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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 information hunger
Killexams : HR Professional information hunger - BingNews http://www.bing.com/news/search?q=HR+Professional+information+hunger&cc=us&format=RSS Search results Killexams : HR Professional information hunger - BingNews http://www.bing.com/news/search?q=HR+Professional+information+hunger&cc=us&format=RSS https://killexams.com/exam_list/HR Killexams : HR Staffing Issues

Tara Duggan is a Project Management Professional (PMP) specializing in knowledge management and instructional design. For over 25 years she has developed quality training materials for a variety of products and services supporting such companies as Digital Equipment Corporation, Compaq and HP. Her freelance work is published on various websites.

 Fri, 20 Jul 2018 00:50:00 -0500 en-US text/html https://smallbusiness.chron.com/hr-staffing-issues-58357.html Killexams : What Role Does HR Play in Enforcing a Security Policy?

Human Resources professionals are responsible for ensuring that employees comply with security policies that are designed to protect your firm, your clients and your workforce. Aside from making employees aware of company policies and procedures, HR representatives must work with management to investigate and address any instances involving violations of these rules.

Recruitment

  1. The role of an HR professional in upholding your company's security policies begins during the staff recruitment process. Legally, you can conduct background checks on prospective hires as long as you gain the consent of those individuals. Pre-employment checks usually include criminal history investigations and credit reports. Financial services companies and other firms that handle cash and sensitive data often eliminate people with poor credit or past convictions from the applicant pool after reviewing background checks.

Code Of Conduct

  1. Your firm could lose money if your workers casually share proprietary information with your competitors. Additionally, you could face lawsuits if employees fail to protect your client's financial information. To avoid such issues, implement a company code of conduct. This HR document should include clear instructions for safeguarding sensitive information. Provide every employee with a copy of this policy and require every new hire to sign an agreement to abide by the code of conduct. Over time you might need to update or amend this document to accommodate the implementation of new processes or procedures. HR representatives are responsible for ensuring that employees are made aware of such changes.

Information Technology

  1. Most companies are heavily reliant on computer software and various types of remote communication devices. Consequently, HR professionals must work closely with information technology personnel to ensure that employee files are encrypted and that appropriate security mechanisms have been put in place. HR policies can dictate the manner in which your employees can access work systems from home or from other locations. HR professionals must liaise between the IT department and these workers to ensure they understand the methods of accessing data and the rules for viewing such information.

Violations

  1. Even with codes of conduct and encryption devices, some unscrupulous people find ways to circumvent systems and violate company rules. If this is the case, investigate all security violations and take the appropriate disciplinary action. If violations are overlooked, then other employees might start to ignore the rules. Furthermore, you leave the company open to discrimination lawsuits if you fail to consistently enforce company policies.

    In extreme cases involving employee theft or fraud, HR representatives must contact law enforcement officials and press charges against the violators. Therefore, the role of HR in enforcing a security policy begins before an employee joins the firm and might end months or years after a particular employee has left the company.

 Sat, 21 Jul 2018 15:52:00 -0500 en-US text/html https://smallbusiness.chron.com/role-hr-play-enforcing-security-policy-39619.html Killexams : The 3 Basic Types Of Employees: A Simple Guide For Leaders And HR Professionals

If you have leadership responsibilities over others, this knowledge will help you relate to them more empathetically, lead them more effectively and achieve better results. Similarly, if you are an HR professional, this knowledge will help you hire the right people for the right job, devise better performance incentives and develop more sensible career and improvement plans. In return, your organization will benefit from better performance levels, a more synergic culture and a more fluid organizational dynamic.

With this in mind, I have identified three basic types of employees in terms of their core personality traits affecting performance, that is, their commitment to performance excellence, willingness to Strengthen and general ethics. Yes, there are plenty of other models that provide more complex assessments with subtler variations. However, this three-type model is meant to be simple, easy to apply and especially useful to seasoned professionals who have already developed a hurry psychological sense. Furthermore, you can integrate this model with others in order to expand their reach and scope.

Let’s explore each type in detail.

Type 1: The Freeloader

These are those looking for a source of income; not for a job. Freeloaders are only interested in getting the money they need, and are willing to work for it only if they have to.  Surprisingly enough, there are people like these at all levels of the corporate ladder and in all industries, from rookie, unlicensed electricians to major corporate CEOs. In the beginning, they all seem down-to-earth, enthusiastic and charming. However, in the medium to long term, they all come across as slackers, deceitful and mediocre, showing small improvements only when they know they are being watched. In fact, when feeling completely fed up with their jobs, they will be openly careless, irresponsible and defiant, as if they knew they were squeezing the last drops from their current positions.

