Human Resource Management is the strategic and coherent approach to the management of an organisation's human capital.

 

Candidates will be required to profess knowledge, skill, and ability in the following major areas of human resource management.

 

I. MANAGEMENT PRACTICES

A. Role of HR in Organizations

1. HR Roles: Advisory/Counselor, Consultant, Service, Control

2. Change Agent Role/Reengineering and Facilitating Both Content & Process

3. HR’s Role in Strategic Planning

4. HR Generalist and HR Specialist Roles

5. Effects of Different Organizational Contexts and Industries on HR functions

6. HR Policies and Procedures

7. Integration and Coordination of HR Functions

8. Outsourcing the HR Functions

 

B. Human Resource Planning

1. Environmental Scanning

2. Internal Scanning

3. Human Resources Inventory

4. Human Resource Information Systems

5. Action Plans and Programs

6. Evaluation of Human Resource Planning

 

C. Organizational Design and Development

1. Organizational Structures

2. Organizational Development

3. Diagnosis and Intervention Strategies: Action Research, Sensing, Team Building, Goal Setting, Survey Feedback, Strategic Planning, Visioning, Sensitivity Training (T-groups), Grid Training

4. Role of Organizational Culture in Organizational Development

5. Role of International Culture in Organizational Development

6. Organizational Development in Response to Technological Change

 

D. Budgeting, Controlling, and Measurement

1. HR Budgeting Process

2. HR Control Process

3. Evaluating HR Effectiveness

 

E. Motivation

1. Motivation Theories

2. Applying Motivation Theory in Management

 

F. Leadership

1. Leadership Theories

2. Effect of Leadership in Organizations

3. Leadership Training

 

G. Quality and Performance Management/TQM

1. Performance Planning: Identifying Goals/ Desired Behaviors

2. Setting and Communicating Performance Standards

3. Measuring Results and Providing Feedback

4. Implementing Performance Improvement Strategies

5. Evaluating Results

 

H. Employee Involvement Strategies

1. Work Teams

2. Job Design and Redesign

3. Employee Ownership/ESOPs

4. Employee Suggestion System

5. Participative Management

6. Alternative Work Schedules

7. Role of HR in Employee Involvement Programs

 

I. HR Research

1. Research Design and Methodology

2. Quantitative Analysis

3. Qualitative Research

 

J. International HR Management

1. Cultural Differences

2. Legal Aspects of International HR

3. Expatriation and Repatriation

4. Issues of Multinational Corporations

5. Compensation and Benefits for Foreign Nationals and Expatriates

6. The Role of HR in International Business

 

K. Ethics

1. Ethical Issues

2. Establishing Ethical Behavior in the Organization

 

II. GENERAL EMPLOYMENT PRACTICES

A. Legal & Regulatory Factors: Definitions, Requirements, Proscribed Practices, Exemptions, Enforcement, Remedies, & Case Histories

 

B. Job Analysis, Job Description, and Job Specification

1. Methods of Job Analysis

2. Types of Data Gathered in a Job Analysis

3. Uses of Job Analysis

4. Job Descriptions

5. Job/Position Specifications

6. Validity & Reliability of Job Analysis, Job Description, & Job Specification

 

C. Individual Employment Rights

1. Employment-At-Will Doctrine

2. Exceptions to Employment-At-Will

3. Common Law Tort Theories

4. Job-As-Property Doctrine

5. Non-Compete Agreements

 

D. Performance Appraisals

1. Performance Measurement- The Criterion

2. Criterion Problems

3. Documenting Employee Performance

4. Category Rating Appraisal Methods

5. Comparative Appraisal Methods

6. Narrative Appraisal Methods

7. Special Appraisal Methods: MBO, BARS, BOS

8. Types of Appraisals

9. Rating Errors

10. Appraisal Interview

11. Linking Appraisals to Employment Decisions

12. Legal Constraints on Performance Appraisal

13. Documentation

 

E. Workplace Behavior Problems

1. Discipline

2. Absenteeism and Tardiness

3. Sexual Harassment

4. Drug and Alcohol Use

5. Off-duty Conduct

 

F. Employee Attitudes, Opinions and Satisfaction

1. Measurement

2. Results Analysis

6. Interpretation

7. Feedback

8. Intervention

9. Confidentiality and Anonymity of Surveys

 

