Latest PDF of PHR: Professional in Human Resources (HRCI PHR)

Professional in Human Resources (HRCI PHR) Practice Test

PHR Exam Format | Course Contents | Course Outline | Exam Syllabus | Exam Objectives

- Business Management (20%)
- Talent Planning and Acquisition (16%)
- Learning and Development (10%)
- Total Rewards (15%)
- Employee and Labor Relations (39%)

Functional Area 01 | Business Management (20%)
Using information about the organization and business environment to reinforce expectations, influence decision making, and avoid risk.
Responsibilities:
01 Interpret and apply information related to general business environment and industry best practices
02 Reinforce the organizations core values, ethical and behavioral expectations through modeling, communication, and coaching
03 Understand the role of cross-functional stakeholders in the organization and establish relationships to influence decision making
04 Recommend and implement best practices to mitigate risk (for example: lawsuits, internal/ external threats)
05 Determine the significance of data for recommending organizational strategies (for example: attrition rates, diversity in hiring, time to hire, time to fill, ROI, success of training)
Knowledge of:
01 Vision, mission, values, and structure of the organization
02 Legislative and regulatory knowledge and procedures
03 Corporate governance procedures and compliance
04 Employee communications
05 Ethical and professional standards
06 Business elements of an organization (for example: other functions and departments, products, competition, customers, technology, demographics, culture, processes, safety and security)
07 Existing HRIS, reporting tools, and other systems for effective data reporting and analysis
08 Change management theory, methods, and application
09 Risk management
10 Qualitative and quantitative methods and tools for analytics
11 Dealing with situations that are uncertain, unclear, or chaotic

Functional Area 02 | Talent Planning and Acquisition (16%)
Identifying, attracting, and employing talent while following all federal laws related to the hiring process.
Responsibilities:
01 Understand federal laws and organizational policies to adhere to legal and ethical requirements in hiring (for example: Title VII, nepotism, disparate impact, FLSA, independent contractors)
02 Develop and implement sourcing methods and techniques (for example: employee referrals, diversity groups, social media)
03 Execute the talent acquisition lifecycle (for example: interviews, extending offers, background checks, negotiation).
Knowledge of:
12 Applicable federal laws and regulations related to talent planning and acquisition activities
13 Planning concepts and terms (for example: succession planning, forecasting)
14 Current market situation and talent pool availability
15 Staffing alternatives (for example: outsourcing, temporary employment)
16 Interviewing and selection techniques, concepts, and terms
17 Applicant tracking systems and/or methods
18 Impact of total rewards on recruitment and retention
19 Candidate/employee testing processes and procedures
20 Verbal and written offers/contract techniques
21 New hire employee orientation processes and procedures
22 Internal workforce assessments (for example: skills testing, workforce demographics, analysis)
23 Transition techniques for corporate restructuring, mergers and acquisitions, due diligence process, offshoring, and divestitures
24 Metrics to assess past and future staffing effectiveness (for example: cost per hire, selection ratios, adverse impact)

Functional Area 03 | Learning and Development (10%)
Contributing to the organizations learning and development activities by implementing and evaluating programs, providing internal consultation, and providing data.
Responsibilities:
01 Provide consultation to managers and employees on professional growth and development opportunities
02 Implement and evaluate career development and training programs (for example: career pathing, management training, mentorship)
03 Contribute to succession planning discussions with management by providing relevant data Knowledge of:
25 Applicable federal laws and regulations related to learning and development activities
26 Learning and development theories and applications
27 Training program facilitation, techniques, and delivery
28 Adult learning processes
29 Instructional design principles and processes (for example: needs analysis, process flow mapping)
30 Techniques to assess training program effectiveness, including use of applicable metrics
31 Organizational development (OD) methods, motivation methods, and problem-solving techniques
32 Task/process analysis
33 Coaching and mentoring techniques
34 Employee retention concepts and applications
35 Techniques to encourage creativity and innovation

