Professional in Human Resources (PHR/SPHR HRCI)

This course begins with a quick look at certification and some tips for human resource professionals on how to prepare for and hopefully be successful in completing the professional in human resources, or PHR, and senior professional in human resources, or SPHR exams.

We'll also look at key skills required for success as a human resource professional, including the ability to lead and motivate others.

Human resource concepts and applications are also examined, as well as ethics and professional standards that every organization should follow.

And finally, the course provides some insight into environmental scans, organizational structures, and change management.

In topic one, PHR and SPHR Exam Considerations, I'll share some insights into HR certification, the HR certification exam process, the minimum requirements for PHR and SPHR certification, and a few test taking tips.

In topic one, PHR and SPHR Exam Considerations, I'll share some insights into HR certification, the HR certification exam process, the minimum requirements for PHR and SPHR certification, and a few test taking tips.

In topic one, PHR and SPHR Exam Considerations, I'll share some insights into HR certification, the HR certification exam process, the minimum requirements for PHR and SPHR certification, and a few test taking tips.

In topic one, PHR and SPHR Exam Considerations, I'll share some insights into HR certification, the HR certification exam process, the minimum requirements for PHR and SPHR certification, and a few test taking tips.

In topic one, PHR and SPHR Exam Considerations, I'll share some insights into HR certification, the HR certification exam process, the minimum requirements for PHR and SPHR certification, and a few test taking tips.

Transmission of Knowledge to Competencies

In topic two, Key HR Skills and Concepts, our focus will be on communication skills and strategies such as presentation, collaboration, and sensitivity. Then you'll be introduced to some basic concepts of leadership in the HR function.

In topic two, Key HR Skills and Concepts, our focus will be on communication skills and strategies such as presentation, collaboration, and sensitivity. Then you'll be introduced to some basic concepts of leadership in the HR function.

In topic two, Key HR Skills and Concepts, our focus will be on communication skills and strategies such as presentation, collaboration, and sensitivity. Then you'll be introduced to some basic concepts of leadership in the HR function.

In topic two, Key HR Skills and Concepts, our focus will be on communication skills and strategies such as presentation, collaboration, and sensitivity. Then you'll be introduced to some basic concepts of leadership in the HR function.

Business Functions

In topic three, HR Concepts and Applications, you'll be introduced to human relations concepts and applications including emotional intelligence and organizational behavior.

In topic three, HR Concepts and Applications, you'll be introduced to human relations concepts and applications including emotional intelligence and organizational behavior.

In topic three, HR Concepts and Applications, you'll be introduced to human relations concepts and applications including emotional intelligence and organizational behavior.

In topic three, HR Concepts and Applications, you'll be introduced to human relations concepts and applications including emotional intelligence and organizational behavior.

In topic three, HR Concepts and Applications, you'll be introduced to human relations concepts and applications including emotional intelligence and organizational behavior.

The Performance/Values and Managing Performance Matrices

In topic four, Strategic Considerations in the HR Function, we'll focus on the basics of environmental scanning including the SWOT and SLEPT analysis models, the most common types of organizational structures, and some basics of change management theory.

In topic four, Strategic Considerations in the HR Function, we'll focus on the basics of environmental scanning including the SWOT and SLEPT analysis models, the most common types of organizational structures, and some basics of change management theory.

In topic four, Strategic Considerations in the HR Function, we'll focus on the basics of environmental scanning including the SWOT and SLEPT analysis models, the most common types of organizational structures, and some basics of change management theory.

In topic four, Strategic Considerations in the HR Function, we'll focus on the basics of environmental scanning including the SWOT and SLEPT analysis models, the most common types of organizational structures, and some basics of change management theory.

Evidence-Based Decision Making

This course begins with a quick look at certification and some tips for human resource professionals on how to prepare for and hopefully be successful in completing the professional in human resources, or PHR, and senior professional in human resources, or SPHR exams.

This is course 2 of 20 of the Human Resources Certification Program.

In topic one, Personnel Management and Administrative Functions, you'll be introduced to compliance-related documentation requirements, methods for assessing employee attitudes, opinions, and satisfaction, job analysis techniques and job description development, and employee records management.

In addition to any state requirements, the requirements of many federal regulations overlap. When this happens, the law having the longest record retention period must be followed. Some federal laws with document-keeping requirements include the Americans with Disabilities Acts.

Organizations should use employee feedback programs to regularly collect information from employees on job-related topics. One of the methods used is an employee opinion survey which requests feedback on specific business factors such as reward systems, management, communication, human resources, and work and decision-making processes.

