehra1IEHRA - INDEPENDENT ENERGY HUMAN RESOURCES ASSOCIATION PeoplemanagementLess than half of HR practitioners feel able to balance their work and personal lives, survey finds MORE FROM FORBESJack Kelly XR AssociationXR ASSOCIATION NAMES LIZ HYMAN AS CHIEF EXECUTIVE OFFICER - XR Association
Tue, 11 Oct 2022 03:00:00 -0500 Colleen Reilly en text/html
Killexams : Success With Hybrid Work Demands HR Involvement: 5 Ways To Build Effective Partnerships

Companies are moving to remote and hybrid working models, and for good reason: They need to attract and retain talent. Despite contractions in the economy, the labor market remains strong—with a 3.5% decline in unemployment in the most accurate jobs report—and this is a big reason for business to rethink and reinvent their approaches to work. People want choices about how, when and where they work—and they continue to have the power to make these demands—at least for now.

But organizations’ success with new work models will depend on their ability to develop and execute strategies and tactics which take all kinds of things into account—from accessing labor markets and managing compliance issues to creating cultures of engagement, wellbeing and respect. HR is a critical partner in all of these and more. Unfortunately, new data shows HR still isn’t “at the table” within many organizations—but change is possible.

The Right Reasons for Hybrid Work

According to a study by Omnipresent, 94% of companies are planning to adopt remote or hybrid working models for the long term—and they’ll be doing this in the next 12 months. They’re choosing alternate work models because of talent. In fact, 48% of the executives with current or planned hybrid working models say talent is driving their actions. In particular, they say they want to access a more specialized talent pool and they want to retain talent. And 35% cite employee wellbeing as another reason for moving to remote or hybrid working approaches.

Missing the Mark

But a sizeable proportion of companies moving to new working models are missing a critical element for success—the right involvement from HR. For the purposes of planning and strategy, only 26% of respondents plan to consult internal HR teams for guidance, but 50% plan to consult board members or leadership team members. For the purposes of execution, 33% say responsibility falls to HR groups exclusively. The disconnect could be damaging—since misalignment between strategy and execution can sink a strategy or undermine execution.

Executives also lack concern about compliance issues (only 12% say they are giving this attention) or rules regarding provision of local benefits (only 11% are thinking about this)—and both of these are areas of HR expertise. It should go without saying (but apparently it can’t) that inattention to compliance or legal issues can cause significant issues for organizations—resulting in costly mistakes and damage to brands.

HR at the Table

HR has long said they want “a seat at the table” in terms of participating in strategic decision making and helping to provide leadership and guidance related to some of the most important issues a company can face. After all, talent is at the heart of every organization’s success. People issues are business issues.

Recently a Chief People Officer at one of the largest companies in the world commented on the role of HR. She said during a webinar, “If you [HR] don’t have a seat at the table at this point, you’ll never get one.” Her recommendation was that HR up their game in taking a strategic role and expressing leadership or—if they’ve done that without success—find another place to work.

Arguably, all paths lead back to HR these days. From challenges with attracting and retaining talent to creating work experiences that powerfully engage people—and from establishing new models for work, leadership and learning to attending to wellbeing, DEI and cultures which deliver results. All of these require the expertise of HR professionals.

Creating Partnerships

Where to go from here? Partnerships within the organization will be critical. Issues today are complex and require multiple points of experience and perspective to get right. More connections between more departments will help. Of course, greater interconnectedness can introduce complexity, so the Goldilocks rule applies—as much (interaction and interrelationships) as necessary and as few as possible. In other words, establish as many connections as possible without creating unnecessary layers or losing agility.

Create effective partnerships with HR—and other departments (IT, legal and communication are good examples)—by taking the following approaches.

#1 – Ensure a Common Mission

Each group that supports the strategy and the employee experience, has its own perspective and goal, but overall, you’ll need a compelling and shared mission. Establish a clear direction and ensure every group is rowing in the same direction—and that unique objectives for each group are broadly understood across partners.

#2 – Establish a Clear Values and Decision-Making Protocols

Decisions are easier when they affect only one part of an organization, but few do. So, you’ll need clarity about the overall values which will guide decisions as well as a hierarchy of priorities which will influence choices.

It’s easy to say that wellbeing of employees and cost-effectiveness are both important, but consider which will come first—and what values will guide decisions across groups when it’s hard to reconcile both. How will you weigh employee mental health benefits with the need to manage costs, for example? And how will you balance the desire to deliver employees choice about where and when they work against the needs of teams and the organization? Issues like these will always be in dynamic tension—and clear values and hierarchy of priorities will help you find the right equilibrium decision by decision.