Functional Area 04 | Total Rewards (15%)
Implementing, promoting, and managing compensation and benefit programs in compliance with federal laws.
Responsibilities:
01 Manage compensation-related information and support payroll issue resolution
02 Implement and promote awareness of non-cash rewards (for example: paid volunteer time, tuition assistance, workplace amenities, and employee recognition programs)
03 Implement benefit programs (for example: health plan, retirement plan, employee assistance plan, other insurance)
04 Administer federally compliant compensation and benefit programs Knowledge of:
36 Applicable federal laws and regulations related to total rewards
37 Compensation policies, processes, and analysis
38 Budgeting, payroll, and accounting practices related to compensation and benefits
39 Job analysis and evaluation concepts and methods
40 Job pricing and pay structures
41 Non-cash compensation
42 Methods to align and benchmark compensation and benefits
43 Benefits programs policies, processes, and analysis

Functional Area 05 | Employee and Labor Relations (39%)
Manage, monitor, and/or promote legally compliant programs and policies that impact the employee experience throughout the employee lifecycle.
Responsibilities:
01 Analyze functional effectiveness at each stage of the employee lifecycle (for example: hiring, onboarding, development, retention, exit process, alumni program) and identify alternate approaches as needed
02 Collect, analyze, summarize, and communicate employee engagement data
03 Understand organizational culture, theories, and practices; identify opportunities and make recommendations
04 Understand and apply knowledge of programs, federal laws, and regulations to promote outreach, diversity and inclusion (for example: affirmative action, employee resource groups, community outreach, corporate responsibility)
05 Implement and support workplace programs relative to health, safety, security, and privacy following federal laws and regulations (for example: OSHA, workers compensation, emergency response, workplace violence, substance abuse, legal postings)
06 Promote organizational policies and procedures (for example: employee handbook, SOPs, time and attendance, expenses)
07 Manage complaints or concerns involving employment practices, behavior, or working conditions, and escalate by providing information to appropriate stakeholders
08 Promote techniques and tools for facilitating positive employee and labor relations with knowledge of applicable federal laws affecting union and nonunion workplaces (for example: dispute/conflict resolution, anti-discrimination policies, sexual harassment)
09 Support and consult with management in performance management process (for example: employee reviews, promotions, recognition programs)
10 Support performance activities (for example: coaching, performance improvement plans, involuntary separations) and employment activities (for example: job eliminations, reductions in force) by managing corresponding legal risks
Knowledge of:
44 General employee relations activities and analysis (for example, conducting investigations, researching grievances, working conditions, reports, etc.)
45 Applicable federal laws and procedures affecting employment, labor relations, safety, and security
46 Human relations, culture and values concepts, and applications to employees and organizations
47 Review and analysis process for assessing employee attitudes, opinions, and satisfaction
48 Diversity and inclusion
49 Recordkeeping requirements
50 Occupational injury and illness prevention techniques
51 Workplace safety and security risks
52 Emergency response, business continuity, and disaster recovery process
53 Internal investigation, monitoring, and surveillance techniques
54 Data security and privacy
55 The collective bargaining process, terms, and concepts (for example: contract negotiation, costing, administration)
56 Performance management process, procedures, and analysis
57 Termination approaches, concepts, and terms