There are five essential considerations for deciding on the type of survey to use. First, the goals for conducting the survey – without tangible goals, it's impossible for you to address any of the other survey considerations.

Once a thorough job analysis has been completed, an accurate job description can be created. This includes the job title and a brief overview of the position, how the position fits into the reporting structure, a list of tasks and responsibilities, and the KSAs required.

Personnel management and administrative functions – Review

Factors of a SWOT Analysis

In topic two, Analysis, Financial Management, and Vendor Management, our focus will be on identifying qualitative and quantitative methods and tools for analysis, interpretation, decision-making, budgeting concepts, and vendor selection and management.

A break-even analysis is an approach used to figure out the point in time when total revenue equals total cost, or the break-even point. In order to calculate the break-even point, you need to divide the total cost by the total savings and then multiply that by time increments – for instance, years and months.

Knowledge management involves managing the transfer of information about products, services, processes, and practices. Transferring that knowledge to an outsourced project team can be problematic because of logistics.

The next area of concern in an outsourced project involves managing people. One of the biggest issues with managing people involves dealing with conflict. All teams will experience conflict at one time or another, and outsourced teams are no different.

Analysis, Financial Management, and Vendor Management  - Review

PEST Analysis

The main challenge for management in any important change is dealing with the uncertainty that is inevitably caused. In topic three, Tools and Techniques to Support HR Activities, you'll be introduced to technologies used to support HR activities, techniques for forecasting and planning HR activities, and risk management practices.

A human resource information system or HRIS is a software program that can integrate data from different areas into one database. HR information systems generally merge basic HR activities and processes with information technology in four key areas.

Organizational change management involves the application of knowledge and resources through three principal activities: define and implement new values and behaviors that support the change; build consensus around the change that benefits everyone involved; and plan, test, and implement every aspect of the change. In addition, there are a few guiding principles of change management.

Risk is a chance that a positive or negative event will occur and affect organizational objectives. The management of risk therefore entails identifying, assessing, and controlling any potential risks to the organization.

Tools and techniques to support HR activities - Review

Cost-Benefit Analysis (CBA)

If the project is not supported by senior management, it will be difficult, if not impossible to implement. In topic four, Project Management Concepts and Applications, the focus will be on the basics of the project management process.

The first step, clarifying issues and gaining support, is characterized by identifying the problem or initiative that needs to be addressed, in gaining support from senior management. If the project is not supported by senior management it will be difficult, if not impossible, to implement.

During the implementation phase the project activities outlined in the project plan continue to move forward. This stage involves the most effort, both in terms of actual work and resources required.

There are a number of tools that can be used to help track project success and key deliverables. First, Gantt charts – these show the relationships between the project's tasks along with time constraints in graph form.

Project Management Concepts and Applications -  Review

Technology at Work

In this course, the focus will be on HR's personnel and administrative responsibilities, such as meeting documentation requirements of various federal laws and regulations, measuring employee attitudes and opinions, and the job analysis process.

In topic one, Elements of an Organizational Strategy, we'll focus on interpreting and applying information from various internal sources, like accounting, marketing, and operations, to the development of the strategic plan.

In topic one, Elements of an Organizational Strategy, we'll focus on interpreting and applying information from various internal sources, like accounting, marketing, and operations, to the development of the strategic plan.

In topic one, Elements of an Organizational Strategy, we'll focus on interpreting and applying information from various internal sources, like accounting, marketing, and operations, to the development of the strategic plan.

In topic one, Elements of an Organizational Strategy, we'll focus on interpreting and applying information from various internal sources, like accounting, marketing, and operations, to the development of the strategic plan.

In topic one, Elements of an Organizational Strategy, we'll focus on interpreting and applying information from various internal sources, like accounting, marketing, and operations, to the development of the strategic plan.

In topic one, Elements of an Organizational Strategy, we'll focus on interpreting and applying information from various internal sources, like accounting, marketing, and operations, to the development of the strategic plan.

In topic one, Elements of an Organizational Strategy, we'll focus on interpreting and applying information from various internal sources, like accounting, marketing, and operations, to the development of the strategic plan.

In topic one, Elements of an Organizational Strategy, we'll focus on interpreting and applying information from various internal sources, like accounting, marketing, and operations, to the development of the strategic plan.

Problem Solving Through Change

In topic two, Key Strategic Business Concepts, the expectation that HR be a strategic partner in the organization is explored.

In topic two, Key Strategic Business Concepts, the expectation that HR be a strategic partner in the organization is explored.

In topic two, Key Strategic Business Concepts, the expectation that HR be a strategic partner in the organization is explored.