Type 2: The Worker

These are those actually looking for a job. In other words, people who do feel the need to be useful and would rather work for an income than be paid for nothing. Within them, the basic need for financial survival has been replaced with a sense of dignity grounded in the conviction to make an honest living and to deliver a good example. This type tends to be less charming than the freeloaders; yet they are a lot more productive as they have a high sense of commitment and responsibility. However, they usually have a hard time pushing their own boundaries and will likely not work more than they were initially asked to. For some reason, it is difficult for this type to see beyond the present moment, so the idea of making an extra effort for future benefits is a fuzzy one. They believe they must be promoted for doing what they were originally asked not, not for delivering anything additional. Whether justified or unjustified, this mindset tends to limit their personal and professional development.

Type 3: The Entrepreneur

These are those pursuing a higher purpose. In other words, their main motivation transcends the need for money and their idea of being useful is intrinsically tied to doing something that they love. In short, they have a clear personal mission and vision. In this regard, Type 3’s overcome the limitations of Types 1 and 2, meaning, they will always deliver their best and will always go the extra mile. However, entrepreneurs face other kinds of challenges resulting from their sometimes mismanaged success drive and personal initiative. When this happens, they will benefit from the guidance and leadership of experienced, wise, well-grounded colleagues, supervisors and mentors.

Foreseeable as it is, entrepreneurs tend to start their own businesses at some point in their lives. On the one hand, this inclination could be deemed risky by the organizations that hire them and invest resources in their professional development. On the other hand, however, hiring someone of the Entrepreneur type may lead to the discovery and development of business opportunities that were previously unimaginable. So, as long as the organization knows how to harness, channel and leverage the talents of entrepreneurs, this type will prove to be very valuable for most organizations.

Conclusion

As I stated before, this model is simple in nature and can also be used to crosscheck other more complex ones. At the end of the day, what leaders and HR professionals need is actionable assessments that can be translated into clear decisions. In fact, regarding this need for actionable assessments, I have found that every single individual can be either readily placed in one of the three employee types or considered as having personality traits from more than one type, thus allowing for a weighted assessment within the model. In either case, the resulting assessment is actionable. In conclusion, knowing this model is a valuable asset for business owners, CEOs, executive managers, HR professionals and anyone else who works with other people.

What do you think?

Can you figure out what type of employee you are today and what type you have been in the past? Can you figure out your coworkers’ employee types? What strategic and operational applications do you see for the model presented herein? What do you think each employee type thinks about important notions such as happiness, success and legacy?

Luis E. Romero is an MIT-trained Economist and a professional speaker. Read his books visit his website and follow him on Twitter.

Watch on Forbes:

 Wed, 23 Aug 2023 10:30:00 -0500 Luis E. Romero en text/html https://www.forbes.com/sites/luisromero/2016/02/23/the-3-basic-types-of-employees-a-simple-guide-for-leaders-hr-professionals/ Killexams : HR pros may be key to preparing for the coming retirement wave

Dive Brief:

  • HR professionals will play a key role in helping organizations and their employees cope with the expected surge of retiring workers over the next few years, an Aug. 9 report from McLean & Co. said.
  • The report outlined a three-phase approach to succession planning. The first phase, pre-retirement, is involves forecasting workplace needs and preparing employees for retirement, such as identifying critical roles, inventorying skills and holding planning information sessions. The second phase, peri-retirement, begins after an employee has announced their retirement; it includes preparing employees for their exit and ensuring the smooth transfer of knowledge. In the third phase, post-retirement, HR focuses on successful offboarding, maintaining relationships with alumni employees and keeping alumni engaged.
  • “There is a common misconception that the relationship between an employee and the organization ends when the employee retires,” LynnAnn Brewer, McLean’s director of HR research and advisory services, stated in a press release. But continuing to engage alumni post-retirement offers “organizational benefits, including increased brand awareness, access to desirable talent pools and support for strategic goals and objectives,” Brewer said.

Dive Insight:

Succession planning isn’t new. But the changing business and labor market dynamics of the past few years, such as the rush of voluntary exits disrupting plans for developing internal talent, have led HR and organizational leaders to shift their focus, research has indicated.