III. STAFFING

A. Recruitment

1. Determining Recruitment Needs and Objectives

2. Identifying Selection Criteria

3. Internal Sourcing

4. External Sourcing

5. Evaluating Recruiting Effectiveness

 

B. Selection

1. Application Process

2. Interviewing

3. Pre-employment Testing

4. Background Investigation

5. Medical Examination

6. Hiring Applicants with Disabilities

7. Illegal Use of Drugs and Alcohol

8. Validation and Evaluation of Selection Process Components

 

C. Career Planning and Development

1. Accommodating Organizational and Individual Needs

2. Mobility Within the Organization

3. Managing Transitions

 

D. Organizational Exit

1. General Issues

2. Layoffs/Reductions-in-Force

3. Constructive Discharge

4. Retaliatory

5. Retirement

6. Employer Defenses Against Litigation

 

IV. HUMAN RESOURCE DEVELOPMENT
 

A. HR Training and the Organization

1. The Learning Organization, Linking Training to Organizational Goals, Objectives, and Strategies

2. Human Resources Development as an Organizational Component

3. Funding the Training Function

4. Cost/Benefit Analysis of Training

 

B. Training Needs Analysis

1. Training Needs Analysis Process

2. Methods for Assessing Training Needs

 

C. Training and Development Programs

1. Trainer Selection

2. Design Considerations and Learning Principles

3. Types of Training Programs

4. Instructional Methods and Processes

5. Training Facilities Planning

6. Training Materials

 

D. Evaluation of Training Effectiveness

1. Sources for Evaluation

2. Research Methods for Evaluation

3. Criteria for Evaluating Training

 

 

V. COMPENSATION AND BENEFITS
 

A. Tax & Accounting Treatment of Compensation & Benefit Programs

 

B. Economic Factors Affecting Compensation

1. Inflation

2. Interest Rates

3. Industry Competition

4. Foreign Competition

5. Economic Growth

6. Labor Market Trends/Demographics

 

C. Compensation Philosophy, Strategy, and Policy

1. Fitting Strategy & Policy to the External Environment and to an Organization’s Culture, Structure, & Objectives

2. Training in and Communication of Compensation Programs

3. Making Compensation Programs Achieve Organizational Objectives

4. Establishing Administrative Controls

 

D. Compensation Programs: Types, Characteristics, and Advantages/Disadvantages

1. Base Pay

2. Differential Pay

3. Incentive Pay

4. Pay Programs for Selected Employees

 

E. Job Evaluation Methods

1. Compensable Factors

2. Ranking Method

3. Classification/Grading Method

4. Factor Comparison Method

5. Point Method

6. Guide Chart-Profile Method (Hay Method)

 

F. Job Pricing, Pay Structures, and Pay Rate Administration

1. Job Pricing and Pay Structures

2. Individual Pay Rate Determination

3. Utilizing Performance Appraisal in Pay Administration

4. Reflecting Market Influences in Pay Structures

5. Wage Surveys

 

G. Employee Benefit Programs: Types, Objectives, Characteristics, and Advantages/Disadvantages

1. Legally Required Programs/Payments

2. Income Replacement

3. Insurance and Income Protection

4. Deferred Pay

5. Pay for Time Not Worked

6. Unpaid Leave

7. Flexible Benefit Plans

8. Recognition and Achievement Awards

 

H. Managing Employee Benefit Programs

1. Employee Benefits Philosophy, Planning, and Strategy

2. Employee Need/Preference Assessment: Surveys

3. Administrative Systems

4. Funding/Investment Responsibilities

5. Coordination with Plan Trustees, Insurers, Health Service Providers and Third-Party Administrators

6. Utilization Review

7. Cost-Benefit Analysis and Cost Management

8. Communicating Benefit Programs/Individual Annual Benefits Reports

9. Monitoring Compensation/Benefits Legal Compliance Programs

 

I. Evaluating Total Compensation Strategy & Program Effectiveness

1. Budgeting

2. Cost Management

3. Assessment of Methods and Processes

 

VI. EMPLOYEE AND LABOR RELATIONS
 

A. Union Representation of Employees

B. Employer Unfair Labor Practices

C. Union Unfair Labor Practices, Strikes, and Boycotts

D. Collective Bargaining

E. Managing Organization-Union Relations

F. Maintaining Nonunion Status

G. Public Sector Labor Relations

 