In topic two, Key Strategic Business Concepts, the expectation that HR be a strategic partner in the organization is explored.

In topic two, Key Strategic Business Concepts, the expectation that HR be a strategic partner in the organization is explored.

Evidence based decision making

In topic three, Analyzing the Business Environment, I'll highlight the importance of an organization understanding where it is today.

In topic three, Analyzing the Business Environment, I'll highlight the importance of an organization understanding where it is today.

In topic three, Analyzing the Business Environment, I'll highlight the importance of an organization understanding where it is today.

In topic three, Analyzing the Business Environment, I'll highlight the importance of an organization understanding where it is today.

In topic four, Legislative and Regulatory Process, we'll discuss the steps necessary for Congress to pass a bill into law and the subsequent rule-making process.

In topic four, Legislative and Regulatory Process, we'll discuss the steps necessary for Congress to pass a bill into law and the subsequent rule-making process.

In topic four, Legislative and Regulatory Process, we'll discuss the steps necessary for Congress to pass a bill into law and the subsequent rule-making process.

In topic four, Legislative and Regulatory Process, we'll discuss the steps necessary for Congress to pass a bill into law and the subsequent rule-making process.

In topic four, Legislative and Regulatory Process, we'll discuss the steps necessary for Congress to pass a bill into law and the subsequent rule-making process.

In topic four, Legislative and Regulatory Process, we'll discuss the steps necessary for Congress to pass a bill into law and the subsequent rule-making process.

This is course 3 of 20 of the Human Resources Certification Program

This is course 4 of 20 of the Human Resources Certification Program

In topic one, the Strategic Planning Process and the Role of HR, you'll identify key stages in the strategic planning process, look at examples of activities from each stage, and gain a better understanding of the alignment of specific HR actions to the strategic plan.

In topic one, the Strategic Planning Process and the Role of HR, you'll identify key stages in the strategic planning process, look at examples of activities from each stage, and gain a better understanding of the alignment of specific HR actions to the strategic plan.

In topic one, the Strategic Planning Process and the Role of HR, you'll identify key stages in the strategic planning process, look at examples of activities from each stage, and gain a better understanding of the alignment of specific HR actions to the strategic plan.

In topic one, the Strategic Planning Process and the Role of HR, you'll identify key stages in the strategic planning process, look at examples of activities from each stage, and gain a better understanding of the alignment of specific HR actions to the strategic plan.

In topic one, the Strategic Planning Process and the Role of HR, you'll identify key stages in the strategic planning process, look at examples of activities from each stage, and gain a better understanding of the alignment of specific HR actions to the strategic plan.

In topic one, the Strategic Planning Process and the Role of HR, you'll identify key stages in the strategic planning process, look at examples of activities from each stage, and gain a better understanding of the alignment of specific HR actions to the strategic plan.

In topic one, the Strategic Planning Process and the Role of HR, you'll identify key stages in the strategic planning process, look at examples of activities from each stage, and gain a better understanding of the alignment of specific HR actions to the strategic plan.

In topic two, Organizational Life Cycle and Structure, you'll gain a better understanding of the key characteristics associated with each stage of the organizational life cycle and identify various elements of the organizational structures.

In topic two, Organizational Life Cycle and Structure, you'll gain a better understanding of the key characteristics associated with each stage of the organizational life cycle and identify various elements of the organizational structures.

In topic two, Organizational Life Cycle and Structure, you'll gain a better understanding of the key characteristics associated with each stage of the organizational life cycle and identify various elements of the organizational structures.

In topic two, Organizational Life Cycle and Structure, you'll gain a better understanding of the key characteristics associated with each stage of the organizational life cycle and identify various elements of the organizational structures.

In topic two, Organizational Life Cycle and Structure, you'll gain a better understanding of the key characteristics associated with each stage of the organizational life cycle and identify various elements of the organizational structures.

In topic two, Organizational Life Cycle and Structure, you'll gain a better understanding of the key characteristics associated with each stage of the organizational life cycle and identify various elements of the organizational structures.

In topic two, Organizational Life Cycle and Structure, you'll gain a better understanding of the key characteristics associated with each stage of the organizational life cycle and identify various elements of the organizational structures.

In topic two, Organizational Life Cycle and Structure, you'll gain a better understanding of the key characteristics associated with each stage of the organizational life cycle and identify various elements of the organizational structures.

In topic two, Organizational Life Cycle and Structure, you'll gain a better understanding of the key characteristics associated with each stage of the organizational life cycle and identify various elements of the organizational structures.