Strategists are looking beyond planning for short-term emergencies to securing business continuity over the long-run, according to the research. Although employers may differ over how to identify internal candidates to succeed exiting employees, HR observers seem to agree that whatever steps are taken, effective succession plans require revision over time.

Plans should follow a roadmap, focused on specific quarterly actions, such as relationship-building, leadership development and executive education for emerging leaders, an HR exec previously told HR Dive. Mentorship — one of the steps McLean advises after an employee announces their intent to retire — may be critical to the transition, she said.

There’s no perfect formula when it comes to timing. Circumstances change, so plans have to as well, the HR exec added. Effective transitions happen over at least a year, she noted. In her case, executives found that two to three years was ideal for an orderly and well-thought-out transition to her successor.

The McLean report highlighted another potentially beneficial strategy: maintaining relationships with retired workers, which provides the organization with access to an otherwise untapped and ever-growing talent pool, experts have said.

On average, 10,000 people reach retirement age each day, according to an AARP report. These tend to be people who are highly qualified and eager to work, according to experts.

 Thu, 17 Aug 2023 02:54:00 -0500 en-US text/html https://www.hrdive.com/news/hr-retirement-succession-planning/690999/ Killexams : Human Resources Professional Training

LESSON 5: COMPENSATION AND BENEFITS
Understand all the things that must be considered when designing a compensation and benefits package.
LESSON 6: EMPLOYEE HEALTH AND SAFETY
Learn the ins and outs of complying with OSHA, protecting against workplace hazards, and investigating, recording, and preventing accidents and employee illnesses.
LESSON 7: THE LEGAL ENVIRONMENT
Gain knowledge of employment law as well as an understanding of equal employment opportunity, avoiding discrimination, and what happens when an employee files an EEOC claim.
LESSON 8: MAKING HR DECISIONS
Learn how to make decisions based on various company growth strategies and how to use HRIS Software as well as job analysis as a tool for decision-making.
LESSON 9: AFFIRMATIVE ACTION
Learn the full spectrum of affirmative action, how to create an affirmative action plan, and information on the AAP you will need to know.
LESSON 10: DIVERSITY
Understand what diversity is and why it is a good thing in an organization as you learn to manage it and handle conflict.
LESSON 11: EMPLOYEE RIGHTS AND DISCIPLINE
Learn the laws that protect employee rights and privacy and how to properly monitor and document behavior and discipline employees.
LESSON 12: TERMINATION
Understand the alternatives to firing as well as how to prepare for termination including proper separation agreements as well as what to do in the event of wrongful discharge.
LESSON 13: INVESTIGATIONS
Learn why it is so important to investigate problems as well as the steps of an effective investigation including preparing, conducting, and wrapping it up.
LESSON 14: MANAGING LABOR RELATIONS
Get a quick overview of the history of unions as you learn how they work and why employees join them.
LESSON 15: CREATING A HIGH-PERFORMANCE WORKPLACE
Learn how to ask employees for input and act on it, delegate authority, keep communication open, and continuously ask for feedback as you strive to develop a high-performance workplace.
LESSON 16: GLOBAL HUMAN RESOURCES
Understand the basics of staffing strategy, cultural differences, HR in other countries, choosing global employees, and issues faced by expatriates.
LESSON 17: RETENTION
Learn the top reasons employees leave a company and how you can encourage them to stay as well as the importance of succession planning.
LESSON 18: MOTIVATION, REWARDS, AND RECOGNITION
Find out fun ways to motivate workers and gain nine strategies for creating a great rewards program.
LESSON 19: PREPARING FOR THE PHR EXAM
Gain information on externships and internships as you review the basics of the PHR test and begin to study.

 Tue, 01 Feb 2022 14:34:00 -0600 en text/html https://www.utsa.edu/pace/online/human-resources-professional-certification-training.html Killexams : How Much Do Human Resources Make? No result found, try new keyword!So, you’re curious about the salary of human resources professionals? Well, you’ve come to the right place! After delving into the depths of the internet, we’ve gathered all the information ... Thu, 20 Jul 2023 23:02:00 -0500 en-us text/html https://www.msn.com/ Killexams : HR Service Center

HR @ Your Service

contact us

The Drexel Human Resources (HR) Service Center is a one-stop shop for your HR needs, providing high-level, customized service to Drexel faculty, professional staff and students. Using the HR Service Center as your first point of contact for HR-related inquiries will Strengthen efficiency, minimize response time, and help us guide you to solutions and answers regarding policies and procedures.

Why should I contact the HR Service Center?

