Human Resources Certification

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Human Resources Certification

• Shelly Prochaska, SPHR
• Manager, Southeast Region

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• Certification is a public recognition of
  professional achievement -- both within and
  ultimately outside of the profession.
• For many, achieving certification becomes a
  personal professional goal -- a way to test one's
  knowledge and to measure oneself against one's
  peers.
• To a lesser extent, others use it as an aid to
  career advancement.

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• SPHR/PHR certification is a symbol of
  professional achievement
• Signifies you have mastered the HR body of
  knowledge
• Nearly 70,000 individuals currently certified
• Member discount on exam fee and learning
  materials through SHRMStore
• Online registration now available

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HR Certification Institute

• SHRMs credentialing body
• Maintains nationally recognized standards set by
  individuals working in HR
• Administers exams in major cities around the U.S.
• Online at www.hrci.org

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• The PHR and SPHR says that the holder has
  demonstrated mastery of the HR body of knowledge
  and has accepted the personal challenge to stay
  informed of new developments in the HR field.
• To be successful in their jobs, HR professionals
  must know how to deal effectively with strategic
  management and planning issues, international
  competition, management staffing and family and
  social issues that affect the workplace.

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FAQs

• Why does the exam cover areas of HR that I dont
  deal with? Why must I test in areas I dont deal
  with?
• Passing the exam shows that you know the HR BODY
  OF KNOWLEDGE
• It covers what an HR practitioner should know
  and be able to apply to be considered a competent
  HR generalist"
• CPAs dont only have to know tax accounting!

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Which Exam?

• The PHR examination focuses more on the
  operational and technical aspects of human
  resource management.
• The SPHR examination addresses HR issues at the
  strategic and policy level.
• To be eligible for either examination, candidates
  must have a minimum of two years of exempt-level
  HR work experience as a practitioner, educator,
  researcher or consultant.

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The Ideal PHR Candidate

• Focuses on program implementation.
• Has tactical/logistical orientation.
• Has accountability to another HR professional
  within the organization.
• Has a minimum of two to four years of
  exempt-level generalist HR work experience, but
  because of career length, may lack the breadth
  and depth of a more senior level generalist.
• Has not had progressive HR work experience by
  virtue of career length.
• Has an impact within the HR department, rather
  than organization-wide.
• Commands respect through the credibility of
  knowledge and the use of policies and guidelines
  to make decisions.

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The Ideal SPHR Candidate

• Designs and plans rather than implements.
• Focuses on the "big picture."
• Has ultimate accountability in the HR department.
  
• Has a minimum of six to eight years of
  progressive HR experience.
• Has breadth and depth of HR generalist knowledge.
  
• Uses judgment obtained with time and application
  of knowledge.
• Is not specialized rather, the SPHR candidate
  typically has generalist role within
  organization.
• Understands the level of impact one's decisions
  make within and outside of the organization.
• Understands the business, not just the HR
  function.
• Manages relationships has influence within
  overall organization.
• Commands credibility within organization,
  community and field by experience.
• Possesses excellent negotiation skills.

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Student Exams

• HRCI allows students and recent graduates within
  one year of graduation to take the PHR
  examination at a reduced student fee.
• Upon passing the examination, student candidates
  are not considered PHR-certified until they
  obtain two years of exempt-level HR work
  experience.
• Students and recent graduates who already have
  two years of exempt-level HR work experience may
  not take the examination as a student/recent
  graduate.

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When and Where

• In 2004, take the exam at any of the 250
  Prometric Test Centers (97 now)
• Two eight-week periods from the beginning of May
  through the end of June, and from mid-November
  through mid-January
• Test centers are open Monday through Friday, and
  evening and weekend hours

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Computer-Based Testing

• Receive an official pass/fail notification in the
  mail two to three weeks after the examwith their
  certificates if you passedand detailed breakouts
  of performance in the functional areas of the
  exam
• Exams will no longer be offered at the SHRM
  Annual Conference or Leadership Conference
• Take a tutorial before the exam
• Take exam at individual workstation

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NEW!