In topic two, Organizational Life Cycle and Structure, you'll gain a better understanding of the key characteristics associated with each stage of the organizational life cycle and identify various elements of the organizational structures.

In topic two, Organizational Life Cycle and Structure, you'll gain a better understanding of the key characteristics associated with each stage of the organizational life cycle and identify various elements of the organizational structures.

Why ROI?

There is both a predictive and retrospective value in doing a cost-benefit analysis. First, you can use the analysis to help in the decision-making process to determine if the anticipated value of a purchase or other action will outweigh the projected costs.

There is both a predictive and retrospective value in doing a cost-benefit analysis. First, you can use the analysis to help in the decision-making process to determine if the anticipated value of a purchase or other action will outweigh the projected costs.

There is both a predictive and retrospective value in doing a cost-benefit analysis. First, you can use the analysis to help in the decision-making process to determine if the anticipated value of a purchase or other action will outweigh the projected costs.

There is both a predictive and retrospective value in doing a cost-benefit analysis. First, you can use the analysis to help in the decision-making process to determine if the anticipated value of a purchase or other action will outweigh the projected costs.

Cost-Benefit Analysis (CBA)

Ensure that the department's budget is aligned with the organization's strategy. In topic four, Budgetary Planning and HR Information, HR's role in supporting the organization-wide budgeting process is discussed.

Ensure that the department's budget is aligned with the organization's strategy. In topic four, Budgetary Planning and HR Information, HR's role in supporting the organization-wide budgeting process is discussed.

Ensure that the department's budget is aligned with the organization's strategy. In topic four, Budgetary Planning and HR Information, HR's role in supporting the organization-wide budgeting process is discussed.

Ensure that the department's budget is aligned with the organization's strategy. In topic four, Budgetary Planning and HR Information, HR's role in supporting the organization-wide budgeting process is discussed.

In this course, our focus will be on how strategic planning provides an understanding of where the company is today, and its direction for the future. In addition, we'll explore strategic decision making at each stage of the organizational life cycle, and how various types of ratio analysis can guide those decisions.

This is course 5 of 20 of the Human Resources Certification Program

In topic one, Key Management Functions, the important management functions of planning, organizing, directing, and controlling will be explained.

In topic one, Key Management Functions, the important management functions of planning, organizing, directing, and controlling will be explained.

In topic one, Key Management Functions, the important management functions of planning, organizing, directing, and controlling will be explained.

In topic one, Key Management Functions, the important management functions of planning, organizing, directing, and controlling will be explained.

In topic one, Key Management Functions, the important management functions of planning, organizing, directing, and controlling will be explained.

In topic two, Managing Organizational Change, the role HR plays in developing, influencing, and executing organizational change management strategies is discussed.

In topic two, Managing Organizational Change, the role HR plays in developing, influencing, and executing organizational change management strategies is discussed.

In topic two, Managing Organizational Change, the role HR plays in developing, influencing, and executing organizational change management strategies is discussed.

In topic two, Managing Organizational Change, the role HR plays in developing, influencing, and executing organizational change management strategies is discussed.

In topic two, Managing Organizational Change, the role HR plays in developing, influencing, and executing organizational change management strategies is discussed.

In topic two, Managing Organizational Change, the role HR plays in developing, influencing, and executing organizational change management strategies is discussed.

In topic three, Establishing Relationships and Alliances, we'll explore the value HR strategic, internal and external relationships brings to organizational decision making and the achievement of organizational goals and objectives.

In topic three, Establishing Relationships and Alliances, we'll explore the value HR strategic, internal and external relationships brings to organizational decision making and the achievement of organizational goals and objectives.

In topic three, Establishing Relationships and Alliances, we'll explore the value HR strategic, internal and external relationships brings to organizational decision making and the achievement of organizational goals and objectives.

In topic three, Establishing Relationships and Alliances, we'll explore the value HR strategic, internal and external relationships brings to organizational decision making and the achievement of organizational goals and objectives.

In topic three, Establishing Relationships and Alliances, we'll explore the value HR strategic, internal and external relationships brings to organizational decision making and the achievement of organizational goals and objectives.

In topic four, Participating in Enterprise Risk Management, we'll wrap up the course with a look at how HR can contribute to enterprise risk management through well-developed policies and procedures.

In topic four, Participating in Enterprise Risk Management, we'll wrap up the course with a look at how HR can contribute to enterprise risk management through well-developed policies and procedures.

In topic four, Participating in Enterprise Risk Management, we'll wrap up the course with a look at how HR can contribute to enterprise risk management through well-developed policies and procedures.

In topic four, Participating in Enterprise Risk Management, we'll wrap up the course with a look at how HR can contribute to enterprise risk management through well-developed policies and procedures.