While the HR website, Career Pathway and electronic communications provide a lot of HR information, we recognize that sometimes you need to pick up the phone or send an email to get answers from a knowledgeable HR professional. Contact the HR Service Center, and we will answer your questions or direct you to the correct resource for additional information. The HR Service Center also stewards the new-hire process for faculty, professional staff and student employees.

Please contact the HR Service Center for help with the following services:

  • Managing new-hire and employee onboarding processes
    • Including the collection and verification of new-hire paperwork
  • Questions about Drexel's compensation process and salary structure
  • Employee Benefits
    • Helping with benefits enrollment
    • Answering general questions
    • Educating employees about benefits options
  • Career Pathway
  • Assistance with the annual performance review process
    • Responding to inquiries
    • Helping employees navigate Career Pathway
  • Help with the HR self-service options accessed via DrexelOne
  • Policy clarification
  • Liaison to HRIS operations

The HR Service Center will work to ensure that faculty, professional staff and students receive guidance, consultation and overall expertise in all HR functional areas.

 Tue, 16 Oct 2018 01:37:00 -0500 en text/html https://drexel.edu/hr/resources/service-center/ Killexams : How To Become An HR Specialist: Salary, Education Requirements And Job Growth

Editorial Note: We earn a commission from partner links on Forbes Advisor. Commissions do not affect our editors' opinions or evaluations.

Human resources certified are essential members of their organizations, playing vital roles in attracting, developing and retaining employees. They oversee numerous human resources (HR) operations within their companies, helping to shape company culture and ensure overall success.

Are you interested in how to become an HR specialist? This article overviews the HR specialist job scope, salary and career outlook, plus the steps you can take to pursue this career path.

What Does an HR Specialist Do?

HR certified perform various tasks to support specific HR functions, including:

  • Recruitment and staffing
  • Employee relations
  • Performance management
  • Compensation and payroll
  • Benefits administrations
  • Training and development

These professionals work closely with HR managers to ensure their organizations comply with relevant employment laws and regulations.

HR professionals possess a unique blend of soft skills and technical knowledge that makes them adept at relationship-building, problem-solving and communication in the workplace. The specific duties and level of responsibility of an HR specialist can vary depending on the size and type of organization; however, typical responsibilities include the following:

  • Interviewing candidates and making hiring recommendations
  • Mediating disputes and conflicts
  • Oversee employee benefits programs, such as paid time off, healthcare and retirement plans
  • Developing performance plans and conducting follow-up evaluations
  • Ensuring organizations comply with applicable laws and regulations
  • Designing and delivering employee training programs

Human Resources Specialist Salary and Career Growth

The U.S. Bureau of Labor Statistics reports that human resources certified earn a median annual salary of $64,240. The demand for these professionals is expected to grow, with a projected career growth rate of 8% between 2021 and 2031––surpassing the average growth rate for all occupations.

What’s the Difference Between an HR Specialist and an HR Manager?

HR certified and HR managers are key roles in the HR department of an organization, but they differ in terms of the scope of their responsibilities, skills and career path.

HR certified support HR functions within an organization and perform tasks related to a specific area of HR, such as recruiting and staffing, employee relations, benefits administration or compliance. They work closely with employees, managers and senior leaders to provide support and guidance on numerous HR-related issues. HR certified typically report to an HR manager or a higher-level HR professional.

HR managers lead and manage the HR functions within an organization. They develop and implement HR policies and procedures, oversee recruitment and staffing, manage employee relations and benefits and ensure compliance with employment regulations and laws.

Steps to Become an HR Specialist

Depending on your educational background, level of professional experience, certifications and other factors, several pathways lead to a career as an HR specialist. Below are the steps you can take to become an HR specialist.

Earn a Bachelor’s Degree

HR certified typically hold a bachelor’s degree in human resources, psychology, business administration with a focus in HR or a related discipline. A bachelor’s in HR equips graduates with a solid foundation in HR theories, principles and practices. This degree track generally requires four years of full-time study and comprises 120 to 130 credit hours.

The curriculum is often multidisciplinary, encompassing HR-specific, business, communications and behavioral science coursework. Specific course offerings vary by program; however, common courses include the following:

  • Introduction to human resources management
  • Compensation and benefits management
  • Legal issues in HR management
  • Employee and labor relations
  • Training and development
  • Organizational development
  • Staffing organizations

Admission requirements for HR bachelor’s programs vary by institution. Generally, applicants must have a high school diploma or GED certificate, meet a minimum GPA requirement and submit official transcripts. Standard admission requirements also include the following:

  • Letters of recommendation
  • ACT or SAT scores
  • Admissions essay
  • Admission interview

Gain Work Experience or Consider an Internship

Getting hands-on HR experience through entry-level positions or internships is an excellent way to gain practical HR knowledge and skills.

