HR PHR Exam (Professional in Human Resources (PHR)) Detailed Information

IS THIS CERTIFICATION RIGHT FOR ME? HRCI Seals_PHR
By earning the Professional in Human Resources® (PHR®) certification you demonstrate a mastery of the technical and operational aspects of HR practices and U.S. laws and regulations. The professionally relevant credential is for the HR professional who focuses on program implementation, has a tactical/logistical orientation, is accountable to another HR professional within the organization and has responsibilities that focus on the HR department rather than the whole organization.
AM I ELIGIBLE?
To sit for the PHR exam you must have:
a minimum of 1 year of experience in a professional-level HR position + a Master’s degree or higher,
a minimum of 2 years of experience in a professional-level HR position + a Bachelor’s degree, OR
a minimum of 4 years of experience in a professional-level HR position + a high school diploma.
WHAT IS THE EXAM FORMAT & LENGTH?
Computer-based Testing (CBT) at a Prometric testing center
3 Hour exam
150 multiple-choice questions + 25 pretest questions
WHAT IS COVERED?
Review the PHR Exam Content Outline for details.
HOW MUCH DOES IT COST?
Exam Fee: $375 + Application Fee*: $75
*application fee is non-refundable
WHEN CAN I TAKE THE EXAM?
The PHR is offered throughout the year.
PHR®
A minimum of 1 year of experience in a professional-level HR position with a Master's degree or higher, OR
A minimum of 2 years of experience in a professional-level HR position with a Bachelor's degree, OR
A minimum of 4 years of experience in a professional-level HR position with less than a Bachelor's degree
In today’s hypercompetitive business world, there are numerous reasons why an HR certification matters. For starters, one out of every two hiring managers prefer candidates with certification, according to the Human Resources Certification Institute’s 2008 Value of Certification Survey. In addition, the U.S. Bureau of Labor Statistics (BLS) projected the demand for human resources professionals to grow 9% by 2024. As the competition for this job grows, HR professionals with valuable certification may be more likely to stand out from the other candidates.
HR: Then and Now
Today’s human resources field is light years ahead of when HR was predominantly limited to administrative duties. Human resources professionals still perform traditional tasks like employment screening and answering benefits questions, but they are also pivotal in high-level planning with responsibilities like consulting with top executives to chart strategic direction and shaping key policies.
The Importance of HR Certification
It often makes a world of difference when you can show others just how dedicated you are to your career. In general, to be respected as a human resources professional and to be considered for higher level positions, you must have an HR Certification. This valuable credential can help distinguish you as an HR expert and professional. For more information about why HR certification matters to you, there are a number of reasons detailed in the Value of Certification Survey from the Human Resources Certification Institute (HRCITM), including:
Hiring managers typically consider an applicant’s certification when making hiring decisions
Certified HR professionals may inspire greater trust and confidence from business colleagues than their non-certified HR co-workers
Some organizations believe hiring HR-certified professionals gives them a competitive advantage
Business leaders may find HR-certified professionals better motivated and knowledgeable than non-certified HR workers
HR professionals report that certified HR professionals can help create a positive impact on their organizations’ financial performance
View our Human Resources Career Guide Here
What Does HR Certification Mean to You?
There are several reasons why an HR certification can matter, both personally and professionally. HR certification is a career-long commitment that can help demonstrate to your peers and your company that you are driven to be a successful human resources manager.
Prestigious HR Credentials:
Can help set you apart from those without it
May help increase your professional confidence and satisfaction
May increase earnings potential
Can result in greater respect from your organization
May make you a better candidate for a new job
Personal Benefits of Professional HR Certification
How is HR certification important to you and your career? There are many reasons why HR certification matters, but this question may be answered accurately by those who currently have an HR certification. According to the Value of Certification study by HRCI, when HR professionals were asked about the perceived benefits from achieving certification, the top-10 advantages were:
Strengthens my résumé
Provides me personal satisfaction
Differentiates me from non-certified HR professionals
Increases my chances of getting a better job outside my organization
Helps me be more successful in my role as an HR professional
Gains me respect from my organization (e.g. colleagues, superiors)
Helps prove my worth/value to my employer
Increases my earning potential
Allows me to have a greater impact on my organizations business success
Improves my career advancement opportunities within my organization.
Nationally Recognized HR Certification
Now that you have a clear understanding of why HR certification matters, you should know what types of certification are available. The four most recognized types of HR certifications are: SHRM-CP®, SHRM-SCP®, PHR® and SPHR®. The SHRM-CP stands for the Society of Human Resource Management Certified Professional, and the SHRM-SCP stands for SHRM Senior Certified Professional. Additionally, the PHR stands for Professional in Human Resources, while the SPHR represents Senior Professional in Human Resources.
