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HR PHR : Professional in Human Resources (HRCI PHR) Exam Dumps

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Exam Number : PHR
Exam Name : Professional in Human Resources (HRCI PHR)
Vendor Name : HR
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PHR Exam Format | PHR Course Contents | PHR Course Outline | PHR Exam Syllabus | PHR 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.


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.


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 exams (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.


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.


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.


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 in information search


For Search Committees

A thoughtful, intentional search plan is key to finding the best candidates. A great way to plan your search is using reverse order to plan the timeline for your recruitment. Start with the date you want your candidate to begin working and work backwards including all key milestones the search will require.

Keep in mind that the minimum posting period for each position type is predefined. Use the posting periods below and the key milestones of the search to develop a timeline.

End of Internal Posting Period: If an internal candidate is identified before the end of the internal posting period, the external posting period can be canceled. The end of the internal posting period is the last day to cancel the external posting period.

End of External Posting Period: At the end of the external posting period, the search committee should decide whether the applicant pool is sufficient or if additional outreach is needed.

Interviews: The search committee can begin interviewing immediately after the position is posted. Starting interviews right away will help minimize the time spent interviewing candidates and can help shorten the posting timeline.

Recommendation for Hire: After the search committee has interviewed candidates, they must deliberate and decide who they would like to recommend for hire.

Hiring Proposal Submission: Once a recommendation has been made, the hiring manager will need to submit a hiring proposal for approval in UB Jobs.

Hiring Proposal Approval: An offer of employment can only be extended after the hiring proposal has been approved. Once the hiring proposal has been approved, the department can contact the candidate to offer the job.

Offer Accepted: When the candidate has accepted the offer, the department can coordinate a start date and begin making onboarding preparations.

Date to be Filled: The date to be filled is the start date for the candidate who has accepted the position.

Ready, Set…AI Not Yet: Majority of HR Professionals Want More Training, Education, and Laws for AI in The Workplace

Around one-third of job candidates and HR professionals believe AI leads to more bias in hiring

62% of HR Professionals say that AI can help them hire the best candidate

NEW YORK, July 18, 2023 /PRNewswire/ -- The Greenhouse AI and DEIB Report, a new survey of 2,700 candidates and 100 HR professionals, has discovered that 80% of HR professionals and 48% of candidates have used or are considering using generative AI in the hiring process. While the majority are utilizing AI's benefits, the survey results show that concerns are top of mind among candidates and HR professionals alike.


The large majority of HR professionals (84%) believe that there should be more education and training in the workplace regarding AI tools. A further 62% believe that there should be more laws specifically governing AI tools to prevent bias in the recruitment process. The data has revealed that both HR professionals and candidates are equally torn on whether AI will lead to more or less bias in hiring.

AI and DEIB: The Two Acronyms Shaping the Future of HiringHR professionals see AI as the future of hiring – most (62%) believe that AI can help them hire the best candidate – but there's work to be done to ensure it is used ethically. Half of the respondents' companies are not monitoring or evaluating the performance of AI tools, leaving job seekers frustrated. Almost one-third (27%) of candidates believe that AI leads to more bias in the hiring process. HR professionals are split with around 37% strongly or somewhat disagreeing that AI will reduce bias in the hiring process, and 28% feel the opposite. Furthermore, one-third of HR professionals (33%) believe that AI will help organizations reach their DEI goals, yet 31% strongly or somewhat disagree.

Screen In, Screen OutWhile around half of HR respondents (48%) strongly or somewhat agree with their company using AI to screen job applications, one-third (33%) of HR professionals disagree. Similarly, over 35% of candidates disagree with the use of AI in job application screenings. Over one-third (35%) of candidates said using AI in the hiring process is fair game since companies are using AI to sort through resumes.

While HR professionals are starting to implement AI in the hiring process, they want more transparency from their companies and candidates on their AI usage. Over 38% of HR professionals believe that if a candidate has used AI in the application and hiring process, they should disclose that to the company they are applying to. Almost 50% of candidates say that companies should do the same.

"While AI is a beneficial tool for automating tasks and increasing efficiency, it shouldn't be used in its present form to make human-based decisions like hiring. Our report found that HR professionals realize this and want to implement AI thoughtfully to ensure the hiring process is fair and equitable. As companies begin using AI, it's critical that they are clear and transparent about how they are using it while being able to monitor and identify applications that could have a biased impact on a hiring decision," said Henry Tsai, VP of Product and Design at Greenhouse.

Many senior leaders know that AI demands training and education. Lani Phillips, Vice President of Channel Sales at Microsoft, says, "Educating employees not only on the scope of how AI can be used, but on the ethical considerations of it, like privacy, transparency, and bias, will be critical as we go forward with the intention of responsible and ethical AI."

Additional survey data shows:

  • Close to one-third (31%) of candidates are worried that a company might reject their application if they used AI in the hiring process.
  • And 37% of HR professionals have or are considering implementing AI screening/plagiarism tools.
  • Candidates who are currently using generative AI in the job search are using it to:
  • Write resumes (45%) and cover letters (41%), answer job application questions (36%), help prepare for interviews (38%), help with skills testing as part of the interview process (34%), and write and/or help with a job interview exam (25%).
  • However, almost one-fifth (18%) of candidates do not believe AI is advanced enough to create quality documents such as resumes and cover letters.
  • The main reason job seekers are using AI is to save time during lengthy hiring processes, specifically to:
  • Save time finding jobs that are relevant (47%)
  • Save time preparing (e.g. interview prep, creating documents such as resumes/cover letters, etc.) (42%)
  • Stand out from the competition (42%)
  • Apply to more jobs as the application process is too lengthy and inefficient (31%)
  • For access to the full results from the Greenhouse AI and DEIB Report, visit our blog here.

    Survey MethodGreenhouse, the hiring software company, surveyed over 2,700 candidates in the United States, the United Kingdom, Germany, and Ireland, and 100 HR professionals.

    About GreenhouseGreenhouse is the hiring operating system for people-first companies.

    Our industry-leading software brings a structured hiring approach to any company's process, helping to promote more fair and equitable hiring practices and more data-driven decisions so companies can continuously get better at hiring.

    We've helped over 7,000 companies turn talent into their competitive advantage, so they can hire for what's next. Some of the smartest and most successful companies like HubSpot, Buzzfeed, J.D. Power, Scout24 and The Knot Worldwide use Greenhouse for data and guidance on the behaviors and capabilities they need to improve their overall hiring performance as they move up the  Hiring Maturity™ curve.

    Greenhouse has won numerous awards including Fortune Best Workplaces (2019-2022), Inc. Magazine Best Workplace (2018 – 2022), Glassdoor #1 Best Place to Work, Forbes Cloud 100, Deloitte Technology Fast 500, Inc. 5000, Crain's Best Places to Work NYC and Mogul's Top 100 Workplaces for Diverse Representation (2022).

    © 2023, Greenhouse Software, Inc. All rights reserved. "Hire for what's next," "Talent Makers" and the G Logo are trademarks of Greenhouse Software, Inc.

    Writing about Greenhouse? We've got everything you need. For access to company logos, images, information and more, contact

    Cision View original content to download multimedia:

    SOURCE Greenhouse Software, Inc.


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