This is course 6 of 20 of the Human Resources Certification Program.

A look at a few different categories of federal laws and regulations.

A look at a few different categories of federal laws and regulations.

A look at a few different categories of federal laws and regulations.

A look at a few different categories of federal laws and regulations.

A look at a few different categories of federal laws and regulations.

A look at a few different categories of federal laws and regulations.

In this second topic, Affirmative Action Planning and Equal Employment Opportunity, we'll examine the development, implementation, and evaluation of an affirmative action plan according to the requirements.

In this second topic, Affirmative Action Planning and Equal Employment Opportunity, we'll examine the development, implementation, and evaluation of an affirmative action plan according to the requirements.

In this second topic, Affirmative Action Planning and Equal Employment Opportunity, we'll examine the development, implementation, and evaluation of an affirmative action plan according to the requirements.

In this second topic, Affirmative Action Planning and Equal Employment Opportunity, we'll examine the development, implementation, and evaluation of an affirmative action plan according to the requirements.

In this second topic, Affirmative Action Planning and Equal Employment Opportunity, we'll examine the development, implementation, and evaluation of an affirmative action plan according to the requirements.

This topic examines internal workforce and staffing effectiveness assessments. Here you should develop a knowledge of internal workforce assessment techniques and methods to examine past and future staffing effectiveness.

This topic examines internal workforce and staffing effectiveness assessments. Here you should develop a knowledge of internal workforce assessment techniques and methods to examine past and future staffing effectiveness.

This topic examines internal workforce and staffing effectiveness assessments. Here you should develop a knowledge of internal workforce assessment techniques and methods to examine past and future staffing effectiveness.

This topic examines internal workforce and staffing effectiveness assessments. Here you should develop a knowledge of internal workforce assessment techniques and methods to examine past and future staffing effectiveness.

This topic examines internal workforce and staffing effectiveness assessments. Here you should develop a knowledge of internal workforce assessment techniques and methods to examine past and future staffing effectiveness.

In topic four, Workforce Planning Techniques and Metrics, we'll look at recruiting objectives and selection criteria, as well as sources and methods of recruitment.

In topic four, Workforce Planning Techniques and Metrics, we'll look at recruiting objectives and selection criteria, as well as sources and methods of recruitment.

In topic four, Workforce Planning Techniques and Metrics, we'll look at recruiting objectives and selection criteria, as well as sources and methods of recruitment.

In topic four, Workforce Planning Techniques and Metrics, we'll look at recruiting objectives and selection criteria, as well as sources and methods of recruitment.

In topic four, Workforce Planning Techniques and Metrics, we'll look at recruiting objectives and selection criteria, as well as sources and methods of recruitment.

Workforce Planning and Employment - Employment Legislation

This is course 7 of 20 of the Human Resources Certification Program.

In our first topic, Job Analysis and Job Functions, you'll gain a better understanding of the job analysis and how the information taken from that analysis is used to create or update a job description, identify key competencies needed for success in the job, and pinpoint the essential functions.

In our first topic, Job Analysis and Job Functions, you'll gain a better understanding of the job analysis and how the information taken from that analysis is used to create or update a job description, identify key competencies needed for success in the job, and pinpoint the essential functions.

In our first topic, Job Analysis and Job Functions, you'll gain a better understanding of the job analysis and how the information taken from that analysis is used to create or update a job description, identify key competencies needed for success in the job, and pinpoint the essential functions.

In our first topic, Job Analysis and Job Functions, you'll gain a better understanding of the job analysis and how the information taken from that analysis is used to create or update a job description, identify key competencies needed for success in the job, and pinpoint the essential functions.

In our first topic, Job Analysis and Job Functions, you'll gain a better understanding of the job analysis and how the information taken from that analysis is used to create or update a job description, identify key competencies needed for success in the job, and pinpoint the essential functions.

In our first topic, Job Analysis and Job Functions, you'll gain a better understanding of the job analysis and how the information taken from that analysis is used to create or update a job description, identify key competencies needed for success in the job, and pinpoint the essential functions.

In our first topic, Job Analysis and Job Functions, you'll gain a better understanding of the job analysis and how the information taken from that analysis is used to create or update a job description, identify key competencies needed for success in the job, and pinpoint the essential functions.

In topic two, Hiring, Retention, and Promotion Criteria, HR plays an important role in using the results of the job analysis, the job descriptions, and job specifications to establish the necessary criteria in these three activities.

In topic two, Hiring, Retention, and Promotion Criteria, HR plays an important role in using the results of the job analysis, the job descriptions, and job specifications to establish the necessary criteria in these three activities.