#3 – Foster Dialogue

The toughest challenges will require listening and understanding points of view from multiple experts. This can be hard to accomplish, however, since people naturally gravitate to their own opinions and to advocating (or arguing) for their own preferences more than inquiring about others’ perspectives. Ensure you build cultures where people have strong and trusting relationships—making it easier to disagree on issues when relationships are strong.

Also adopt systems where people have equal time to speak within meetings, rather than those with the most power consuming most of the airtime. Enhance understanding by establishing practices where people argue for the point of view opposite their own. And do plenty of storytelling which can sometimes help people see multiple sides of an argument more effectively than (just) facts and data.

#4 – Set Up Feedback Loops

Consider how all the partners will gather data—both quantitative and qualitative—and monitor it over time. Build systems and listening posts at key points in the process, and ensure measures are both department-specific and also shared. Discuss outcomes openly with an emphasis on improvement rather than defending or rationalizing.

Ask people to report on what’s not working well so the focus is always on getting better. Great leaders don’t want to see a dashboard with all green lights every time, because this kind of report can be a signal the targets were set too low, or people weren’t being open about situations with suboptimal results. Instead, look for some yellow and red, seek solutions and reward openness and positive progress—so you can ensure you’re improving all the time. Honesty about performance and transparency across departments will help people hold each other accountable.

#5 – Design Connection Points

No one needs more meetings, but connecting regularly can increase efficiency if you can prevent issues or solve them early. Be proactive about communicating in unplanned ways and intentional about scheduled times to connect—driving greater visibility on issues. A weekly touchpoint or a daily standup can do worlds of good to keep people in the loop on fast-moving issues.

In Sum

It’s almost impossible to think of a business challenge which doesn’t have some connection to talent. As a result, deep involvement from HR isn’t a luxury, but a necessity. Now is the time to establish partnerships, tap into professional expertise and connect broadly across the organization.

Complex challenges require holistic views from multiple stakeholders—and HR is a critical point of expertise helping to ensure success going forward. The coalitions you form will deliver results for people and for the organization.

Sun, 09 Oct 2022 10:00:00 -0500 Tracy Brower en text/html
Killexams : How do I keep political and social talk civil in the workplace? Ask HR cannot provide a good user experience to your browser. To use this site and continue to benefit from our journalism and site features, please upgrade to the latest version of Chrome, Edge, Firefox or Safari.

Tue, 11 Oct 2022 12:51:00 -0500 en-US text/html
Killexams : Humaans raises $15M to simplify HR tasks like onboarding

The role of HR professionals grew in scope during the pandemic as companies were forced to navigate major workplace changes, like working from home. Unsurprisingly, those professionals have had some of the highest burnout rates over the past two years, particularly as HR departments remain under-resourced. According to an August survey from Workvivo, an employee collaboration app, 95% of HR workers say that they’ve felt overwhelmed in the last six months while 73% felt under-valued by their employers.

Part of the reason HR work today is so demanding is the lack of effective tools to help accomplish aspects of the job, according to Giovanni Luperti. He’s the CEO of Humaans, an HR tech startup that lets organizations build a customizable HR stack that manages employee documents, data, payroll, contracts and other components of “people ops.” Luperti has a product to pitch. And it’s true that other HR tech vendors offer similar — if not comparable — solutions, like Darwinbox, iBob, BambooHR and Personio. But Luperti asserts that Humaans takes a fundamentally different approach to unifying disparate HR tools.

“Our goal is to allow companies to operate with the flexibility, connectivity and tools that work best for them instead of forcing a one-size-fits-all approach to people operations and company building processes that are evolving every day,” he told TechCrunch in an email interview. “HR teams need more effective processes and integrated systems to proactively help modern organizations support their workforce. We built Humaans to … bring the full HR stack together and automate processes such as onboarding, offboarding, and more to streamline workflows.”


Image Credits: Humaans

Previously a director of product design at Quibit, Luperti co-founded Humaans in 2020 with Karolis Narkevicius, who’s also a Quibit veteran. The two set out to “build something meaningful” in a very large market, Luperti said, after realizing that HR tools have historically been clunky, slow and not designed to provide a great user experience.

In 2021, London-based Humaans raised $5 million in seed funding from Y Combinator and angels including former LinkedIn CEO Jeff Weiner. More recently — today, to be exact — the startup closed a $15 million Series A round led by Lachy Groom with participation from notable individual investors Tobias Lutke (a Shopify co-founder) and Slack CEO Stewart Butterfield.

Humaans is designed to capture employee details by storing personal and company docs (e.g., identification, emergency contacts and basic profiles), ostensibly making it easier to spot missing data points. The platform monitors things like probation periods and which employees are joining and leaving, as well as birthdays and work anniversaries, expiring IDs and time away and vacation hours. Beyond this, Humaans can show headcount changes by department, tenure and salary spend and trends like when employees have typically taken PTO.