The differences between the four designations are the amount of relevant work experience and level of training. The SHRM-CP and PHR are basic certifications and on a similar level of experience, while the SHRM-SCP and SPHR are both senior-level certifications. Candidates need to meet certain requirements for each type of certification. Here is a typical profile for each:
SHRM-CP Candidate
Serves as a point of contact for staff and stakeholders
Delivers HR services
Performs operational HR functions
Implements policies and strategies
Requires at least three years of experience in an HR-related role if the candidate has obtained less than a Bachelor’s degree
Professionals with a Bachelor’s degree in an HR-related field require at least one year of experience in an HR role
Professionals with a Graduate degree require one year of experience in an HR role, unless their degree is HR-related
Understands SHRM’s Body of Competency & Knowledge (BoCK)
SHRM-SCP Candidate
Develops HR strategies
Leads HR functions
Analyzes performance metrics
Aligns HR strategies to organizational goals
Has three-to-seven years of HR-related experience
Has an understanding of SHRM’s new Body of Competency & Knowledge (BoCK)
PHR Candidate
Focuses on program implementation
Has tactical/logistical orientation
Has accountability to another HR professional within the organization
Has 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
Focuses his or her impact on the organization 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
SPHR Candidate
Designs and plans rather than implements
Focuses on the “big picture”
Has ultimate accountability in the HR department
Has 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
Has generalist role within the organization
Understands the effect of decisions made within and outside of the organization
Understands the business, not just the HR function
Manages relationships; has influence within the overall organization
Commands credibility within the organization, community and field by experience
Possesses excellent negotiation skills
Certified individuals are usually issued a certificate attesting that they have met the standards of the credentialing organization and are entitled to make the public aware of their credentialed status, usually through the use of initials (i.e., SHRM-SCP or SPHR) after their names.
The Transformation of the Human Resources Field
The evolving challenges in human resources can yield tremendous opportunities to those with the right training and credentials. Professionals who have earned industry-recognized certifications may be well-positioned for success, according to the U.S. Department of Labor.
Your HR Career Success Depends Upon New Skills and Certification
To be an effective HR professional, candidates not only need to understand concepts such as strategic management, workforce planning, human resource development and organizational management, but they also require practical skills to implement these concepts. Villanova University’s online Master Certificate in Human Resource Management program is an ideal way to gain critical skills and prepare for the SHRM-CP and SHRM-SCP certifications. The program is 100% online, and professionals can experience unmatched convenience as they learn from world-renowned HR experts from Villanova University, behind SHRM's Body of Competency & Knowledge.
The Ideal Way to Prepare for Your Professional HR Certification Exam
Villanova University’s online program can also help prepare HR professionals for the SHRM-CP and SHRM-SCP certification exams. The SHRM-CP and SHRM-SCP certifications focus on both behavioral and technical competencies, which combined, allow for situational judgment scenarios. This dynamic program also includes more than one-year of access to the SHRM Learning System, with practical exams and valuable study materials (a $800 value). The 12-week HR Management course contains the latest content, including:
Updated information based on SHRM’s new Body of Competency and Knowledge.
Information from the SHRM Learning System, which includes more than 1,000 questions, allows professionals to test their knowledge and better prepare for the certification exams.
New interactive case study focused on real-world situations faced by HR professionals. Apply learned concepts in eight different scenarios and work through questions for each.
Live and pre-recorded lectures taught by distinguished university faculty.
There’s never been a better opportunity to prepare for this red-hot career field. Now’s the time to take the next step toward HR certification by earning your Master Certificate in Human Resource Management 100% online from Villanova University.
PHR EXAM WEIGHTING BY FUNCTIONAL AREA
» Business Management and Strategy (11%)
» Workforce Planning and Employment (24%)
» Human Resource Development (18%)
» Compensation and Benefits (19%)
» Employee and Labor Relations (20%)
» Risk Management (8%)
The Professional in Human Resources (PHR®) and Senior Professional in Human Resources (SPHR®)
exams are created using the PHR and SPHR EXAM CONTENT OUTLINE, which details the
responsibilities of and knowledge needed by today’s HR professional. The PHR and SPHR EXAM
CONTENT OUTLINE is created by HR subject matter experts through a rigorous practice analysis
study and validated by HR professionals working in the field through an extensive survey instrument.
It is updated periodically to ensure it is consistent with current practices in the HR field.
FUNCTIONAL AREA O1: BUSINESS MANAGEMENT & STRATEGY (11% / 30%)