In topic two, Hiring, Retention, and Promotion Criteria, HR plays an important role in using the results of the job analysis, the job descriptions, and job specifications to establish the necessary criteria in these three activities.

In topic two, Hiring, Retention, and Promotion Criteria, HR plays an important role in using the results of the job analysis, the job descriptions, and job specifications to establish the necessary criteria in these three activities.

In topic two, Hiring, Retention, and Promotion Criteria, HR plays an important role in using the results of the job analysis, the job descriptions, and job specifications to establish the necessary criteria in these three activities.

In topic two, Hiring, Retention, and Promotion Criteria, HR plays an important role in using the results of the job analysis, the job descriptions, and job specifications to establish the necessary criteria in these three activities.

In topic three, Recruitment Strategies, you'll become more familiar with the tactics HR professionals use to help ensure the right people are in the right roles at the right times. A well-developed recruiting strategy is essential for the success of the HR strategic plan and the entire organization.

In topic three, Recruitment Strategies, you'll become more familiar with the tactics HR professionals use to help ensure the right people are in the right roles at the right times. A well-developed recruiting strategy is essential for the success of the HR strategic plan and the entire organization.

In topic three, Recruitment Strategies, you'll become more familiar with the tactics HR professionals use to help ensure the right people are in the right roles at the right times. A well-developed recruiting strategy is essential for the success of the HR strategic plan and the entire organization.

In topic three, Recruitment Strategies, you'll become more familiar with the tactics HR professionals use to help ensure the right people are in the right roles at the right times. A well-developed recruiting strategy is essential for the success of the HR strategic plan and the entire organization.

In topic three, Recruitment Strategies, you'll become more familiar with the tactics HR professionals use to help ensure the right people are in the right roles at the right times. A well-developed recruiting strategy is essential for the success of the HR strategic plan and the entire organization.

In topic three, Recruitment Strategies, you'll become more familiar with the tactics HR professionals use to help ensure the right people are in the right roles at the right times. A well-developed recruiting strategy is essential for the success of the HR strategic plan and the entire organization.

In topic four, Staffing Alternatives and Labor Market Assessments, the options available through alternative staffing arrangements are explored and labor market trends are discussed.

In topic four, Staffing Alternatives and Labor Market Assessments, the options available through alternative staffing arrangements are explored and labor market trends are discussed.

In topic four, Staffing Alternatives and Labor Market Assessments, the options available through alternative staffing arrangements are explored and labor market trends are discussed.

In topic four, Staffing Alternatives and Labor Market Assessments, the options available through alternative staffing arrangements are explored and labor market trends are discussed.

In topic four, Staffing Alternatives and Labor Market Assessments, the options available through alternative staffing arrangements are explored and labor market trends are discussed.

In topic four, Staffing Alternatives and Labor Market Assessments, the options available through alternative staffing arrangements are explored and labor market trends are discussed.

Workforce planning is essential for aligning your workforce with your organization's strategic goals. Imagine you are an HR professional at a mid-sized tech company experiencing rapid growth. Your first task is to assess the current workforce and forecast future needs. Look at the existing skills, roles, and headcount. Identify gaps and areas where new roles might emerge. Think about upcoming projects and expansions. This assessment will help you develop a robust workforce plan that meets your company's future demands. Take a moment to think about the current roles in your organization. What skills or positions do you think you will need in the next year?

Workforce Planning and Employment- Recruitment Strategies

This is course 8 of 20 of the Human Resources Certification Program.

In our first topic, Internal and External Recruitment Sources and Employment Branding, our focus will be on internal and external recruitment sources, developing and implementing our selected recruitment methods, and marketing the company to potential qualified applicants.

In our first topic, Internal and External Recruitment Sources and Employment Branding, our focus will be on internal and external recruitment sources, developing and implementing our selected recruitment methods, and marketing the company to potential qualified applicants.

In our first topic, Internal and External Recruitment Sources and Employment Branding, our focus will be on internal and external recruitment sources, developing and implementing our selected recruitment methods, and marketing the company to potential qualified applicants.

In our first topic, Internal and External Recruitment Sources and Employment Branding, our focus will be on internal and external recruitment sources, developing and implementing our selected recruitment methods, and marketing the company to potential qualified applicants.

In our first topic, Internal and External Recruitment Sources and Employment Branding, our focus will be on internal and external recruitment sources, developing and implementing our selected recruitment methods, and marketing the company to potential qualified applicants.