VII. HEALTH, SAFETY, AND SECURITY
 

A. Health

1. Employee Assistance Programs

2. Employee Wellness Programs

3. Reproductive Health Policies

4. Chemical Dependency

5. Communicable Diseases in the Workplace

6. Employer Liabilities

7. Stress Management

8. Smoking Policies

9. Recordkeeping and Reporting

 

B. Safety

1. Areas of Concern

2. Organization of Safety Program

3. Safety Promotion

4. Accident Investigation

5. Safety Inspections

6. Human Factors Engineering (Ergonomics)

7. Special Safety Considerations

8. Sources of Assistance

 

C. Security

1. Organization of Security

2. Control Systems

3. Protection of Proprietary Information

4. Crisis Management and Contingency Planning

5. Theft and Fraud

6. Investigations and Preventive Corrections

 

The CHRM certification consists of six modules and an 80 question multiple choice examination prepared from the HUMAN RESOURCE BODY OF KNOWLEDGE (HRBOK).

 

Candidates may complete the modules in any order. However, the suggested sequence is spelled out below.

 

Modules for Certification

 

Module 1 Contemporary Management

An introduction to the five management functions of planning, organizing, coordinating, directing, and controlling. The rise of today’s business environment, motivation theories, leadership theory and style and managing in a changing world will be explored.

 

Module 2 Information Systems for Managers

General management foundations of information management within and between organizations, with a strategic, global orientation. Emphasis is placed on understanding how computers facilitate the management process. Current versions of computer application programs are discussed and/or demonstrated.

 

Module 3 Negotiation and Conflict Resolution 

Theories, strategies, and ethics underlying negotiation and persuasion in contemporary organizations and societies. Emphasizes the knowledge and skills needed for effective negotiation and persuasion.  Also covers theories and practices of conflict resolution in organizations, strategies for analyzing and addressing conflicts, and skills for diagnosing and intervening in conflict situations.

 

Module 4 Leadership and Motivation in Organizations

Major theories and practices of leading people in multinational firms are examined, as well as skills for facilitating cooperation, communication, and motivation among people from different cultures. Also covers theory, research and issues pertaining to motivation, satisfaction, employee involvement, individual and team work designs, reward systems, and human resource management systems.

 

Module 5 Strategic Management

Analysis, development, and implementation of competitive strategies by private enterprises. Focus is on creation and maintenance of competitive advantage in domestic and global industries.

 

Module 6 Managing Innovation and Change 

Theories and methods of introducing change in people and organizations. Problems of growth, mergers, turnaround and resistance are addressed. Training in team building, intervention and conflict resolution are emphasized. Challenges of coordination and interoperability in innovation are addressed.

Examination Preparation

Candidates may prepare for the examinations in various ways. There is no requirement as to how a candidate obtains his/her knowledge, since all are subjected to the same examinations. Some take regular courses at universities, colleges, or other accredited institutions of higher learning. Others take special courses in evening or extension departments of universities or colleges, or technical institutions along the lines in which they will be examined.  Many candidates join others in local study groups, while others prepare individually by means of home study. 

 

Textbooks for each of the modules are published in the US, China, and other countries.  They present selected, targeted material.  Exams may be given online or on hard copy. Candidates will be required to obtain proctors and examination sites.  The Institutes do not have “official” or specific testing sites in the United States or in foreign countries.

 

The examination site may be a local university, the candidate’s workplace, or any location that consists of a quiet place where candidates may sit undisturbed for a maximum of three hours (for each exam). 

 

The proctor may be a Certified Member, a candidate’s supervisor, a teacher or professor at a local university, or anyone of such standing, but he or she must not currently be seeking certification him/herself.

 

Examination Form and Format

Exam questions for CHRM are multiple choice examination. The multiple choice examinations include questions relating to definitions, understandings of concepts, discussion of the relative merits of various issues, as well as development of approaches to hypothetical situations. A list of sample questions is available from the American Certification Institute.

 

Rules of Conduct for Examinations

The specific rules pertaining to the conduct of the examinations are printed on the front of the examination book. Read them carefully before answering the first question. Candidates are expected to exercise honest and ethical behavior during the exams.

 

Candidates who wish to become certified must meet the following requirements:

 

1. AA degree OR more than three years of experience in human resource management.

2. Satisfactory completion of a 3 hour multiple choice examination covering the “Human Resource Management Body of Knowledge” (HRMBOK) addressed in the training program.

3. Completion of an application for certification and payment of all fees.