Developing, contributing to, and supporting the organization’s mission, vision, values, strategic goals
and objectives; formulating policies; guiding and leading the change process; and evaluating organizational
effectiveness as an organizational leader.
RESPONSIBILITIES
01 Interpret and apply information related to
the organization’s operations from internal
sources, including finance, accounting,
business development, marketing, sales,
operations, and information technology,
in order to contribute to the development of
the organization’s strategic plan.
02 Interpret information from external sources
related to the general business environment,
industry practices and developments,
technological advances, economic
environment, labor force, and the legal
and regulatory environment, in order to
contribute to the development of the
organization’s strategic plan.
03 Participate as a contributing partner in the
organization’s strategic planning process
(for example: provide and lead workforce
planning discussion with management,
develop and present long-term forecast of
human capital needs at the organizational
level). SPHR only
04 Establish strategic relationships with key
individuals in the organization to influence
organizational decision-making.
05 Establish relationships/alliances with key
individuals and outside organizations to assist
in achieving the organization’s strategic goals
and objectives (for example: corporate social
responsibility and community partnership).
06 Develop and utilize business metrics to
measure achievement of the organization’s
strategic goals and objectives (for example:
key performance indicators, balanced
scorecard). SPHR only
07 Develop, influence, and execute strategies
for managing organizational change that
balance the expectations and needs of the
organization, its employees, and other
stakeholders.
08 Develop and align the human resource
strategic plan with the organization’s
strategic plan. SPHR only
09 Facilitate the development and communication
of the organization’s core values, vision,
mission, and ethical behaviors.
10 Reinforce the organization’s core values
and behavioral expectations through
modeling, communication, and coaching.
11 Provide data such as human capital
projections and costs that support the
organization’s overall budget.
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12 Develop and execute business plans
(i.e., annual goals and objectives) that
correlate with the organization’s strategic
plan’s performance expectations to include
growth targets, new programs/services,
and net income expectations. SPHR only
13 Perform cost/benefit analyses on proposed
projects. SPHR only
14 Develop and manage an HR budget that
supports the organization’s strategic goals,
objectives, and values. SPHR only
15 Monitor the legislative and regulatory
environment for proposed changes and
their potential impact to the organization,
taking appropriate proactive steps to
support, modify, or oppose the proposed
changes.
16 Develop policies and procedures to
support corporate governance initiatives
(for example: whistle-blower protection,
code of ethics). SPHR only
17 Participate in enterprise risk management
by ensuring that policies contribute to
protecting the organization from potential
risks.
18 Identify and evaluate alternatives and
recommend strategies for vendor selection
and/or outsourcing. SPHR only
19 Oversee or lead the transition and/or
implementation of new systems, service
centers, and outsourcing. SPHR only
20 Participate in strategic decision-making
and due diligence activities related to
organizational structure and design (for
example: corporate restructuring, mergers
and acquisitions [M & A], divestitures).
SPHR only
21 Determine the strategic application of
integrated technical tools and systems
(for example: new enterprise software,
performance management tools, self-service
technologies). SPHR only
KNOWLEDGE OF
01 The organization’s mission, vision, values,
business goals, objectives, plans, and
processes.
02 Legislative and regulatory processes
03 Strategic planning process, design,
implementation, and evaluation
04 Management functions, including planning,
organizing, directing, and controlling
05 Corporate governance procedures and
compliance (for example: Sarbanes-Oxley
Act)
06 Due diligence processes (for example:
M & A, divestitures) SPHR only
07 Transition techniques for corporate
restructuring, M & A, off-shoring, and
divestitures. SPHR only
08 Elements of a cost-benefit analysis during
the life-cycle of the business (such as
scenarios for growth, including expected,
economic stressed, and worst case conditions)
and the impact to net-worth/earnings for
short-, mid-, and long-term horizons
09 Business concepts (for example:
competitive advantage, organizational
branding, business case development,
corporate responsibility)
10 Business processes (for example: operations,
sales and marketing, data management)
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FUNCTIONAL AREA O2: WORKFORCE PLANNING AND EMPLOYMENT (24% / 17%)
Developing, implementing, and evaluating sourcing, recruitment, hiring, orientation, succession
planning, retention, and organizational exit programs necessary to ensure the workforce’s ability to
achieve the organization’s goals and objectives.
RESPONSIBILITIES
01 Ensure that workforce planning and
employment activities are compliant with
applicable federal laws and regulations.
02 Identify workforce requirements to achieve
the organization’s short- and long-term goals
and objectives (for example: corporate
restructuring, workforce expansion or
reduction).
03 Conduct job analyses to create and/or
update job descriptions and identify job