In our first topic, Internal and External Recruitment Sources and Employment Branding, our focus will be on internal and external recruitment sources, developing and implementing our selected recruitment methods, and marketing the company to potential qualified applicants.

In our first topic, Internal and External Recruitment Sources and Employment Branding, our focus will be on internal and external recruitment sources, developing and implementing our selected recruitment methods, and marketing the company to potential qualified applicants.

In topic two, Develop and Implement Selection Procedures, HR is responsible for developing and implementing selection procedures related to applicant tracking, interviewing, and reference and background checks.

In topic two, Develop and Implement Selection Procedures, HR is responsible for developing and implementing selection procedures related to applicant tracking, interviewing, and reference and background checks.

In topic two, Develop and Implement Selection Procedures, HR is responsible for developing and implementing selection procedures related to applicant tracking, interviewing, and reference and background checks.

In topic two, Develop and Implement Selection Procedures, HR is responsible for developing and implementing selection procedures related to applicant tracking, interviewing, and reference and background checks.

In topic two, Develop and Implement Selection Procedures, HR is responsible for developing and implementing selection procedures related to applicant tracking, interviewing, and reference and background checks.

In topic two, Develop and Implement Selection Procedures, HR is responsible for developing and implementing selection procedures related to applicant tracking, interviewing, and reference and background checks.

In topic two, Develop and Implement Selection Procedures, HR is responsible for developing and implementing selection procedures related to applicant tracking, interviewing, and reference and background checks.

The best selection process is useless if it's cost prohibitive. In topic 3, Selection Tests and Interviews, you'll be introduced to the concepts of reliability and validity in selection tools and increase your knowledge of various selection tests and interviewing techniques.

The best selection process is useless if it's cost prohibitive. In topic 3, Selection Tests and Interviews, you'll be introduced to the concepts of reliability and validity in selection tools and increase your knowledge of various selection tests and interviewing techniques.

The best selection process is useless if it's cost prohibitive. In topic 3, Selection Tests and Interviews, you'll be introduced to the concepts of reliability and validity in selection tools and increase your knowledge of various selection tests and interviewing techniques.

The best selection process is useless if it's cost prohibitive. In topic 3, Selection Tests and Interviews, you'll be introduced to the concepts of reliability and validity in selection tools and increase your knowledge of various selection tests and interviewing techniques.

The best selection process is useless if it's cost prohibitive. In topic 3, Selection Tests and Interviews, you'll be introduced to the concepts of reliability and validity in selection tools and increase your knowledge of various selection tests and interviewing techniques.

The best selection process is useless if it's cost prohibitive. In topic 3, Selection Tests and Interviews, you'll be introduced to the concepts of reliability and validity in selection tools and increase your knowledge of various selection tests and interviewing techniques.

The best selection process is useless if it's cost prohibitive. In topic 3, Selection Tests and Interviews, you'll be introduced to the concepts of reliability and validity in selection tools and increase your knowledge of various selection tests and interviewing techniques.

In topic 4, Make Offers and Conduct Negotiations, the employment offer process is explored and capped off with a look at employment contracts.

In topic 4, Make Offers and Conduct Negotiations, the employment offer process is explored and capped off with a look at employment contracts.

In topic 4, Make Offers and Conduct Negotiations, the employment offer process is explored and capped off with a look at employment contracts.

In topic 4, Make Offers and Conduct Negotiations, the employment offer process is explored and capped off with a look at employment contracts.

In topic 4, Make Offers and Conduct Negotiations, the employment offer process is explored and capped off with a look at employment contracts.

In topic 4, Make Offers and Conduct Negotiations, the employment offer process is explored and capped off with a look at employment contracts.

In topic 4, Make Offers and Conduct Negotiations, the employment offer process is explored and capped off with a look at employment contracts.

This is course 8 of 20 of the Human Resources Certification Program.

This is course 9 of 20 of the Human Resources Certification Program.

In topic one, Post-offer Employment Activities, HR's role goes beyond the offer and acceptance stage, with a look at activities like Form I-9 verification, orientation and onboarding practices, and proper records management.

In topic one, Post-offer Employment Activities, HR's role goes beyond the offer and acceptance stage, with a look at activities like Form I-9 verification, orientation and onboarding practices, and proper records management.

In topic one, Post-offer Employment Activities, HR's role goes beyond the offer and acceptance stage, with a look at activities like Form I-9 verification, orientation and onboarding practices, and proper records management.

In topic one, Post-offer Employment Activities, HR's role goes beyond the offer and acceptance stage, with a look at activities like Form I-9 verification, orientation and onboarding practices, and proper records management.

