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Senior Professional in Human Resources (HRCI SPHR) test Dumps

SPHR test Format | Course Contents | Course Outline | test Syllabus | test Objectives

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)

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HR
SPHR
Senior Professional in Human Resources (HRCI SPHR)
https://killexams.com/pass4sure/exam-detail/SPHR
Question: 662
What type of analysis in an Affirmative Action Plan would create an organizational chart that includes information about incumbents race,
gender, and wages?
A. Job Group Analysis
B. Availability Analysis
C. Utilization Analysis
D. Workforce Analysis
Answer: D
fine.
Question: 663
One factor of the Uniform Guidelines on Employee Selection is reliability during interviews. Which of the following statements is the best
description of reliability during interviews?
A. Interviews should adapt job-related questions for each candidate for a particular position based on the candidates experience.
B. Interviews should prepare and consistently use a list of job-related questions that will be asked of all candidates for a particular
position.
C. Interviews should prepare and consistently use questions that will be asked of all candidates based on the candidates submitted
resume.
D. Interviews should prepare and consistently use a list of job-related questions that will be asked of all candidates for all
employment positions within the organization.
Answer: B
answer is straight.
Question: 664
Mike is the HR Professional for his organization and hes documenting the relationship of contractors and employees in the organization.
Mike is focusing on the control aspects as provided by the Internal Revenue Service. What aspect of the contractor control aspect is best
described as how the business pays the worker?
A. Financial control
B. Behavioral control
C. Type of relationship
D. Contractual relationship
Answer: A
References:
Question: 665
You are an HR Professional for your organization. Your organization employs 120 people in the United States. You are required to file the
EEO-1 report for your organization by what date?
A. January 1 of each year
B. September 30 of each year
C. April 15 of each year
D. The anniversary date of your organization reaching 100 employees
Answer: B
correct answer..
Question: 666
Mark is an HR Professional for his organization and he has been given the assignment to create an Affirmative Action Plan for his company.
Mark will also be considered to be designated the responsibility for this Affirmative Action Plan. What does the designation of responsibility
mean?
A. It means that Mark will be the person that reports on the plans implementation to management
B. It means that Mark will be the person responsible for actually implementing the plan
C. It means that Mark will be the person that reports on the plans implementation to the Department of Labor
D. It means that Mark will be the manager for all Affirmative Action scenarios and issues within his company
Answer: B
exact answer.
Question: 667
What act prohibits discrimination on the basis of physical and mental disabilities?
A. ADEA of 1967
B. Rehabilitation Act of 1973
C. VEVRAA of 1974
D. IRCA of 1986
Answer: B
real answer.
Question: 668
You are a HR Professional for your organization and your supervisor is asking you about the details of the Civil Rights Act of 1991, and
what it means to your company. He wants to know what the total damages could be if an organization is found liable by a jury trial. What is
the maximum amount that could be awarded to a victim of discrimination if the organization is found liable?
A. $50,000
B. $300,000
C. $500,000
D. There is no limited amount as the jury can determine damages
Answer: B
answer is upgraded.
Question: 669
As a Senior HR Professional, you must be familiar with certain legal terms, laws, and regulations that affect how you and others operate in
the workplace. One term is protected class. Which of the following statements best describes a protected class?
A. A group of people who share a common characteristic and who are protected from discrimination and harassment on the basis of
that shared characteristic.
B. A group of people who share a common characteristic and who are exempt from discrimination regulations on the basis of that
shared characteristic.
C. A group of people who do not share a common characteristic and who are not protected from discrimination and harassment on
the basis of that shared characteristic.
D. A group of people who share a race and who are protected from discrimination and harassment on the basis of that race.
Answer: A
answer is justified.
Question: 670
As a Senior HR Professional, you should be familiar with the Balanced Scorecard. Which perspective of the Balanced Scorecard describes the
criticality of customer focus and customer satisfaction?
A. Learning and growth
B. Business process
C. Customer
D. Financial
Answer: C
answer is right.
Question: 671
The Vietnam Era Veterans Readjustment Assistance Act (VEVRAA) requires which of the following?
A. All contractors must list all job openings with state employment agencies.
B. All employers must list all job openings with state employment agencies.
C. State employment agencies must deliver preference to Vietnam veterans for senior-level management position referrals.
D. State employment agencies must deliver preference to Vietnam veterans for positions lasting 3 days or longer.
Answer: D
Explanation:
Answer option D is correct.VEVRAA applies to government contractors and requires that all job openings be listed with state employment
agencies except those that will be filled from within, are for senior-level management positions, or will last less than 3 days. See Chapter 4
for more information.
Chapter: Workforce Planning and Employment
Objective: Federal Employment Legislation
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