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Senior Professional in Human Resources – International (SPHRi) Exam Content Outline

HR Certification Institute. (2016). SPHRi Exam Content Outline.

1. HR as a Business Leader

2. People Development and Talent Management

3. HR Service Delivery

4. Measurement

HR as a Business Leader

Business Management1

Strategic Human Resources

2 Strategic Management

3 Internal Analysis

4 External Analysis

5

HR as a Business Leader

1.5.2 Which of the following activities illustrates the advisory role assumed by an HR professional?

a). Filling out HR Audit reports.

b). Protecting whistleblowers from discharge.

c). Evaluating the bottom-line contribution of HR programs.

d). Conducting an interviewing seminar for line managers.

Answer: d HR professionals advised and assisted line managers in managing human resources. This involved gathering facts, diagnosing problems, providing solutions, and offering objective assistance and guidance on employee-related problems.

HR Roles & Responsibilities

Workforce Strategy

HRM System

Strategic HRM

HRM Strategy

Corporate & Business Strategies

Global HRM

HRM Functions HR GeneralistHR Specialist

Strategic HR

Operational HR

Administrative HR

HRIS

Advice

Service

Control

HR as a Business Leader

1.5.14 Which is NOT a duty of the HR shared service center?

a). Human Resource Information System (HRIS).

b). Standardization of HR processes.

c). Employees and managers self-services.

d). Talent management.

Answer: d Service centers enjoy economies of scale through reducing redundancy and duplication with HRIS (e-HRM), enabling employee needs and concerns to be resolved by fewer dedicated HR resources. Talent management may be conducted by Corporate HR, Embedded HR, or Centers of expertise (CoE).

Global HR Organization

Urlich, D., Young, J., & Brockbank, W. (2008). The twenty-First-Century HR Organization, Human Resource Management, 47(4), 829-850.

DedicatedHR

BusinessOrganization

HR Organization

HoldingCompany

Allied/DiversifiedOrganization

Single/FunctionalBusiness

CorporateFunctional

HR

SharedServices

Most Common

In sync

In sync

HR as a Business Leader

1.5.6 What should management build the new outsourced HR organization structure around?

a). Employee competencies and short-term inside relationships.

b). Job descriptions and long-term outside relationships.

c). Core competencies and long-term outside relationships.

d). Staffing plans and short-term internal relationships.

Answer: c Outsourcing is rapidly becoming an accepted management tool for redefining and reengineering the organization. It challenges management to build a more flexible organization structured around core competencies and long-term relationships.

HR Outsourcing

Analyze needs and objectives

Plan the budget

Develop request for

proposal (RFP)

Forward RFPs to potential

vendors

Evaluate vendors

Choose vendor Set up contract

Develop and execute project

plan

Measure project

performance

Restructure Outsourced

Organization

Focus on Core Competencies and Outsource the Rest.

Kock, H., Wallo, A., Nilsson, B., Höglund, C. (2012). Outsourcing HR services: the role of human resource intermediaries. European Journal of Training and Development, 36(8), 772-790.

HR as a Business Leader

1.5.15 The budgeting effort in a project's life cycle occurs during which phase?

a). Conception.

b). Selection.

c). Planning.

d). Evaluation.

Answer: c During the phase of project planning, a team should prioritize the project, calculate a budget and schedule, and determine what resources are needed.

Project ManagementConception

Initiating Planning

ExecutingControlling

Closing

• Project Initiation Document• Communications Plan• Exec Committee Approval

• Project Team Appointed• Managing the Tasks• Project Status Reports

• Project Management• Variance Reporting• Communication

• Project Business Case• Executive Committee Approval• Appointment of Sponsor/Manager

HR as a Business Leader

1.5.12 Which of the following is the MOST important role HR can play a major change initiative?

a). Assume responsibility for implementing the change.

b). Communicate regularly with employees.

c). Question whether the change is needed.

d). Counsel people who are upset by the change.

Answer: b Communicate regularly with employees is the most important role for HR in Leading Change.