• New NOW!
• Online certification assessment
• Take a sample timed exam to assess your readiness
  for the exam
• Receive feedback showing where you need to focus
  your study
• Coming in May 2004 . . .
• International/Global Certification (GPHR)

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Test Dates

• Two testing windows, each eight weeks in
  duration, are offered annually.
• Candidates who register for the Spring testing
  window can schedule their exam at a Prometric
  testing center between May 1 and June 30.
• Candidates who register for the Winter testing
  window can schedule their exam between November
  15, 2004 and January 15, 2005.

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Deadlines

• Exam Window Regular Deadline Late Deadline
• Spring 5/1 6/30 3/5/04 4/23/04
• Winter 11/15 1/15 9/20/04 11/5/04

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Exam Content

• The most recent study identified changes in the
  profession in four major areas
• reliance on Internet technology
• employee training and retraining needs, based on
  experience levels
• strategic involvement in aspects of the business
• demands associated with managing a diverse
  workforce that includes an increasing number of
  international employees

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Exam Content

• The change in practice prompted a restructuring
  of the body of knowledge into six, compared with
  the former seven, functional areas
• strategic management
• workforce planning and employment
• human resource development
• compensation and benefits
• employee and labor relations
• occupational health, safety and security

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• Costs
• PHR
• 250 for SHRM members
• 300 for non-SHRM members
• 120 for students
• SPHR
• 375 for SHRM members
• 425 for non-SHRM members

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Pass Rates 1992-2002
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How to Prepare

• Self-Study
• Workshops/Seminars
• Chapter Study Groups
• College Courses

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HR Certification Guide

• HRCI Certification Guide, available through
  Amazon.com, the Barnes and Noble online bookstore
  and the SHRMStore.
• The guide costs about 25 and includes more
  in-depth discussion about how to choose a study
  method, a bibliography of recommended resources,
  sample study schedules and sample questions and
  answers.
• It is the only guide prepared by HRCI for the
  examinations and should be referenced before
  candidates determine their study approach.

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HR Certification Guide

• HR Certification Guide contains about 120 test
  questions
• Get the feel for the types of questions
• Answers in back of book
• Excellent resource for testing your knowledge

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Study Methods

• The educational services offered by SHRM include
  the following
• SHRM Certification Preparation Course. These
  three- and four-day courses are designed to
  refresh candidates on the HR body of knowledge
  and cover the functional areas included in the
  HRCI test specifications. For details, see
  www.shrm.org/seminars.
• SHRM Learning System. This computer-based study
  tool reviews the functional areas on the HR body
  of knowledge. For details, see
  www.shrm.org/learning.

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Study Methods

• The educational services offered by SHRM include
  the following
• College/University Program. Participating
  colleges and universities offer these courses,
  held a few months before each national test
  administration. They are 10 weeks in length. The
  courses are designed to prepare candidates for
  the PHR and SPHR examinations and are also
  modeled from the HRCI test specifications. For
  details, see http//www.shrm.org/learning/college.
  htm

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Study Methods

• Other resources
• Textbook Human Resource Management by Mathis
  Jackson
• Also comes with Study Guide
• Available online through the SHRMStore

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Sample Questions

• An applicant who was previously fired for
  misconduct by another employer does not list that
  employment experience on the application form and
  is subsequently hired. One month later, this
  omission is discovered. How should this
  situation be handled?
• A. The incident should be overlooked and
  considered a casual omission. B. The employee
  should receive a written disciplinary letter
  about the omission. C. The employee should be
  fired for falsification of the application. D.
  The previous employer should be contacted to
  determine the cause of the prior dismissal.

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Sample Questions

• C. The employee should be fired for
  falsification of the application.
• A commonly recognized principle at law is that
  fraudulent misrepresentation on an application
  form is grounds for immediate dismissal.
  Additionally, falsification of official records
  is viewed as a serious violation of work rules.
  If an applicant intentionally lies or conceals
  information and was previously terminated by
  another employer for misconduct, assume more
  problems will occur. The best indicator of
  future performance is past performance. The
  employee should be terminated.