competencies.
04 Identify, review, document, and update
essential job functions for positions.
05 Influence and establish criteria for hiring,
retaining, and promoting based on job
descriptions and required competencies.
06 Analyze labor market for trends that impact
the ability to meet workforce requirements
(for example: federal/state data reports).
07 Assess skill sets of internal workforce and
external labor market to determine the
availability of qualified candidates, utilizing
third party vendors or agencies as
appropriate.
08 Identify internal and external recruitment
sources (for example: employee referrals,
diversity groups, social media) and
implement selected recruitment methods.
09 Establish metrics for workforce planning
(for example: recruitment and turnover
statistics, costs).
10 Brand and market the organization to
potential qualified applicants.
11 Develop and implement selection procedures
(for example: applicant tracking, interviewing,
reference and background checking).
12 Develop and extend employment offers and
conduct negotiations as necessary.
13 Administer post-offer employment activities
(for example: execute employment
agreements, complete I-9/e-Verify process,
coordinate relocations, and immigration).
14 Develop, implement and evaluate orientation
and on-boarding processes for new hires,
rehires and transfers.
15 Develop, implement and evaluate employee
retention strategies and practices.
16 Develop, implement and evaluate the
succession planning process. SPHR only.
17 Develop and implement the organization
exit/off-boarding process for both voluntary
and involuntary terminations, including
planning for reductions in force (RIF).
18 Develop, implement and evaluate an
affirmative action plan (AAP) as required.
19 Develop and implement a record retention
process for handling documents and
employee files (for example: pre-employment
files, medical files and benefits files).
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KNOWLEDGE OF
11 Applicable federal laws and regulations
related to workforce planning and
employment activities (for example:
Title VII, ADA, EEOC Uniform Guidelines on
Employee Selection Procedures, Immigration
Reform and Control Act)
12 Methods to assess past and future staffing
effectiveness (for example: costs per hire,
selection ratios, adverse impact)
13 Recruitment sources (for example: employee
referral, social networking/social media) for
targeting passive, semi-active and active
candidates
14 Recruitment strategies
15 Staffing alternatives (for example: outsourcing,
job sharing, phased retirement)
16 Planning techniques (for example: succession
planning, forecasting)
17 Reliability and validity of selection
tests/tools/methods
18 Use and interpretation of selection tests
(for example: psychological/personality,
cognitive, motor/physical assessments,
performance, assessment center)
19 Interviewing techniques (for example:
behavioral, situational, panel)
20 Impact of compensation and benefits on
recruitment and retention
21 International HR and implications of global
workforce for workforce planning and
employment. SPHR only
22 Voluntary and involuntary terminations,
downsizing, restructuring, and outplacement
strategies and practices
23 Internal workforce assessment techniques
(for example: skills testing, skills inventory,
workforce demographic analysis)
24 Employment policies, practices, and
procedures (for example: orientation,
on-boarding, and retention)
25 Employer marketing and branding
techniques
26 Negotiation skills and techniques
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FUNCTIONAL AREA O3: HUMAN RESOURCE DEVELOPMENT (18% / 19%)
Developing, implementing, and evaluating activities and programs that address employee
training and development, performance appraisal, and talent and performance management to
ensure that the knowledge, skills, abilities, and performance of the workforce meet current and
future organizational and individual needs.
RESPONSIBILITIES
01 Ensure that human resources development
activities are compliant with all applicable
federal laws and regulations.
02 Conduct a needs assessment to identify and
establish priorities regarding human resource
development activities.
03 Develop/select and implement employee
training programs (for example: leadership
skills, harassment prevention, computer skills)
to increase individual and organizational
effectiveness.
04 Evaluate effectiveness of employee training
programs through the use of metrics (for
example: participant surveys, pre- and
post-testing). SPHR only
05 Develop, implement, and evaluate talent
management programs that include assessing
talent, developing career paths, and
managing the placement of high-potential
employees.
06 Develop, select, and evaluate
performance appraisal processes
(for example: instruments, ranking and
rating scales) to increase individual and
organizational effectiveness.
07 Develop, implement, and evaluate
performance management programs
and procedures (includes training for
evaluators).
08 Develop/select, implement, and evaluate
programs (for example: telecommuting,
diversity initiatives, repatriation) to meet
the changing needs of employees and the
organization. SPHR only
09 Provide coaching to managers and
executives regarding effectively managing
organizational talent.
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KNOWLEDGE OF
27 Applicable federal laws and regulations
related to human resources development
activities (for example: Title VII, ADA, Title 17
[ law] )
28 Career development and leadership
development theories and applications
(for example: succession planning, dual
career ladders)
29 Organizational development (OD) theories
and applications