HR in Leading Change

1 2 3 4 5 6 7 8

*The 8-Step Process for Leading change – Dr. John Kotter

CreateUrgency

Create aCoalition

Develop a vision and strategy

Communicate the vision

Empower action

Get quick wins

Leverage wins to drive

change

Embed in culture

Creating a climate for change

Engaging and enabling the whole organization

Implementing and sustaining change

Kotter, J.P. (2007). Leading Change Why Transformation Efforts Fail. Harvard Business Review.

HR as a Business Leader

1.5.15 Which of the following items will have the LEAST impact on the due diligence process?

a). Obligations to retirement plans.

b). History of customer complaints.

c). Strategies to integrate compensation and benefit systems.

d). Cultural fit of the two companies.

Answer: b The primary purpose of due diligence is to understand the associated risks and ensure that no material financial or other "surprises" emerge once the deal has been signed. The history of customer complaints is not relevant to the associated risks.

M&A Process

M&A strategy

Guide the deal with a clear

PMI philosophy that focuses on

revenue synergies

Targetscreening

Duediligence

Pre-closeplanning

Establish synergy targets,

Teams, and Performance

metrics

Post-close implementation

Track beyond the traditional

90 days, Particularly

revenues

Follow a tiered approach to

protect existing value while

creating new value

•Corporate M&A strategy–Buy and build–Acquisition•M&A organization•Processes and tools

•Inorganic actions defined•Ongoing market scanning•Target identification

•Target due diligence•Valuation•Synergy assessment•Risk identification•Program structuring

•Day one planning•Integration master plan•Leadership and organization•Communication rollout•Cultural assessment

•IT functional integration•End-state operating model•Portfolio management

•Functional integration•Risk management•Organization integration•Cultural integration•Benefits tracking

First 90 days 91 days to 2 years

Source: A.T. Kearney analysis

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HR Activities in M&A

Schuler, R. & Jackson, S. (2001). HR Issues and Activities in Mergers and Acquisitions. European Management Journal, 19(3), p.239–253.

1. Pre-Combination 2. Combination — Integrating the

Companies

3. Solidification and Assessment of the

New Entity

•Identifying reasons for the M&A•Forming M & A team/leader•Searching for potential partners•Selecting a partner•Planning for managing the process of the M and/or A•Planning to learn from the process

•Selecting the integration Manager•Designing/implementing teams•Creating the new structure/strategies/ leadership•Retaining key employees•Motivating the employees•Managing the change process•Communicating with and involving stakeholders•Deciding on the HR policies and practices

•Solidifying leadership and staffing•Assessing the new strategies and structures•Assessing the new culture•Assessing the new HR P&P•Assessing the concerns of stakeholders•Revising as needed•Learning from the process

HR as a Business Leader

2594. Which of the following reflects an assimilation approach used in mergers and acquisitions?

a). A new company forms, retaining the best aspects of the original companies.

b). The target company completely adopts the management practices of the acquiring company.

c). Each company continues to operate as before the merger.

d). Individuals do not share a common database of experience.

Answer: bAssimilation occurs when employees at the acquired company willingly embrace the cultural values of the acquiring organization. Answer a is integration that is to combine the two or more cultures into a new composite culture that preserves the best features of the previous cultures. Answer c is a separation strategy that occurs when the merging companies agree to remain distinct entities with minimal exchange of culture or organizational practices. Answer d is deculturation strategy by imposing the acquiring organization's culture and business practices on the acquired organization. Deculturation may be necessary when the acquired firm’s culture doesn’t work, even when employees in the acquired company aren’t convinced of it.

MERGER STRATEGY DESCRIPTION WORKS BEST WHEN:

Assimilation Acquired company embraces acquiring firm’s culture.

Acquired firm has a weak culture.

Deculturation Acquiring firm imposes its culture on unwilling acquired firm.

Rarely works─may be necessary only when acquired firm’s culture doesn’t work but employees don’t realize it.

Integration Merging companies combine the two or more cultures into a new composite culture.

Existing cultures can be improved.

Separation Merging companies remain distinct entities with minimal exchange of culture or organizational practices.

Firms operate successfully in different businesses requiring different culture.

Merging Culture

McShane S.L. & Von Glinow, M.A. (2009). Organizational Behavior: Emerging Knowledge, Global Reality. McGraw-Hill

THANKS FOR YOUR ATTENTION

International Human Resource Certification Institute, IHRCI

www.ihrci.org