Applying for entry-level positions such as an HR assistant, HR coordinator, data-entry specialist and payroll clerk is a great way to gain direct experience in the field.

Many college programs incorporate internships into their curriculum, allowing students to gain valuable professional experience in tandem with their studies. You can also seek internship opportunities at specific organizations you’re interested in or local organizations in your area.

Completing internships or obtaining an entry-level HR position also help build your résumé, provide opportunities to network with professionals in your field and make valuable connections that may lead to future job opportunities and increase post-graduation job opportunities.

Look Into Additional Certifications

Although earning certifications isn’t a requirement, it can be a good career builder. Earning HR certification demonstrates your professional competency and commitment to the field and enhances your credibility with employers.

Consider a Master’s Degree

Earning a master’s in human resources offers students opportunities to enhance their understanding of specific HR functions and gain advanced specialized knowledge and technical HR skills.

The curriculum typically emphasizes leadership and management skills, combining business foundation courses such as finance and accounting with core HR coursework. Many programs incorporate a research component, such as a capstone project or thesis, allowing students to apply their knowledge and contribute to the field.

HR master’s programs typically include coursework that touches on the following areas:

  • Financial management
  • Business strategy and ethics
  • HR analytics
  • HR information systems
  • Managing a global economy
  • Employment law
  • Organizational leadership
  • Diversity and inclusion

Admission requirements for HR master’s programs vary by institution. Generally, applicants must hold a bachelor’s degree from an accredited institution, meet a minimum GPA requirement and submit official postsecondary transcripts. Some programs typically require applicants to have a certain amount of professional work experience, commonly ranging from one to five years. Standard admission requirements also include the following:

  • GRE or GMAT
  • Admission essay or personal statement
  • Résumé detailing professional work experience
  • Letters of recommendation from professional and academic references
  • Admission essay

Frequently Asked Questions (FAQs) About Becoming an HR Specialist

Can I get into HR without a degree?

It’s possible to get into HR without a degree, but having a relevant educational background is a strong advantage. Several alternative pathways can lead to a career in HR. Options include HR certifications or certificates and gaining experience in related fields such as administrative work, customer service and management. Many HR roles, especially those in larger organizations, may require applicants to have at least a bachelor’s degree in HR or a related field.

What are the top skills of an HR specialist?

HR certified have a combination of soft and technical skills, including communication, interpersonal skills, conflict resolution and management. Top technical skills include proficiency with HR technical tools such as payroll and applicant tracking systems.

Do HR certified get paid a lot?

According to the Bureau of Labor Statistics, the median annual salary for HR certified is $64,240. Several factors can impact your earning potential, including professional experience, level of education, certifications, location, industry, and the size of an organization.

 Fri, 07 Jul 2023 02:40:00 -0500 Mariah St John en-US text/html https://www.forbes.com/advisor/education/become-an-hr-specialist/ Killexams : Professional Development

The Professional Development Center (PDC) aims to provide Case Western Reserve University employees with comprehensive, high-quality learning and development resources that advance the performance of the individual and the university.

The PDC has several ways to contribute to a “Culture of Professional Development” at CWRU:

  • Training Opportunities: a wide variety of courses to help new supervisors, managers, and individual contributors grow personally and professionally in their roles
  • Customized Career Development: one-on-one sessions available to staff members to refine resumes and cover letters, explore career interests, and develop professional goals. Faculty members looking for career development resources should reach out to the Office of Faculty Development. 
  • Employee Recognition and Engagement: onboarding to numerous recognition events - It’s about retaining great staff members
  • Staff Mediation Service: a voluntary service to help staff members manage a conflict situation in the workplace. Faculty members interested in mediation services should reach out to the Office of Faculty Development. 

Follow Us on Instagram

The Professional Development Center is posting training calendars, career tips, campus resources, training reminders, and much more on Instagram! Come follow along with us @CWRU_PDC for daily content. 

Contact the Professional Development Center

To contact the Professional Development Center, email the HR Service Center at AskHR@case.edu.

 Fri, 16 Jul 2021 05:05:00 -0500 en text/html https://case.edu/hr/professional-development SPHR exam dump and training guide direct download
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