30 Training program development techniques
to create general and specialized training
programs
31 Facilitation techniques, instructional methods,
and program delivery mechanisms
32 Task/process analysis
33 Performance appraisal methods (for example:
instruments, ranking and rating scales)
34 Performance management methods
(for example: goal setting, relationship to
compensation, job placements/promotions)
35 Applicable global issues (for example:
international law, culture, local management
approaches/practices, societal norms).
SPHR only
36 Techniques to assess training program
effectiveness, including use of applicable
metrics (for example: participant surveys,
pre- and post- testing)
37 Mentoring and executive coaching
FUNCTIONAL AREA O4: COMPENSATION AND BENEFITS (19% / 13%)
Developing/selecting, implementing/administering, and evaluating compensation and benefits
programs for all employee groups in order to support the organization’s goals, objectives, and
values.
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RESPONSIBILITIES
01 Ensure that compensation and benefits
programs are compliant with applicable
federal laws and regulations.
02 Develop, implement, and evaluate
compensation policies/programs
(for example: pay structures, performancebased
pay, internal and external equity).
03 Manage payroll-related information
(for example: new hires, adjustments,
terminations).
04 Manage outsourced compensation and
benefits components (for example: payroll
vendors, COBRA administration, employee
recognition vendors). PHR only
05 Conduct compensation and benefits programs
needs assessments (for example: benchmarking,
employee surveys, trend analysis).
06 Develop/select, implement/administer,
update and evaluate benefit programs
(for example: health and welfare, wellness,
retirement, stock purchase).
07 Communicate and train the workforce in
the compensation and benefits programs,
policies and processes (for example:
self-service technologies).
08 Develop/select, implement/administer,
update, and evaluate an ethically sound
executive compensation program
(for example: stock options, bonuses,
supplemental retirement plans). SPHR only
09 Develop, implement/administer and evaluate
expatriate and foreign national compensation
and benefits programs. SPHR only
KNOWLEDGE OF
38 Applicable federal laws and regulations
related to compensation, benefits, and tax
(for example: FLSA, ERISA, FMLA, USERRA)
39 Compensation and benefits strategies
40 Budgeting and accounting practices related
to compensation and benefits
41 Job evaluation methods
42 Job pricing and pay structures
43 External labor markets and/or economic factors
44 Pay programs (for example: variable, merit)
45 Executive compensation methods. SPHR only
46 Non-cash compensation methods (for
example: equity programs, non-cash rewards)
47 Benefits programs (for example: health
and welfare, retirement, Employee Assistance
Programs [EAPs])
48 International compensation laws and
practices (for example: expatriate
compensation, entitlements, choice of law
codes). SPHR only
49 Fiduciary responsibilities related to
compensation and benefits
FUNCTIONAL AREA O5: EMPLOYEE AND LABOR RELATIONS (20% / 14%)
Developing, implementing/administering, and evaluating the workplace in order to maintain
relationships and working conditions that balance employer/employee needs and rights in support
of the organization’s goals and objectives.
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RESPONSIBILITIES
01 Ensure that employee and labor relations
activities are compliant with applicable
federal laws and regulations.
02 Assess organizational climate by obtaining
employee input (for example: focus groups,
employee surveys, staff meetings).
03 Develop and implement employee relations
programs (for example: recognition, special
events, diversity programs) that promote a
positive organizational culture.
04 Evaluate effectiveness of employee relations
programs through the use of metrics (for
example: exit interviews, employee surveys,
turnover rates).
05 Establish, update, and communicate workplace
policies and procedures (for example:
employee handbook, reference guides, or
standard operating procedures) and monitor
their application and enforcement to ensure
consistency.
06 Develop and implement a discipline policybased
on organizational code of conduct/
ethics, ensuring that no disparate impact or
other legal issues arise.
07 Create and administer a termination process
(for example: reductions in force [RIF], policy
violations, poor performance) ensuring that
no disparate impact or other legal issues
arise.
08 Develop, administer, and evaluate grievance/
dispute resolution and performance
improvement policies and procedures.
09 Investigate and resolve employee complaints
filed with federal agencies involving
employment practices or working conditions,
utilizing professional resources as necessary
(for example: legal counsel, mediation/
arbitration specialists, investigators)
10 Develop and direct proactive employee
relations strategies for remaining union-free
in non-organized locations. SPHR only
11 Direct and/or participate in collective
bargaining activities, including contract
negotiation, costing, and administration.
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KNOWLEDGE OF
50 Applicable federal laws affecting employment
in union and nonunion environments, such as
laws regarding antidiscrimination policies,
sexual harassment, labor relations, and
privacy (for example: WARN Act, Title VII,
NLRA)
51 Techniques and tools for facilitating positive
employee relations (for example: employee
surveys, dispute/conflict resolution, labor
management cooperative strategies)
52 Employee involvement strategies