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Sample Questions

• A performance appraisal approach that best meets
  EEO guidelines is one that is oriented to
• A. Job content. B. General job characteristics.
  C.The traits of the person in the job. D. Using
  the same criteria for all positions.

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Sample Questions

• A. Job content.
• Performance appraisals are subject to the
  Uniform Guidelines for Employee Selection
  Procedures. As such, they must be job-related and
  based on job analysis. General job descriptions
  are not specific enough to be legally defensible.
  Using a trait approach focuses on personal
  characteristics rather than job performance.

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Sample Questions

• Which of the following would least likely occur
  with the implementation of a cafeteria-style
  benefits program?
• A. Reduced turnover B. Less wasted or unused
  benefits C. Reduced administrative costs D.
  Increased employee understanding of benefit costs

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Sample Questions

• C. Reduced administrative costs
• Cafeteria-style benefit plans allow employees
  some degree of freedom of selection in the type
  of benefits for which they may enroll. These
  plans allow the employee to tailor the benefit
  package to their particular life situation,
  providing a more efficient utilization of
  benefits. The downside of such plans are
  increased record-keeping and administration and
  the potential for adverse selection.

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Sample Questions

• Job enrichment and job enlargement are two means
  of enhancing jobs through job design. What is the
  basic difference between the two techniques?
• A. Enriching a job involves adding more tasks to
  an existing job while enlarging a job involves
  adding more responsibilities. B. Enlarging a job
  indicates an increased rate of pay will accompany
  the new job responsibilities. C. Enlarging a job
  involves adding more tasks at the same level
  while enriching a job involves adding more
  responsibilities. D. The two terms mean the
  same, there is no basic difference between them.

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Sample Questions

• C. Enlarging a job involves adding more tasks at
  the same level while enriching a job involves
  adding more responsibilities.
• Enlarging a job involves adding more tasks at
  the same level while enriching a job involves
  adding more responsibilities. Job enlargement is
  generally considered an increase in the number
  and variety of tasks in a job. It is also known
  as horizontal loading because the new tasks are
  at the same responsibility level as the previous
  tasks. Job enrichment involves adding more and
  often higher levels of responsibility to a job.
  It generally increases a worker's degree or
  control over planning, execution and evaluation
  of work. It also known as vertical loading.

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Sample Questions

• The future demand for employees is essentially
  derived from the anticipated
• A. supply of external employees B. demand for
  the organization's products and/or services C.
  competitive forces in the labor market D.
  changes in federal legislation

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Sample Questions

• B. demand for the organization's products and/or
  services
• Other factors influencing the future demand for
  employees include the organization's productivity
  and its productivity improvement goal.

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Sample Questions

• Collective bargaining issues that fall within
  the NLRA's definition of wages, hours, and other
  terms and conditions of employment are classified
  as what type of issues?
• A. mandatory B. permissive C. voluntary D.
  prohibited

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Sample Questions

• A. mandatory
• Permissive or voluntary issues are those that
  may be raised but neither side may insist that
  they be included in the collective bargaining
  process. Prohibited issues are those that have
  been specifically excluded.

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Sample Questions

• In a firm's training and development program,
  the trainee must believe that improved skills
  will lead to desired outcomes and that efforts in
  the training program will result in improved
  skills. These assumptions are related to which
  motivation theory?
• A. expectancy theory B. reinforcement theory
  C. motivation-hygiene theory D. equity theory

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Sample Questions

• A. expectancy theory
• Reinforcement theory holds that the consequences
  of behavior influence that behavior. To be most
  effective, reinforcement needs to be provided as
  soon after the desired behavior as possible.
  Herzberg's motivation-hygiene theory focuses on
  satisfiers (motivator factors, such as
  achievement and responsibility) and
  dissatisfiers, hygiene factors, which are
  important in preventing demotivation but do not
  positively motivate performance. Other hygiene
  factors are company policy, working conditions
  and pay. Equity theory suggests that individuals
  compare their rewards and the efforts required to
  attain them with the rewards and efforts of other
  relevant individuals.