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HR
PHR
Professional in Human Resources (HRCI PHR)
https://killexams.com/pass4sure/exam-detail/PHR
Answer: A
QUESTION: 151
What term describes a manager who makes himself visible, being present for employees,
and getting out of his office to interact with employees?
A. Open door policy
B. Progressive discipline
C. Active management
D. Management by walking around
Answer: D
QUESTION: 152
If a union wants to organize, it typically moves through five steps to the organizing
process. Which one of the following is not one of the five stages of unionization of work
force?
A. The financing
B. The campaign
C. Obtaining recognition
D. The election
Answer: A
QUESTION: 153
All organizations need prevoyance, or planning, as a part of a manager's duty. As an HR
Professional what is the primary purpose of planning?
A. Directs the project team and staff to accomplish the project scope
B. Establishes groundwork for the managers to achieve the goals of the organization
C. Communicates the direction of the organization
D. Establishes groundwork for the managers to achieve their goals
Answer: B
QUESTION: 154
50
If an employer ignores stress in employees what symptom are employees likely to
develop?
A. De-motivation
B. Burnout
C. Tumors
D. Turnover
Answer: B
QUESTION: 155
You are a HR Professional for your organization and you're educating your staff on the
Pregnancy Discrimination Act. Which one of the following statements about the
Pregnancy Discrimination Act is not true?
A. Pregnancy related benefits cannot be limited to married employees.
B. Employers must provide the same level of health benefits for spouses of male
employees as they do for spouses of female employees.
C. If an employer provides any benefits to workers on leave, the employer must provide
the same benefits for those on leave for pregnancy-related conditions.
D. An employer is allowed to refuse to hire a pregnant woman because of the imminent
time frame of the needed leave to deliver and care for the child.
Answer: D
QUESTION: 156
As a HR Professional you must understand the laws and regulations, which affect
employee compensation. Which of the following was the first to address a minimum wage
for employees?
A. Portal-to-Portal Act
B. Walsh-Healey Public Contracts Act
C. Davis-Bacon Act
D. Fair Labor Standards Act
Answer: C
QUESTION: 157
Which of the following types of training evolution measures whether the training had a
positive impact on the bottom line?
51
A. Result
B. Reaction
C. Learning
D. Behavior
Answer: A
QUESTION: 158
Pat is interviewing Sammy for a job in his organization. During the interview, Pat asks
Sammy for a dinner date. Sammy refuses his offer, but thanks him. Pat tells Sammy that a
dinner date would be beneficial to the job selection. Sammy still refuses the dinner date.
Based on this conversation, Pat decides not to hire Sammy for the position. This is an
example of what type of sexual harassment?
A. Covert
B. Quid Pro Quo
C. Contingent
D. Hostile Work Environment
Answer: B
QUESTION: 159
Which of the following requires employers to pay social security tax for employees and to
withhold the tax amount from employee paychecks?
A. Fair Labor Standards Act (FLSA)
B. Occupational Safety and Health Administration (OSHA)
C. Federal Insurance Contributions Act (FICA)
D. Employee Retirement Income Security Act (ERISA)
Answer: C
QUESTION: 160
Lucas has asked his manager to take time off from work because of a holiday his religion
celebrates. Fran agrees but tells Lucas that he will be inspecting his project work to ensure
that the work is accurate and not suffering because of the requested time off. This is an
example of what?
A. Perpetuating past discrimination
B. Religious persecution in the workforce
52
C. Quality control
D. Disparate treatment
Answer: D
QUESTION: 161
As an HR Professional you must recognize, and be aware of several pieces of legislation
that affects your performance as an HR Professional. Which one of the following acts used
the terminology "work now, grieve later" to describe the urgency of performing work?
A. Clayton Act
B. National Labor Relations Act
C. Railway Labor Act
D. National Industrial Recovery Act
Answer: C
QUESTION: 162
Sally is an HR Professional for an organization and she's working with Holly another HR
Professional. Holly is concerned with effectiveness of a new policy. Sally is concerned
with the efficiency of the new policy. What is the difference between effectiveness and
efficiency?
A. These are the same values in human resources.
B. Efficiency is doing things right. Effectiveness is doing the right things.
C. Efficiency is being effective when doing things. Effectiveness is doing the right things
efficiently.
D. Efficiency is knowing what to do. Effectiveness is doing what you know you should.
Answer: B
QUESTION: 163
You are a HR Professional for your organization. You and your supervisor are reviewing
the EEO reporting requirements for your company to comply with the reports your firm
should file. Which report is collected on odd-number of years from state and local
governments?
A. EEO-4 Report
B. EEO-1 Report
C. EEO-5 report
D. EEO-3 Report
53
Answer: A
QUESTION: 164
Validity is an important part of the interview process. All HR Professionals should
recognize validity through the interview process. Which one of the following is not one of
the four types of validity?
A. Content validity
B. Professional validity
C. Construct validity
D. Predictive validity
Answer: B
QUESTION: 165
Holly and Gary are HR Professionals in their organization and they're working to develop
the strategic plan for their organization. Holly and Gary are using SWOT analysis to help
understand the needs of human, financial, technological, capital, and other aspects of their
organization. What is SWOT?
A. SWOT is an analysis to define the schedule, weaknesses, opportunities, and timetable
of a project endeavor.
B. SWOT is an analysis to define the strengths, weaknesses, opportunities, and threats an
organization may face.
C. SWOT is an analysis to define the strengths, weaknesses, openness, and timeliness of
an organization.
D. SWOT is an analysis to define the seriousness, weaknesses, openness, and timetable of
organizationdevelopment.
Answer: B
54
/( 48(67,216

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