(for example: employee management
committees, self-directed work teams, staff
meetings)
53 Individual employment rights issues and
practices (for example: employment at will,
negligent hiring, defamation)
54 Workplace behavior issues/practices (for
example: absenteeism and performance
improvement)
55 Unfair labor practices
56 The collective bargaining process, strategies,
and concepts (for example: contract
negotiation, costing, and administration)
57 Legal disciplinary procedures
58 Positive employee relations strategies and
non-monetary rewards
59 Techniques for conducting unbiased
investigations
60 Legal termination procedures
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FUNCTIONAL AREA O6: RISK MANAGEMENT (8% / 7%)
Developing, implementing/administering, and evaluating programs, procedures, and policies in
order to provide a safe, secure working environment and to protect the organization from potential
liability.
RESPONSIBILITIES
01 Ensure that workplace health, safety, security,
and privacy activities are compliant with
applicable federal laws and regulations.
02 Conduct a needs analysis to identify the
organization’s safety requirements.
03 Develop/select and implement/administer
occupational injury and illness prevention
programs (i.e., OSHA, workers’ compensation).
PHR only
04 Establish and administer a return-to-work
process after illness or injury to ensure a safe
workplace (for example: modified duty
assignment, reasonable accommodations,
independent medical exam).
05 Develop/select, implement, and evaluate
plans and policies to protect employees
and other individuals, and to minimize the
organization’s loss and liability (for example:
emergency response, workplace violence,
substance abuse).
06 Communicate and train the workforce on
security plans and policies.
07 Develop, monitor, and test business
continuity and disaster recovery plans.
08 Communicate and train the workforce
on the business continuity and disaster
recovery plans.
09 Develop policies and procedures to direct
the appropriate use of electronic media and
hardware (for example: e-mail, social media,
and appropriate website access).
10 Develop and administer internal and
external privacy policies (for example:
identity theft, data protection, workplace
monitoring).
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61 Applicable federal laws and regulations
related to workplace health, safety,
security, and privacy (for example: OSHA,
Drug-Free Workplace Act, ADA, HIPAA,
Sarbanes-Oxley Act)
62 Occupational injury and illness prevention
(safety) and compensation programs
63 Investigation procedures of workplace safety,
health and security enforcement agencies
64 Return to work procedures (for example:
interactive dialog, job modification,
accommodations)
65 Workplace safety risks (for example: trip
hazards, blood-borne pathogens)
66 Workplace security risks (for example: theft,
corporate espionage, sabotage)
67 Potential violent behavior and workplace
violence conditions
68 General health and safety practices (for
example: evacuation, hazard communication,
ergonomic evaluations)
69 Organizational incident and emergency
response plans
70 Internal investigation, monitoring, and
surveillance techniques
71 Employer/employee rights related to
substance abuse
72 Business continuity and disaster recovery
plans (for example: data storage and
backup, alternative work locations,
procedures)
73 Data integrity techniques and technology
(for example: data sharing, password usage,
social engineering)
74 Technology and applications (for example:
social media, monitoring software,
biometrics)
75 Financial management practices
(for example: procurement policies,
credit card policies and guidelines,
expense policies)
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CORE KNOWLEDGE
76 Needs assessment and analysis
77 Third-party or vendor selection, contract
negotiation, and management, including
development of requests for proposals (RFPs)
78 Communication skills and strategies
(for example: presentation, collaboration,
sensitivity)
79 Organizational documentation requirements
to meet federal and state guidelines
80 Adult learning processes
81 Motivation concepts and applications
82 Training techniques (for example: virtual,
classroom, on-the-job)
83 Leadership concepts and applications
84 Project management concepts and
applications
85 Diversity concepts and applications (for
example: generational, cultural competency,
learning styles)
86 Human relations concepts and applications
(for example: emotional intelligence,
organizational behavior)
87 Ethical and professional standards
88 Technology to support HR activities
(for example: HR Information Systems,
employee self-service, e-learning, applicant
tracking systems)
89 Qualitative and quantitative methods
and tools for analysis, interpretation,
and decision-making purposes
(for example: metrics and measurements,
cost/benefit analysis, financial statement
analysis)
90 Change management theory, methods,
and application
91 Job analysis and job description methods
92 Employee records management (for example:
electronic/paper, retention, disposal)
93 Techniques for forecasting, planning, and
predicting the impact of HR activities and
programs across functional areas
94 Types of organizational structures (for
example: matrix, hierarchy)
95 Environmental scanning concepts and
applications (for example: Strengths,
Weaknesses, Opportunities, and Threats
[SWOT], and Political, Economic, Social,
and Technological [PEST])
96 Methods for assessing employee attitudes,
opinions, and satisfaction (for example:
surveys, focus groups/panels)
97 Budgeting, accounting, and financial
concepts
98 Risk-management techniques