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Sample Questions

• Upon what piece of federal legislation are labor
  laws primarily based?
• A. The Norris-LaGuardia Act B. The Walsh-Healey
  Act C. The Davis-Bacon Act D. The Wagner Act

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Sample Questions

• D. The Wagner Act
• The National Labor Relations Act (the Wagner
  Act) declared legislative support of the right of
  labor to organize and engage in collective
  bargaining. The Norris-LaGuardia Act specifies
  when injunctions can be used in labor disputes
  and outlaws so-called yellow dog contracts. The
  Walsh-Healey Act sets wages, hours, and working
  conditions for government contractors and the
  Davis-Bacon Act regulates wages for workers of
  government contractors on public works projects.

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Sample Questions

• What is the primary advantage for an employer to
  provide vesting in its profit sharing program on
  a gradual basis?
• A. Reduces cost B. Encourages interest in the
  plan C. Improves employee morale D. Reduces
  turnover

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Sample Questions

• D. Reduces turnover
• Vesting rights refer to the percent of profit an
  employee actually owns in his or her account. It
  is often established on a graduated basis. For
  example, an employee may become 20 percent vested
  after two years with an additional 20 percent
  every year thereafter until the employee is 100
  percent vested. This approach tends to encourage
  employees to stay with the organization.

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Sample Questions

• When regression analysis is used in human
  resource research, a potential dependent variable
  might be
• A. biographical data B. personal goals C.
  length of employment D. test scores

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Sample Questions

• C. length of employment
• Biographical data, personal goals and test
  scores would most likely serve as independent
  variables that might have an affect on dependent
  variables, such as satisfaction, productivity and
  tenure. The purpose of regression analysis is to
  use the correlation existing between two or more
  variables as a means of predicting one dependent
  variable from the independent variables.

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Re-Certification

• Once certified, it is required that you
  re-certify every 3 years
• 60 hours of learning credit
• Hour-for-hour basis
• If you do not submit the re-certification form on
  time, your only option is to retake the exam
• NO supporting documentation should be submitted

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Re-Certification

• Credit is awarded for HR-related activities in
  these categories
• Continuing Education Credit awarded hour for
  hour.
• Instruction 1 hour taught 1.5 credit hours
  awarded.
• On-the-Job Experience Credit awarded for
  first-time work activity if it broadens your
  knowledge of the field of HR.
• Research/Publishing Conduct research, write, or
  publish for the industry.
• Leadership Your external leadership activities
  count.
• Professional Membership Become a member of a
  national HR-related professional association and
  earn your credit hours.

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Re-Certification

• Regarding Continuing Education, HR-related
  seminar, workshops, courses, etc., COUNT toward
  re-certification credit, as long as they are not
  during a meal.
• The program you attend DOES NOT need to be
  pre-certified for re-certification credit.
• CEUs DO NOT equal re-certification hours.
• Re-certification credits are hour-for-hour.
• 1 hour of learning equals 1 hour of credit.

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Re-Certification

• Re-certification allows candidates to maintain
  their designation and the privilege of using the
  designation on business correspondence.
• PHR and SPHR certified professionals who do not
  re-certify must immediately stop using the PHR
  and SPHR credentials.
• Failure to do so not only puts the user in
  violation of trademark laws, but violates the
  HRCI code of conduct and the SHRM code of ethics.

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Re-Certification

• Answers to ALL your re-certification questions
  can be found at www.hrci.org
• A re-certification form can be found at
  http//www.hrci.org/recertification/
• There is a 100 processing fee.

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HR Certification

• Thank you! Any questions?
• Shelly Prochaska, SPHR
• Manager, Southeast Region
• sprochaska_at_shrm.org