In topic one, Post-offer Employment Activities, HR's role goes beyond the offer and acceptance stage, with a look at activities like Form I-9 verification, orientation and onboarding practices, and proper records management.

In topic one, Post-offer Employment Activities, HR's role goes beyond the offer and acceptance stage, with a look at activities like Form I-9 verification, orientation and onboarding practices, and proper records management.

Onboarding can be the difference between an employee doing an adequate job or being a star performer. In topic two, Orientation and Onboarding Processes, you'll go deeper into orientation and onboarding processes and learn the importance of proper records management and retention.

Onboarding can be the difference between an employee doing an adequate job or being a star performer. In topic two, Orientation and Onboarding Processes, you'll go deeper into orientation and onboarding processes and learn the importance of proper records management and retention.

Onboarding can be the difference between an employee doing an adequate job or being a star performer. In topic two, Orientation and Onboarding Processes, you'll go deeper into orientation and onboarding processes and learn the importance of proper records management and retention.

Onboarding can be the difference between an employee doing an adequate job or being a star performer. In topic two, Orientation and Onboarding Processes, you'll go deeper into orientation and onboarding processes and learn the importance of proper records management and retention.

Onboarding can be the difference between an employee doing an adequate job or being a star performer. In topic two, Orientation and Onboarding Processes, you'll go deeper into orientation and onboarding processes and learn the importance of proper records management and retention.

Poor retention strategies usually lead to high turnover costs. In topic three, Employee Retention Strategies and Practices, our focus will be on HR's role in reinforcing the company's driving principles and behavioral expectations through modeling, communication, and coaching activities.

Poor retention strategies usually lead to high turnover costs. In topic three, Employee Retention Strategies and Practices, our focus will be on HR's role in reinforcing the company's driving principles and behavioral expectations through modeling, communication, and coaching activities.

Poor retention strategies usually lead to high turnover costs. In topic three, Employee Retention Strategies and Practices, our focus will be on HR's role in reinforcing the company's driving principles and behavioral expectations through modeling, communication, and coaching activities.

Poor retention strategies usually lead to high turnover costs. In topic three, Employee Retention Strategies and Practices, our focus will be on HR's role in reinforcing the company's driving principles and behavioral expectations through modeling, communication, and coaching activities.

Poor retention strategies usually lead to high turnover costs. In topic three, Employee Retention Strategies and Practices, our focus will be on HR's role in reinforcing the company's driving principles and behavioral expectations through modeling, communication, and coaching activities.

Giving inconsistent reasons for reducing the workforce opens the door to claims of unlawful discrimination. In topic four, Organizational Exits and Reductions in Force, the value of HR's unique knowledge, skills, and abilities will be evident as we discuss voluntary and involuntary terminations, downsizing, restructuring, and outplacement strategies and practices.

Giving inconsistent reasons for reducing the workforce opens the door to claims of unlawful discrimination. In topic four, Organizational Exits and Reductions in Force, the value of HR's unique knowledge, skills, and abilities will be evident as we discuss voluntary and involuntary terminations, downsizing, restructuring, and outplacement strategies and practices.

Giving inconsistent reasons for reducing the workforce opens the door to claims of unlawful discrimination. In topic four, Organizational Exits and Reductions in Force, the value of HR's unique knowledge, skills, and abilities will be evident as we discuss voluntary and involuntary terminations, downsizing, restructuring, and outplacement strategies and practices.

Giving inconsistent reasons for reducing the workforce opens the door to claims of unlawful discrimination. In topic four, Organizational Exits and Reductions in Force, the value of HR's unique knowledge, skills, and abilities will be evident as we discuss voluntary and involuntary terminations, downsizing, restructuring, and outplacement strategies and practices.

Giving inconsistent reasons for reducing the workforce opens the door to claims of unlawful discrimination. In topic four, Organizational Exits and Reductions in Force, the value of HR's unique knowledge, skills, and abilities will be evident as we discuss voluntary and involuntary terminations, downsizing, restructuring, and outplacement strategies and practices.

Giving inconsistent reasons for reducing the workforce opens the door to claims of unlawful discrimination. In topic four, Organizational Exits and Reductions in Force, the value of HR's unique knowledge, skills, and abilities will be evident as we discuss voluntary and involuntary terminations, downsizing, restructuring, and outplacement strategies and practices.

Giving inconsistent reasons for reducing the workforce opens the door to claims of unlawful discrimination. In topic four, Organizational Exits and Reductions in Force, the value of HR's unique knowledge, skills, and abilities will be evident as we discuss voluntary and involuntary terminations, downsizing, restructuring, and outplacement strategies and practices.