PHR Professional in Human Resources (PHR)

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PHR Certification Brain Dumps Source : Professional in Human Resources (PHR)

Test Code : PHR
Test Name : Professional in Human Resources (PHR)
Vendor Name : HR
Q&A : 165 Brain Dump Questions

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Apple's PHR health equipment partnerships up threefold | killexams.com real questions with brain dumps

Dive short:

very nearly forty fitness methods have partnered with Apple to contribute medical records to the tech enterprise's updated fitness records part for the iPhone.

the new statistics area — which remains in beta mode — turned into announced in January. It permits valued clientele to view their scientific statistics with the health app. Twelve health programs, including heavy hitters like Geisinger, Johns Hopkins drugs and MedStar health, have been identify-dropped as companions on the time of the release.

Apple has now made the feature purchasable to anyone who updates their telephone's iOS application to the newest edition.

Dive perception:

very own fitness information have had a spotty historical past, with limited uptake, however the increase in health equipment adoption is a superb early signal that Apple's PHR can also stick.

health records is based on the interoperability common FHIR and collects encrypted clinical information on allergic reactions, immunizations, lab effects, drugs, methods, essential signals and prerequisites. clients will acquire notifications when their data are up-to-date.

Google in the past took a swing at a PHR product with Google health, but the enterprise bowed out in 2012, citing low adoption.

The work on FHIR to permit interoperability, coupled with the transforming into bid to promote affected person engagement and satisfaction, has helped suppliers get on board with the product. The maturity of the EHR house has also broken down one of the vital competition boundaries that sparked suggestions blockading practices that treat affected person data as propriety.

Cerner, Epic and athenahealth each and every verified participation within the Apple health statistics task in January.

“We’re seeing powerful, early exhilaration from our client base tapping into the Apple fitness list," Jonathan Bush, athenahealth CEO, advised Healthcare Dive by the use of e-mail. "The endured liberation of records in healthcare is integral — we have to stream beyond the islands of automation to entirely join sufferers, providers, payers and the ecosystem at enormous, but here is one of the some ways we are seeing [a] genuine community impact take dangle.”

that is just one piece of the puzzle. The question continues to be: in the event that they build the product, will sufferers use it?

it be nevertheless too early to tell, but the exceedingly quick adoption via big fitness methods is an excellent sign.

here fitness programs are now linking scientific information to Apple's fitness app:

Northeast and Mid-Atlantic united states

AtlantiCare

Geisinger health system

Johns Hopkins drugs

LifeBridge fitness

MedStar health

NYU Langone health

partners HealthCare

Penn medication

Thomas Jefferson institution Hospitals, Inc.

Valley clinical group P.C.

Yale New Haven health and Yale drugs

Midwest

Cerner Healthe health facility

CoxHealth

Mosaic lifestyles Care

Nebraska Methodist health gadget

OhioHealth

Rush school medical core

Southwest customary health middle

Truman scientific centers

The college of Chicago medicine

South

Adventist fitness equipment

BayCare fitness gadget

The Duke school fitness gadget

Methodist Le Bonheur Healthcare

Mission health

Ochsner health device

Ortho Virginia

TSAOG Orthopaedics

UNC health Care

Vanderbilt university clinical center

WVU medicine

West

Cedars-Sinai

Dignity fitness

Eisenhower health

providence St. Joseph health

Scripps fitness

Stanford drugs

UC Irvine fitness

UC San Diego fitness

PHR/USD - Phore US greenback | killexams.com real questions with brain dumps

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Pacific Highlands Ranch Library design a mixture of modern, hacienda patterns | killexams.com real questions with brain dumps

stories have been combined on the primary set of design drawings for the brand new Pacific Highlands Ranch Library at a Carmel Valley community Planning Board design subcommittee meeting on March 19. planned to open in three to four years, the brand new 18,000-rectangular-foot library will border the Village of Pacific Highlands Ranch’s open area promenade on Village core Loop pressure.

Jim Gabriel, of Hanna Gabriel Wells architecture, unveiled his vision for a latest constructing that he referred to drew notion from the pastoral and farmhouse historical past of Carmel Valley, as well as notes from the hacienda-style architecture of Pacific Highlands Ranch.