“[W]e’ve observed that IT and Tech stakeholders want to avoid duplication in work and automate the flow of employee data that is stored across the multiple platforms in their technology stack. This is where our unique model can support them,” Luperti said. “Our current focus is around faster and more efficient data access at scale, and are investing into new capabilities that will support organizations to better collaborate cross-functionally.”


Image Credits: Humaans

To that end, Humaans over the past year has added connectors for platforms like Slack, DocuSign, Okta, Greenhouse, Google Workspace, Pento, Contractbook and Workable. With a customer base that spans brands including Pleo, Fidel API, Manyone, Pento and Birdie, Luperti says that Humaans will double down on “consolidating” its U.K. presence and expansion into the broader EU market over the next few months while further investing in product development and hiring. 

“We hit important milestones and experienced meaningful growth in the past 12 months. There is clarity around what we want to accomplish next to better serve growing small to medium sized enterprises and mid-market companies, and we felt the time was right to accelerate further,” he added — declining to answer specific questions about revenue and headcount. “Our goal is to build a resilient business that can support customers and their employees for the long term.”

No doubt, Humaans is benefiting from the general investor enthusiasm around HR tech startups. In 2021, venture investors funneled more than $12.3 billion into HR tech startups, roughly 3.6 times the amount invested in 2020, according to PitchBook data. That trend continued in 2022, with megadeals ensuring more than $1.4 billion was invested in the sector in the first two months alone.

Macroeconomic conditions may put an end to the boom eventually. But for now, Humaans — and startups like it — appear to have healthy runway.

Mon, 03 Oct 2022 12:00:00 -0500 en-US text/html
Killexams : HSA Day 2022: WEX Empowers HR to Help Employees Retain More of Their Money

WEX is partnering with Her First $100K founder Tori Dunlap and DisruptHR’s Jennifer McClure to discuss how to better support employees with an HSA and other benefits.

PORTLAND, Maine, October 13, 2022--(BUSINESS WIRE)--In celebration of national Health Saving Account (HSA) Awareness Day on October 15, WEX (NYSE: WEX), the global commerce platform that simplifies the business of running a business, is providing tools and educational resources to better equip HR professionals and employers to support employees with their benefits.

HSAs combine some of the best features of 401(k)s and flexible spending accounts (FSAs), yet are often overlooked and underutilized by today’s employees. In today’s rising inflationary and declining financial market environment, employees are turning to their employers for financial, physical, and mental support, and HSAs help provide a critical solution.

"As the future of our economy remains uncertain with risks of labor shortages and inflation, we’re focused on ensuring employers and employees understand the value of investing in health savings," said WEX Chair, President and CEO, Melissa Smith. "Our goal is to empower employers to provide flexible and economically thoughtful benefits, while educating more employees on their options and supporting them as they save."

Below are WEX’s top reasons to encourage employees to participate in an HSA:

  • It's theirs: Any unspent money in their HSAs remains theirs, allowing them to grow their balance over time. When they reach age 65, they can withdraw money (without penalty) and use it for anything, including non-healthcare expenses.

  • Flexibility: Save for a rainy day. Invest in their future retirement. Or spend their funds on qualified expenses, penalty free.

  • Easy to use: They can swipe their benefits card at the point of purchase and there is no requirement to verify any of their purchases.

  • Smart savings: The money they contribute, earnings from investments, and withdrawals for eligible expenses are all tax-free, making it a savvy savings and retirement tool.

  • Investment options: They can invest their HSA funds in an interest-bearing account or in a standard mutual fund lineup.

This year, WEX, which currently manages one in five HSAs nationwide, is partnering with:

  • Tori Dunlap, founder of Her First $100K, an organization dedicated to providing women with a financial education

  • Jennifer McClure, CEO of DisruptHR, an information exchange program designed to energize, inform and empower people in the HR Field

"In my work, I encourage employees, and women in particular, to take full advantage of their benefits," said Tori Dunlap. "This includes maxing out your HSA if you can."

"As everyone is feeling the pressures of inflation, employers and HR leaders can do more to educate and support their employees as they explore their benefits and savings options – through their own expertise or by bringing in the right specialists," said Jennifer McClure.

Listen to Tori and Jennifer’s episode of "Benefits Buzz," WEX’s weekly podcast where they discuss the impact of inflation on employees’ finances and purchasing power. Register for WEX’s upcoming webinars to learn more about HSA management.

About WEX

WEX (NYSE: WEX) is the global commerce platform that simplifies the business of running a business. WEX has created a powerful ecosystem that offers seamlessly embedded, personalized solutions for its customers around the world. Through its rich data and specialized expertise in simplifying benefits, reimagining mobility and paying and getting paid, WEX aims to make it easy for companies to overcome complexity and reach their full potential. For more information, please visit

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Wed, 12 Oct 2022 22:45:00 -0500 en-US text/html
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