The design points robust flat white partitions with a large peaked grey roof with screens and lattices to colour and mood the environment and fill the area with “alluring dappled gentle and shadows.” A veranda enviornment creates a connection between the library and the civic promenade of the Village, a bridge of “two critical civic destinations.”

Courtesy

The view of the library from the civic promenade.

The view of the library from the civic promenade. (Courtesy)

on the PHR Library design subcommittee’s first meeting in February, resident Karen Dubey urged the architects to consider drawing suggestion basically from the Santa Barbara fashion this is renowned in the group, akin to within the Village, fireplace station and community monuments. She requested for it to be “someplace within the center” between the modern designs of Canyon Crest Academy, Pacific Trails middle faculty and the activity core across the highway, which changed into additionally designed by way of Hanna Gabriel Wells.

“I suppose you fully missed the mark and it’s a ignored possibility,” Dubey said. “I simply don’t think here is what the neighborhood wishes.”

“I think individuals live in Pacific Highlands Ranch just like the Santa Barbara trend and this isn’t it,” echoed committee member and CV group Planning Board member Ken Farinsky, noting that the design gave the impression too boxy, like a big box keep.

Farinsky mentioned he turned into disappointed in the design manner and had expected the architect coming ahead with assorted sketches of distinctive possibilities after which all and sundry working collectively on a design. He noted it seemed like the design selections have already been made.

Committee member Stella Rogers spoke of whereas she does choose Santa Barbara fashion, she recounted that the design does present whatever a bit different that wouldn’t get “lost in the combine.” That being noted, Rogers said she nonetheless thinks the design should still superior reflect the community.

Others didn't mind the contemporary vogue as plenty.“I think it appears sophisticated and i consider sophistication is whatever that resonates with a library,” spoke of Allen Kashani, a member of the planning board.

Gabriel took in the group’s feedback and observed whereas the design is greater contemporary, he believes he integrated the hacienda style with the consistency of the elementary white walls as well because the detailing and articulation.The subcommittee encouraged adding some thing to these clean white partitions similar to color or tiles. Carmel Valley neighborhood Planning Board Chair Frisco White said that neighbors will no longer are looking to analyze a plain white wall.

“The Village Loop elevation must be given just as lots weight since it is what every person will see day by day,” White said.

The library will feature a big neighborhood room that opens into an enclosed patio house and numerous seating areas and stacks. Misty Jones, San Diego Public Library director, mentioned they're aiming to have a collection of 75,000 books.

Courtesy

A rendering of the PHR Library.

A rendering of the PHR Library. (Courtesy)

“We want a big assortment as a result of we have loads of readers right here,” Jones referred to.

The plan is to have teen-pleasant areas like a lounge, areas to do homework and analyze and an “idea lab.” a big little ones’s area will function playful stacks like ones that little ones can crawl into or use as studying nooks.

on the assembly, JT Barr, of Schmidt Design group, shared particulars about the landscaping and out of doors areas that the library will deliver.

Bridges will lead individuals up into the library veranda from the promenade, an area serves as an extension of the studying and getting to know ambiance with fixed and versatile furnishings and seating. Landscaping will “stich the two features collectively inside the coronary heart of the group,” Barr observed.

Barr pointed out they plan to “introduce whimsy” into the toddlers’s outside space comparable to artificial turf mounds reminiscent of Dr. Seuss. within the entrance arrival enviornment, there can be a “uniquely distinctive area”—an enclosed courtyard that may serve as a quiet, intimate analyzing nook with a small water function.

The library might be surrounded by way of 35 bushes and the subcommittee asked that larger bushes be placed closest to the highway to help monitor the parking space.

The library parking was designed with 65 stalls with two-manner traffic circulate—the subcommittee requested the Gabriel to look at an option with angled areas and one-means circulation because it might be simpler to navigate.

by way of comparison, the Carmel Valley Library parking space is fifty six spaces, and White noted is awfully slender and crammed however the one-means circulation looks to work for individuals determining up kids and shedding off books.

Gabriel stated they could come back with an option of a one-approach loop which would have wider aisles.

The subcommittee’s subsequent assembly date has now not yet been set. To get on a mailing listing for future conferences, electronic mail white@wwarch.com.

Karen Billing

The PHR Rec middle, designed by using the library architect, is beneath development across the street.

The PHR Rec center, designed with the aid of the library architect, is below building throughout the street. (Karen Billing)

Vendor Name	:	HR
Exam Code	:	PHR
Exam Name	:	Professional in Human Resources (PHR)
Questions and Answers	:	165 Q & A
Updated On	:	April 20, 2018
PDF Download Mirror	:	PHR Brain Dump
Get Full Version	:	Killexams PHR Full Version

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